Minnesota Mining and Manufacturing Company Cynthia Leonard, Kerry Ozmelek and Janice Russo Seton Hill University BU541-Human Resource Development Catherine.

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


%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




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)




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




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!.

http://solutions.3m.com/wps/portal/%0B!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

.

http://reeveslib.setonhill.edu:2112/%0Bcitation.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

Minnesota Mining and Manufacturing Company Cynthia Leonard, Kerry Ozmelek and Janice Russo Seton Hill University BU541-Human Resource Development Catherine.

Documents

vice president of duluth

treasurer resident of

interim chairman

sj9spykssy0xplmnmz products

james mcnerney

resident william

iron range railroadhermon

general manager