3M HR Management Action Plan
3M HR Management Action Plan
Stephanie XXXX
MBA-FP6241
Human Resource Management in the 21st Century Knowledge Organization
E-mail:
Instructor: Dr. Jane Petrick
Table of Contents
Introduction 3
Aligning 3M’s Business Goals with HR 4
Aligning 3M’s Organizational Goals with HR 6
Aligning 3M’s Cultural Goals with HR 9
Introduction “Managing talent in a global organization is more complex and demanding than it is in a national business - and few major worldwide corporations have risen to the challenge” (Khatri, Gupta & Chauhan, 2010). 3M has accepted the global challenge of business expansion. 3M is an innovative global company with significant goals set for the future. 3M has set aggressive sales growth goals over the next five years. These goals are to include:
Sales Growth
Portfolio of Goods – understanding customer needs globally
New Customers
New Products
Increased Environmental Sustainability
Reduce Air Emissions
Reduce Waste
Improve Energy Efficiency
Develop Water Conservation Plans
Fill 4,500 new positions over the next three years to compensate for organizational goals
3M has set organizational goals without the consideration of its workforce plan. 3M has not assessed the talent pool availability in all of its new global locations. It also has not fully grasped the correct way to fill these new positions with individuals that are well versed in the cultural differences in each new area.
Aligning 3M Business Goals with HR
3M has a large deficit of workforce planning in all of its plans both locally and globally. Each individual business plan has not been aligned with the talent pools that are available in
Stephanie XXXX
MBA-FP6241
Human Resource Management in the 21st Century Knowledge Organization
E-mail:
Instructor: Dr. Jane Petrick
Table of Contents
Introduction 3
Aligning 3M’s Business Goals with HR 4
Aligning 3M’s Organizational Goals with HR 6
Aligning 3M’s Cultural Goals with HR 9
Introduction “Managing talent in a global organization is more complex and demanding than it is in a national business - and few major worldwide corporations have risen to the challenge” (Khatri, Gupta & Chauhan, 2010). 3M has accepted the global challenge of business expansion. 3M is an innovative global company with significant goals set for the future. 3M has set aggressive sales growth goals over the next five years. These goals are to include:
Sales Growth
Portfolio of Goods – understanding customer needs globally
New Customers
New Products
Increased Environmental Sustainability
Reduce Air Emissions
Reduce Waste
Improve Energy Efficiency
Develop Water Conservation Plans
Fill 4,500 new positions over the next three years to compensate for organizational goals
3M has set organizational goals without the consideration of its workforce plan. 3M has not assessed the talent pool availability in all of its new global locations. It also has not fully grasped the correct way to fill these new positions with individuals that are well versed in the cultural differences in each new area.
Aligning 3M Business Goals with HR
3M has a large deficit of workforce planning in all of its plans both locally and globally. Each individual business plan has not been aligned with the talent pools that are available in
References: 3M. (2014). Compliance and business conduct. Retrieved from: multimedia.3m.com/mws/media/409121/globalcitizen.pdf Benjamin, T. (2014). What is ROI in HR? Small Business. Retrieved from: www.smallbusiness.com/ROI-HR Carver, K., Pinc, C., Mlodzik, K., & White, R. (2013). Aligning organization culture with business strategy Creelman, D. (2012). HR and sustainability. Retrieved from: www.hrvoice.com Hanse, J., Tanuja, S., Weilbaker, D., & Guesalaga, R Khatri, P., Gupta, S., & Chauhan, S. (2010). Talent management in HR. Journal of Management and Strategy Lawler, E., Mohran, S. (2014). The crucial and unprecedented role of HR in sustainability. Retrieved from: www.sloanreview.mit.edu. Levin, I. M. (2000). FIVE WINDOWS INTO ORGANIZATION CULTURE: An assessment framework and approach Mallak, L. (2001). Understanding and changing your organization 's culture. Industrial Management, 43(2), 18-24 Miller-Merril, J. (2012). 13 best HR and workforce metrics formula examples. Retrieved from: www.hrmetrics.com Olsen, E. (2010). Internal & External Analysis. My Strategic Plan. Retrieved from: http://onstrategyhq.com/resources/internal-and-external-analysis/. SHRM. (2013). Aligning workforce strategies with business objectives. Retrieved from: www.SHRM.org.