Ford, TaTa and Recruitment

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Ford, TaTa and

RecruitmentTeam Mixed BagJessica AlmeidaBrian Corea

ShaishavDabhiCarissa FedericoRobert MandettaChristopher Salpetro


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IntroductionDescription of the Management Practice and

its importance in the workplace

How the Management Practice is conductedin each cultureAnalyze some cultural reasons why the

practice differs

Advise American managers how they couldbe more successful managers in the otherculture

Overview


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the process of adding new individuals to apopulation or subpopulation (as of breedingor legally catchable individuals) by growth,reproduction, immigration, and stocking

(Merriam-Webster)

What is Recruitment


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Need more people

Need better peopleA wish to expand

Why do companies recruit


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Culturethe set of shared values, oftentaken for granted, that help people in agroup, organization, or society understandwhich actions are considered acceptable and

which are deemed unacceptable

U.S. vs. India


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Established in 1903 in Dearborn, MichiganProducer of cars and and trucks

70 plants worldwide

Manufacture and distribute automobiles across sixcontinents

Approximately 164,000 employees2010 Sales and Revenue (in millions)

$119,280 (do we need this and theshareholder returns?? )Total shareholder returns= 68%

Ford Motors


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Operates under two segments Automotive:

Sale of vehicles and related service parts

Ford North America (Ford and Lincoln)

Ford South America

Ford Europe

Ford Asia Pacific Africa

Financial Services:

Ford Motor Credit Company

Primarily includes vehicle-related financing, leasing,and insurance.

Includes a variety of businesses including holdingcompanies, and real estate.

Overview of Ford Motors


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Organizational Mission Ford Motor Company is focused on creating a

strong business that builds greats products that

contribute to a better world.

One Ford: One Team One Plan One Goal

Fords Core Values


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Fords Core Values


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Organizational Structure

Over the last few years, ONE Ford has requiredthat we enhance our human resource strategies inorder to create a great place to work; develop acapable and effective workforce; align our

organizational structure with our global businessfootprint; and provide the people-relatedprocesses to support our workforce


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The Board of Directors has chosen toseparate the roles of CEO and Chairman ofthe Board of Directors.CEO to focus on the day-to-day operation of the

businessChairman to focus on leadership of the Board of

Directors in addition to providing the Company withdirection on Company-wide issues such assustainability and stakeholder relationships.

Structure is optimal for Ford and providesFord with sound corporate governancepractices in the management of its business

Organizational StructureCont.


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Future Strategy

Aggressively restructure to operateprofitability at the current demand andchanging model mix

Accelerate development of new productscustomers want and value

Improve balance sheetWork together as one team, leveraging

global assets.


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Compensation will be used to attract,retain, and motivate employees and toreward the achievement of business resultsthrough the delivery of competitive pay and

incentive programs. Benefits provideemployees with income security andprotection from catastrophic loss. TheCompany will develop benefit programs that

meet these objectives while minimizing itslong-term liabilities.

Compensation

Elements of Compensation Why Provide


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Elements of Compensation Why Provide

Salaries uAttract, retain and motivate employees toachieve key business priorities and objectivesuProvide income certainty

Incentive Bonuses uAttract, retain and motivate employees toachieve key business proprieties andobjectivesuHold employees accountable for performance

Annual Performance Unit and Stock OptionGrants

u

Attract, retain and motivate employees toachieve key business priorities and objectivesuEncourage stock ownershipuFocus behavior on long-term successuAlign interests with shareholders interests

Perquisites and Other Benefits uAttract, retain and motivate employeesuEnhance productivityuSupport development of products

Retirement Plans uProvide income security for retirement

uRetain employees


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1. The need for manpower and the nature ofwork must be assessed.

2. Advertising of vacant positions to companyemployees and the public.

3. Short listing of candidates

4. Interviews

5. Candidate selection and appointment

Overview of Recruitmentat Ford


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Exists within The Tata GroupEstablished in 1956$10.86 billion market capitalization

49,500 Employees1st Indian Engineering Company Listed on

the NYSEThe Tata Nano worlds most inexpensive

car

Tata Motors


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Care for customers

Obsession for quality

Care deeply about people

Do what's right and not what's convenient

Guarantee product leadership

Responsible citizenship

Tatas Core Values


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Executive Selection SchemeWritten Test, Power Interview, AssessmentPromotion to Management

Candidates receive formal managementtraining.Candidates rotated through departments to

gain experience.

Tatas ESS Program


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HousingThe Tata Township

Markets, Schools, Hospital, Parks, etc.

Social Clubs and Organizations Dance, Art, Theatre, etc.

Fostering of Creativity

Tatas Facilities


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The mission statement: To create anorganization that people enjoy working for,doing business with & investing in.

Core values: Integrity Customer focus Corporate Citizenship Passion for Engineering

HR Practices


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Responsibility andReporting structure


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Relationships


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Caring, showing respect, compassion &humanity to all colleagues.

Encourages self-sufficiencyEmployees relatives being encouraged to

develop various co-operatives.TATA motors Grihini Social Welfare Society

caters to employees dependants like a

housewife to earn a modest living andsupport.Executive Selection Scheme (ESS)In-house vocational training &

apprenticeship-

Specific HR policies


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Cultural Differences

As we have seen, there has been a vastdifference between the culture of US & India.

The US focuses on the Individual factor whileIndia on the team and groups.

HR policies of the companies also showsdifferences in the cultures of themanagement practices.

Performance based V/s Ethical based.


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Steps to address CulturalDifferencesGiving autonomy to country-wise sub-

divisions to be open to the culture of thecountry they operate in.

Understanding the differences and providing

a base to carry on activities based on thecultural norms.

Providing managers with the knowledge ofother countries and their way of working.

Benchmarking some set of rules that aremade up by taking the good aspects fromdifferent cultures.


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Areas of selection for changes needed: Spoken V/s Written language Service V/s Empowerment Order V/s law

Advertising V/s Marketing Organized V/s Structured

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Ford, TaTa and Recruitment

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