General Motors and Ford
Barbara Stanley
Hunter Brooks
Salazaku Sukidi
GM General Info
 General Motors was
founded by William “Billy”
Durant on September 16,
1908.
 GM held only the Buick
Motor Company
 Daniel Akerson is the
Current CEO
 Akerson succeeded Edward
Whitacre as CEO on
September 1, 2010
Current Brands
Business Model
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Design
Build
Sell
Reinvest
General Motors Culture
We think big and move fast.
We value simplicity, agility and
believe in action. We believe in
accountability from every
member of our team and we
demand results from
everyone. In short, the GM
culture is all about creating
excellence— and providing
our team members what they
need in order to contribute to
that success.
• Move faster and take risks to
achieve sustained success, not just
short-term results
• Lead in advanced technologies and
quality in creating the world’s best
vehicles
• Give employees more responsibility
and authority and then hold them
accountable
• Create positive, lasting relations
with customers, dealers,
communities, union partners and
suppliers to drive our operating
success
GM Hiring Process
 http://careers.gm.com/images/pdf/gm_recruiting_tim
eline.pdf
Work Life Balance at GM
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Flextime
Telecommuting
Dual Career Couple Policy
Working Mother
magazine today named
General Motors one of
the dozen “Best
Companies for Hourly
Workers”
Benefits
 401k plan with GM
matching your input
 Dental plan
 Disability benefits
 life insurance
 tuition assistance,
 adoption assistance
 16 paid holidays annually
 3 weeks vacation new employee
 Up to six weeks vacation for
longer employees
Employee Resource Groups
 These employee-driven
groups support retention
and professional
development and are
actively engaged in
promoting diversity
initiatives in the community.
 Also may be asked to
provide insight on new
products
 Some of the Groups
 GM Women
 Asian Indian Affinity
Group (AIAG)
 GM African Ancestry
Network (GMAAN)
 JumpStart
GM`s Bailout
 Filed Chapter 11 Bankrupcy June 1, 2009
 fourth largest bankruptcy reorganization in the
history of United States business
 affected GM employees 250,000 directly, and many
thousands more indirectly
 Anaylst described the companies Culture as one of
“Losing”
 Katy Barclay was the current HR manager
How to fix this
 Cynthia Brinkley was brought in to try and fix GM`s
problems
 Implemented "Leading in Today's GM"
 Employee engagement survey done each year
 New employee benefits
 Employee support groups were implemented
New Global Human
Resource Officer
Melissa A. Howell
Took the position February of 2013
after Cynthia Brinkley stepped down
Ford Motor Co.
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Founder: Henry Ford
Founded: 1903
23,000 investment by H. Ford
CEO- Alan Mulally
William Clay Ford, the current
presence of the Ford family in the
C-Suit since 1979.
• CEO Mulally brought in to turn
Ford around financially.
Brands
Current
Former
Business Model
Automotive
Financing
Split into the building and
development of both Lincoln and
Ford’s international
manufacturing operations.
Set on selling and making there
cars financially accessible, as well
as maintain any crediting and
loan information on their building
and operational expenses.
Culture
Responsible and Accountable
Dog Eat Dog
Post Mulally’s arrival,
• End Grading System
• This boosted crossdepartmental
communication.
• Shifts focus from individual
careers to customer care
• Ultimately formed a cohesive
functioning management culture
to be passed down to employees.
Talent Selection and Hiring
Office Management
Two Step Process:
1 ) Apply through there online database and job
lists, located on there corporate site. The
background checks, resume reviews and first
round cuts are administered.
2) Hosting a “Talent Management Conference,”
where their most qualified applicants receive an
all-expense paid invitation.
- Structured interviews by departmental
heads
- Team building workshops and networking.
- Final cuts based on sole performance at
conference.
Factory Worker
Unionized factory workers.
The United Auto Workers.
Engagement and Retension
The Go Felicia
Campaign
Fields
 Ford launched the “Go Further”
campaign.
 Its used to rally its employees
behind the idea that, they can
build Ford into the bigger,
exciting company that it used to
be.
 They believe this will make Ford
more productive and financially
stable on long term bases.
 ranked 24th on the 22nd
Annual “Top 50 Employers” list
inMinority Engineer magazine
(Winter 2012/2013 edition).
Compensation and Benefits
UAW Agreement
http://www.uaw.org/sites/default/f
iles/FORD%20FINAL%20101011.pdf
http://www.glassdoor.com/Salary/FordMotor-Salaries-E263.htm
Issues Concerning
Employment Culture to Profitability
 http://www.cnbc.com/id/10065
7541
 http://library.morningstar.com.
jproxy.lib.ecu.edu/stock/indust
rypeer?t=F&region=USA&culture
=en-US
But not nearly enough people have come
off Ford's payroll to meet its initial goal of
cutting 2,750 of its 35,000 North American
white-collar workers.
Even worse for workers, the company
reported a $907-million loss in the AprilJune period this year for its North American
division, and says now that cuts may have
to go even deeper than 2,750 positions.
- Reported by the Detroit Press ,
August 15, 2005
Issues Concerning
Employment Culture to Profitability
Since Ford relies heavily on a
unionized labor force.
 Boost there probability of
having jobs
 Continue to Ms. Field’s “Go
Further” campaign.
 And continue President
Mulally’s change in culture
Consumer Markets
 Continue to diversify overall risk (i.e
Mazda ownership), and restructure its
views on attacking Toyota and Honda.
 Build more on not just the low cost
competitive feature of the Japanese
automakers but capitalize on the
future value of hybrid technology as
well as revamping its muscle car brand
the Mustang.
Fleet Contracts
 Increase government contracts with
both city and state policing equipment
and boost its vertical integration.
Issues Concerning
Employment Culture to Profitability
Should give Ford the needed boost they need in
transferring a large skilled Union force into a
highly profitable place to its employees,
customers as well as stakeholders.
Compare and Contrast
 Selection Process
 Employee engagement
 Compensation
 Recovery
Overall Summary and
Conclusion
Who has the competitive edge?
What may be the outcome?
Questions ?