Minnesota Mining and Manufacturing Company Cynthia Leonard, Kerry Ozmelek and Janice Russo Seton Hill University BU541-Human Resource Development Catherine.
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Minnesota
Mining
and
Manufacturing
Company
Cynthia Leonard, Kerry Ozmelek and Janice RussoCynthia Leonard, Kerry Ozmelek and Janice Russo
Seton Hill University
BU541-Human Resource Development
Catherine Giunta
10/15/05
3M U. S. Locations3M U. S. Locations
3M.(n.d.). Retrieved 10/09/2005.
http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeID3LUL8hwVAQAOeGPLw!!
3M Founders3M Founders Henry S. BryanHenry S. Bryan
3M founder and first president; Two Harbors, Minn., resident and chief of 3M founder and first president; Two Harbors, Minn., resident and chief of Motive Power at the Duluth and Iron Range RailroadMotive Power at the Duluth and Iron Range Railroad
Hermon W. CableHermon W. Cable 3M founder, first general manager and second vice president; meat 3M founder, first general manager and second vice president; meat market proprietor and Two Harbors, Minn., residentmarket proprietor and Two Harbors, Minn., resident
John DwanJohn Dwan 3M founder and first secretary; prominent Two Harbors, Minn., attorney 3M founder and first secretary; prominent Two Harbors, Minn., attorney and residentand resident
William A. McGonagleWilliam A. McGonagle 3M founder and first treasurer; resident of Duluth, Minn., and vice 3M founder and first treasurer; resident of Duluth, Minn., and vice president of Duluth, Missabe and Northern Railroadpresident of Duluth, Missabe and Northern Railroad
Dr. J. Danley BuddDr. J. Danley Budd 3M founder and first vice president; Two Harbors, Minn., general physician 3M founder and first vice president; Two Harbors, Minn., general physician and chief surgeon for the Duluth and Iron Range Railroadand chief surgeon for the Duluth and Iron Range Railroad
3M. (n. d.). Retrieved 10/08/2005.
http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeINzQw0S_IcFQEAAdHpME!.
Current 3M LeadersCurrent 3M Leaders
W. James McNerney, Jr.W. James McNerney, Jr.
3M Chairman and CEO3M Chairman and CEO
12/2000-6/200512/2000-6/2005
Robert S. Morrison Robert S. Morrison
3M Interim Chairman and CEO3M Interim Chairman and CEO
6/2005-Present6/2005-Present
Patrick D. CampbellSenior Vice President
and Chief Financial Officer
M. Kay GrenzSenior Vice President,
Human Resources
Joe E. HarlanExecutive Vice President,
Electro andCommunications Business
Jay V. IhlenfeldSenior Vice President,
Research and Development
Steven J. LandwehrExecutive Vice President,Transportation Business
Jean LobeyExecutive Vice President,
Safety, Security and Protection
Services Business
Robert D. MacDonaldSenior Vice President,Marketing and Sales
James T. MahanSenior Vice President,
Engineering, Manufacturingand Logistics
Moe S. NozariExecutive Vice President,
Consumer and Office Business
Frederick J. PalenskyExecutive Vice President,
Enterprise Services
Brad T. SauerExecutive Vice President,
Health Care Business
Hak Cheol ShinExecutive Vice President,
Industrial Business
Robert S. MorrisonChairman and Chief
Executive Officer
James B. StakeExecutive Vice President,
Display and Graphics Business
Inge G. ThulinExecutive Vice President,International Operations
Harold J. WiensExecutive Vice President,
Industrial Business
Richard F. ZieglerSenior Vice President,
Legal Affairs andGeneral Counsel
Current 3M Current 3M LeadersLeaders
3M Company. (2005). CEO and Corporate Officers. Retrieved October 4, 2005 from http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeIDwrTL8hwVAQAGtNcMQ!!.
Certificate from the Minnesota Mining & Manufacturing Company issued Certificate from the Minnesota Mining & Manufacturing Company issued in 1903in 1903
This item has hand signatures of two of the original founders, the This item has hand signatures of two of the original founders, the company’s 1company’s 1stst President, Hermon W. Cable and Secretary, John Dwan. President, Hermon W. Cable and Secretary, John Dwan. At the time of issue, its offices were located in Two Harbors, MN.At the time of issue, its offices were located in Two Harbors, MN.
3M. (n.d.) Retrieved 10/10/2005 fromhttp://images.search.yahoo.com/search/images/view?back=http%3A%2F%2Fimages.search.yahoo.com%2Fsearch%2Fimages%3Fp%3DHenry%2BS.%2BBryan%2B3M%2BFounder%26ei%3DUTF-8%26fr%3DFP-tab-img-t%26fl%3D0%26x
%3Dwrt&h=242&w=614&imgcurl=www.scripophily.com%2Fwebcart%2Fvigs%2Fminnesotaminingoldvig.jpg&imgurl=www.scripophily.com%2Fwebcart%2Fvigs%2Fminnesotaminingoldvig.jpg&size=37.6kB&name=minnesotaminingoldvig.jpg&rcurl=http%3A%2F%2Fwww.drplease.com%2Fminminmancom.html&rurl=http
%3A%2F%2Fwww.drplease.com%2Fminminmancom.html&p=Henry+S.+Bryan+3M+Founder&type=jpeg&no=1&tt=1&ei=UTF-8.
McKnight Principles Created McKnight Principles Created 3M’s Corporate Culture3M’s Corporate Culture
William L. McKnight served as 3M chairman of William L. McKnight served as 3M chairman of the board from 1949 to 1966.the board from 1949 to 1966.
Encouraged 3M management to “delegate Encouraged 3M management to “delegate responsibility and encourage men and women responsibility and encourage men and women to exercise their initiative.”to exercise their initiative.”
3M. (n.d.). Retrieved fromhttp://solutions.3m.com/wps/portal/!ut/p/k/cxm1/04_Sj9SPykssy0xPLMnMzovMoQ9KzYsPDdaPOI8yizeINzQwli_IcFQUEAL93.
3M Products in Your Life3M Products in Your Life
Did you know that the average American uses 17 Did you know that the average American uses 17 3M products, in some shape or form, every day?3M products, in some shape or form, every day?
http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeIN3E00S_IcFQEAPySW8M!Leisure Time
Retrieved 10/12/05
Human Resources StructureHuman Resources Structure
•2001 – appointment of W. James McNerney as Chairman and CEO
•Company-wide planned and deliberate changes implemented
•Six Sigma
•Leadership Development
•Electronic self-service pay system
•Benefits and compensation data online
•Expanded e-learning opportunities
•Six Sigma information and other training classes online
Jossi, F. (2004). Stuck on Change. Retrieved September 29, 2005 from http://www.vicere.com/HRExec--formatted.pdf
Diversity at 3MDiversity at 3M
•Diversity is an important concept at 3M.
•“As an international company, working with a diverse group of colleagues is part of the 3M experience.”
•Diversity training classes offered – promotes global awareness.
•“3M seeks to increase representation of qualified minorities, women, and other under-represented groups in leadership positions, to ensure we are identifying all available talent.”
3M Company. (2005). Commitment to Diversity. Retrieved October 1, 2005 from http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeINzFz0i_IcFQEAIWS7zc!.
Diversity Advancement at 3MDiversity Advancement at 3M
Identifying and developing talentIdentifying and developing talent
Career developmentCareer development
Accelerated Leadership Development Program (ALDP) – an intense Accelerated Leadership Development Program (ALDP) – an intense three week “immersion” experience for selected managers and three week “immersion” experience for selected managers and directorsdirectors
Mentoring – self-directed mentoring programs as well as director Mentoring – self-directed mentoring programs as well as director and executive diversity mentoring programsand executive diversity mentoring programs
Six SigmaSix Sigma
3M Company. (2005). Diversity Advancement. Retrieved October 1, 2005 from http://www.3m.com/about3m/diversity/advancement.jhtml.
Changes in the Human Resource Structure Changes in the Human Resource Structure at 3Mat 3M
20% reduction in workforce over past four years20% reduction in workforce over past four years
Overhaul of Human Resources global officesOverhaul of Human Resources global offices
Single database of all personnel worldwideSingle database of all personnel worldwide
Globalizing corporate functionsGlobalizing corporate functions
Pension plans and compensation more standardized worldwidePension plans and compensation more standardized worldwide
Jossi, F. (2004). Stuck on Change. Retrieved September 29, 2005 from http://www.vicere.com/HRExec--formatted.pdf
Training and Development at 3MTraining and Development at 3M
““Training and development focus on changing or improving the Training and development focus on changing or improving the knowledge, skills, and attitudes of individuals” (Werner and knowledge, skills, and attitudes of individuals” (Werner and DeSimone, 2006, p. 11).DeSimone, 2006, p. 11).
3M allows for out-of-the-box thinking; offers grants to employees for 3M allows for out-of-the-box thinking; offers grants to employees for new and innovative idea development and researchnew and innovative idea development and research
Communication and collaboration with colleaguesCommunication and collaboration with colleagues
Permits cross-thinking and the development of possibly Permits cross-thinking and the development of possibly undiscovered inventionsundiscovered inventions
Hobson's PCL. (2005). Training Info 3M. Retrieved October 3, 2005 from http://www.get.hobsons.co.uk/profile/2756/3m/Training
3M Training Framework3M Training Framework
Business skills training and developmentBusiness skills training and development
Specific functional training as appropriateSpecific functional training as appropriate
Personal development plan, with regular appraisalsPersonal development plan, with regular appraisals
Encouragement and support for further qualificationsEncouragement and support for further qualifications
Skills Development: financial support to further education in Skills Development: financial support to further education in relevant field; change in locations within 3M; Six Sigma trainingrelevant field; change in locations within 3M; Six Sigma training
Career Development: continuous improvementCareer Development: continuous improvement
Hobson's PCL. (2005). Training Info 3M. Retrieved October 3, 2005 from http://www.get.hobsons.co.uk/profile/2756/3m/Training
New Leadership Competency Model for New Leadership Competency Model for 3M3M
Past Chairman and CEO, L. D. DeSimone, along with Human Resource Past Chairman and CEO, L. D. DeSimone, along with Human Resource professionals at 3M developed a new leadership competency modelprofessionals at 3M developed a new leadership competency model
““The principal driver at 3M for the creation of the leadership model is The principal driver at 3M for the creation of the leadership model is the need of the organization to survive and grow. A secondary the need of the organization to survive and grow. A secondary motive was the demands of succession planning.”motive was the demands of succession planning.”
““3M’s competency model needed to incorporate changes in 3M’s competency model needed to incorporate changes in leadership philosophy and to address the hypersensitive global leadership philosophy and to address the hypersensitive global business environment.”business environment.”
Alldredge, M. and Nilan, K. (2000). 3M’s Leadership Competency Model: An Internally Developed Solution. Human Resource Management (journal), vol. 39, issue 2/3, pp. 133-145. Retrieved September 30, 2005 from http://reeveslib.seton
hill.edu:2076/citation.asp?tb=1&_ug=sid+62925A5C%2D70B1%2D452D%2DAB04%2D99708CF9493D%40sessionmgr4+dbs+afh%2Cbsh+cp+1+D290&_us=hd+False+hs+False+or+Date+fh+False+ss+SO+sm+KS+sl+
%2D1+ri+KAAACBWC00009597+dstb+KS+mh+1+frn+1+A2AF&_uso=hd+False+tg%5B0+%2D+st%5B0+%2D3M++and++alldredge+db%5B1+%2Dbsh+db%5B0+%2Dafh+ex%5B0+%2Dthesaurus+op%5B0+%2D+11A7&fn=1&rn=2
5 Steps in the Leadership Development Process5 Steps in the Leadership Development Process
1.1. HRDNA – Human Resource Development Needs AnalysisHRDNA – Human Resource Development Needs Analysis
2.2. Strategic Planning/Programs DevelopmentStrategic Planning/Programs Development
3.3. ValidationValidation
4.4. ImplementationImplementation
5.5. Evaluation and Follow-UpEvaluation and Follow-Up
Giunta, C. (2005). Human Resources Development Course Lectures. Greensburg, PA: Seton Hill University.
Did 3M follow the 5 steps?Did 3M follow the 5 steps?
1.1. Goal was to identify competencies necessary for leadership positionsGoal was to identify competencies necessary for leadership positions
2.2. Early work was implemented in succession planningEarly work was implemented in succession planning
3.3. Application of the model broadened to include assessmentApplication of the model broadened to include assessment
4.4. Human Resource professionals and executives refined the Human Resource professionals and executives refined the competenciescompetencies
5.5. Development of final leadership competency modelDevelopment of final leadership competency model
Alldredge, M. and Nilan, K. (2000). 3M’s Leadership Competency Model: An Internally Developed Solution. Human Resource Management (journal), vol. 39, issue 2/3, p. 135. Retrieved September 30, 2005 from http://reeveslib.seton
hill.edu:2076/citation.asp?tb=1&_ug=sid+62925A5C%2D70B1%2D452D%2DAB04%2D99708CF9493D%40sessionmgr4+dbs+afh%2Cbsh+cp+1+D290&_us=hd+False+hs+False+or+Date+fh+False+ss+SO+sm+KS+sl+
%2D1+ri+KAAACBWC00009597+dstb+KS+mh+1+frn+1+A2AF&_uso=hd+False+tg%5B0+%2D+st%5B0+%2D3M++and++alldredge+db%5B1+%2Dbsh+db%5B0+%2Dafh+ex%5B0+%2Dthesaurus+op%5B0+%2D+11A7&fn=1&rn=2.
ESSENTIAL:Customer Orientation Works constantly to provide superior value to the 3M customer, making each interaction a positive one.Developing People Selects and retains an excellent workforce within an environment that values diversity and respects individuality. Promotes continuous
learning and the development of self and others to achieve maximum potential. Gives and seeks open and authentic feedback.Inspiring Others Positively affects the behavior of others, motivating them to achieve personal satisfaction and high performance through a sense of
purpose and spirit of cooperation. Leads by example.Business Health and Results Identifies and successfully generates product, market, and geographic growth opportunities, while consistently delivering positive short-
term business results. Continually searches for ways to add value and position the organization for future success.
FUNDAMENTAL:Ethics and Integrity Exhibits uncompromising integrity and commitment to 3M’s corporate values, human resource principles, and business conduct policies.
Builds trust and instills self-confidence through mutually respectful, ongoing communication.Intellectual Capacity Assimilates and synthesizes information rapidly, recognizes the complexity in issues, challenges assumptions, and faces up to reality.
Capable of handling multiple, complex, and paradoxical situations. Communicates clearly, concisely, and with appropriate simplicity.Maturity and Judgment Demonstrates resiliency and sound judgment in dealing with business and corporate challenges. Recognizes when a decision must be
made and acts in a considered and timely manner. Deals effectively with ambiguity and learns from success and failure.
3M Leadership Competencies3M Leadership Competencies
Alldredge, M. and Nilan, K. (2000). 3M’s Leadership Competency Model: An Internally Developed Solution. Human Resource Management (journal), vol. 39, issue 2/3, p. 139. Retrieved September 30, 2005 from http://reeveslib.seton
hill.edu:2076/citation.asp?tb=1&_ug=sid+62925A5C%2D70B1%2D452D%2DAB04%2D99708CF9493D%40sessionmgr4+dbs+afh%2Cbsh+cp+1+D290&_us=hd+False+hs+False+or+Date+fh+False+ss+SO+sm+KS+sl+
%2D1+ri+KAAACBWC00009597+dstb+KS+mh+1+frn+1+A2AF&_uso=hd+False+tg%5B0+%2D+st%5B0+%2D3M++and++alldredge+db%5B1+%2Dbsh+db%5B0+%2Dafh+ex%5B0+%2Dthesaurus+op%5B0+%2D+11A7&fn=1&rn=2
VISIONARY:
Global PerspectiveOperates from an awareness of 3M’s global markets, capabilities, and resources. Exerts global leadership and works respectfully in multicultural environments to 3M’s advantage.Vision and StrategyCreates and communicates a customer-focused vision, corporately aligned and engaging all employees in pursuit of a common goal.Nurturing InnovationCreates and Sustains an environment that supports experimentation, rewards risk taking, reinforces curiosity, and challenges the status quo through freedom and openness without judgment. Influences the future to 3M’s advantage.Building AlliancesBuilds and leverages mutually beneficial relationships and networks, both internal and external, which generate multiple opportunities for 3M.Organizational AgilityKnows, respects and leverages 3M culture and assets. Leads integrated change within a business unit to achieve sustainable competitive advantage. Utilizes teams intentionally and appropriately (Alldredge and Nilan, 2000, p. 139).
3M Leadership Competencies (continued)3M Leadership Competencies (continued)
Alldredge, M. and Nilan, K. (2000). 3M’s Leadership Competency Model: An Internally Developed Solution. Human Resource Management (journal), vol. 39, issue 2/3, p. 139. Retrieved September 30, 2005 from http://reeveslib.seton
hill.edu:2076/citation.asp?tb=1&_ug=sid+62925A5C%2D70B1%2D452D%2DAB04%2D99708CF9493D%40sessionmgr4+dbs+afh%2Cbsh+cp+1+D290&_us=hd+False+hs+False+or+Date+fh+False+ss+SO+sm+KS+sl+
%2D1+ri+KAAACBWC00009597+dstb+KS+mh+1+frn+1+A2AF&_uso=hd+False+tg%5B0+%2D+st%5B0+%2D3M++and++alldredge+db%5B1+%2Dbsh+db%5B0+%2Dafh+ex%5B0+%2Dthesaurus+op%5B0+%2D+11A7&fn=1&rn=2
3M’s Leadership Competency 3M’s Leadership Competency ProfileProfile
Organizational Agility
Building Alliances
Nurturing Innovation
Vision and Strategy
Global Perspective
Business Health and Results
Inspiring Others
Developing People
Customer Orientation
Maturity and Judgment
Intellectual Capacity
Ethics and Integrity
A StrengthSufficientNot a StrengthCompetency Area
Degree of Competence
Organizational Agility
Building Alliances
Nurturing Innovation
Vision and Strategy
Global Perspective
Business Health and Results
Inspiring Others
Developing People
Customer Orientation
Maturity and Judgment
Intellectual Capacity
Ethics and Integrity
A StrengthSufficientNot a StrengthCompetency Area
Degree of Competence
•Assessment tool to profile the degree of an executive’s overall leadership competence.
•Competency profiles have become an annual process
Alldredge, M. and Nilan, K. (2000). 3M’s Leadership Competency Model: An Internally Developed Solution. Human Resource Management (journal), vol. 39, issue 2/3, p. 144. Retrieved September 30, 2005 from http://reeveslib.seton
hill.edu:2076/citation.asp?tb=1&_ug=sid+62925A5C%2D70B1%2D452D%2DAB04%2D99708CF9493D%40sessionmgr4+dbs+afh%2Cbsh+cp+1+D290&_us=hd+False+hs+False+or+Date+fh+False+ss+SO+sm+KS+sl+
%2D1+ri+KAAACBWC00009597+dstb+KS+mh+1+frn+1+A2AF&_uso=hd+False+tg%5B0+%2D+st%5B0+%2D3M++and++alldredge+db%5B1+%2Dbsh+db%5B0+%2Dafh+ex%5B0+%2Dthesaurus+op%5B0+%2D+11A7&fn=1&rn=2
Six Sigma at 3MSix Sigma at 3M
A program developed by Motorola, Inc. over a decade agoA program developed by Motorola, Inc. over a decade ago
Mixes a commitment to data designed to reduce error rates and to Mixes a commitment to data designed to reduce error rates and to help in making business decisions along with traininghelp in making business decisions along with training
Launched at 3M in February 2001; initiated by James McNerney, Launched at 3M in February 2001; initiated by James McNerney, CEOCEO
By the end of 2004, all salaried employees were trained in Six By the end of 2004, all salaried employees were trained in Six Sigma methodologies and processesSigma methodologies and processes
3M Company. (2005). 2004 Annual Report. Retrieved September 29, 2005 from http://media.corporate-ir.net/media_files/NYS/MMM/reports/2004ar.pdf.
Shift in CompensationShift in Compensation
More uniform rewards and compensation system globallyMore uniform rewards and compensation system globally
Shift from seniority-based to performance-based compensation Shift from seniority-based to performance-based compensation systemsystem
Encourages more individual accountabilityEncourages more individual accountability
““Each year, every employee creates an individual development plan Each year, every employee creates an individual development plan that includes specific steps to raise the bar on his or her individual that includes specific steps to raise the bar on his or her individual performance.”performance.”
3M Company. (2005). Learning and Career Growth. Retrieved October 3, 2005 from http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeINzQJ1C_IcFQEAP390m0!.
Key Characteristics of aKey Characteristics of aLeadership Development ProgramLeadership Development Program
1.1. Careful selection of participantsCareful selection of participants
2.2. Executive involvementExecutive involvement
3.3. Gear program toward participant’s level of managementGear program toward participant’s level of management
4.4. Address current and future needsAddress current and future needs
5.5. Use an appropriate model or theoryUse an appropriate model or theory
6.6. Give ongoing reinforcementGive ongoing reinforcement
7.7. Support individual improvement with diagnostic toolsSupport individual improvement with diagnostic tools
8.8. Ensure practical and relevant contentEnsure practical and relevant content
9.9. Emphasize interpersonal relationships and teamworkEmphasize interpersonal relationships and teamwork
10.10. Conclude with individual action plansConclude with individual action plans
DuBrin, A. (2004). Leadership: Research Findings, Practice, and Skills. Boston, MA: Houghton-Mifflin.
3M’s Accelerated Leadership Development Program3M’s Accelerated Leadership Development Program
Program is directly tied to the organization’s vision and strategic Program is directly tied to the organization’s vision and strategic imperativesimperatives
Participants see how newly learned behaviors are measured and rewarded Participants see how newly learned behaviors are measured and rewarded throughout the corporationthroughout the corporation
Opportunity for lasting, sustainable changeOpportunity for lasting, sustainable change
Participants saw links in human resource areasParticipants saw links in human resource areas
Senior leaders were used as primary teachers – added credibilitySenior leaders were used as primary teachers – added credibility
Complements Six Sigma initiativeComplements Six Sigma initiative
360-degree feedback360-degree feedback
Coaching and mentoring are critical aspectCoaching and mentoring are critical aspect
Main purpose is to create the best generation of leaders in 3M’s historyMain purpose is to create the best generation of leaders in 3M’s historyAlldredge, et al. (2003). Leadership Development at 3M: New Process, New Techniques, New Growth. Human Resources Planning (journal), vol. 26, issue 3, pp. 45-
55. Retrieved September 30, 2005 from http://reeveslib.setonhill.edu:2112/citation.asp?rds=1&sxp=75839&tb=1&_ua=bo+B%5F+shn+1+db+bshjnh+bt+TD++%22HRP%22+48FC&_ug=sid+DA3837A0%2D68AE%2D4043%2D89FC
%2DA8AD0F8DC6B9%40sessionmgr2+dbs+bsh+cp+1+7878&_us=hd+False+fcl+Aut+or+Date+frn+1+sm+KS+sl+%2D1+dstb+KS+ri+KAAACB1D00156192+CB43&_uh=btn+N+6C9C&_uso=st%5B0+%2DJN++%22Human++Resource++Planning%22++and++DT+
+20030701+tg%5B0+%2D+db%5B0+%2Dbsh+op%5B0+%2D+hd+False+7938&fn=1&rn=4.
Alldredge, et al. (2003). Leadership Development at 3M: New Process, New Techniques, New Growth. Human Resources Planning (journal), vol. 26, issue 3, p. 49. Retrieved September 30, 2005 from http://reeveslib.setonhill.edu:2112/citation.asp?rds
=1&sxp=75839&tb=1&_ua=bo+B%5F+shn+1+db+bshjnh+bt+TD++%22HRP%22+48FC&_ug=sid+DA3837A0%2D68AE%2D4043%2D89FC%2DA8AD0F8DC6B9%40sessionmgr2+dbs+bsh+cp+1+7878&_us=hd+False+fcl+Aut+or+Date+frn+1+sm+KS+sl+%2D1+dstb+KS+ri+KAAACB1D00156192+CB43&_uh=btn+N+6C9C&_uso=st%5B0+%2DJN++%22Human++Resource++Planning%22++and++DT++20030701+tg%5B0+%2D+db%5B0+%2Dbsh+op%5B0+%2D+hd+False+7938&fn=1&rn=4
.
3M’s Innovation Center3M’s Innovation CenterSt. Paul, MNSt. Paul, MN
Top 10 Companies for LeadersTop 10 Companies for Leaders
Featured below is the list of Top 10 U.S. Companies for Leaders, which wasFeatured below is the list of Top 10 U.S. Companies for Leaders, which was
announced April 20, 2005 at the 2005 HRPS Global Conference. Sponsored byannounced April 20, 2005 at the 2005 HRPS Global Conference. Sponsored by
Hewitt Associates and HRPS, this list was selected by an independent judgesHewitt Associates and HRPS, this list was selected by an independent judges
panel, consisting of world-renowned authors, professors, business executivespanel, consisting of world-renowned authors, professors, business executives
and executive coaches:and executive coaches:
1. 1. 3M Company3M Company
2. General Electric Company2. General Electric Company
3. Johnson & Johnson3. Johnson & Johnson
4. Dell Inc.4. Dell Inc.
5. Liz Claiborne, Inc.5. Liz Claiborne, Inc.
6. IBM6. IBM
7. The Procter & Gamble Company7. The Procter & Gamble Company
8. General Mills, Inc.8. General Mills, Inc.
9. Medtronic, Inc.9. Medtronic, Inc.
10. American Express Company10. American Express Company
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