Article Abstract:
The staffing programs of Minnesota Mining and Manufacturing Co. (3M) have enabled the company to develop a loyal and productive workforce. One of these programs is the so-called 'unassigned list' system. Under this initiative, employees whose jobs are being eliminated are given the opportunity to find another position within the company. This way, employees are given a sense that they are valuable and important to the company. Another policy, known as the 'designated requisition' program, involves getting high-quality individuals at the entry level. Through this activity, 3M is able to attract fresh college graduates by establishing strong relations with various universities and colleges. The company helps new recruits quickly grow within the organization by assessing if they are promotable even if they have only been hired for a short period of time. These initiatives help 3M develop a workforce that is not only high-performing but also committed to the company.
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Article Abstract:
Springfield Remanufacturing has evolved a unique system for improving employee participation while raising productivity. This system, known as 'The Great Game of Business,' is styled as a series of games in which employees and management participate, with bonuses being paid out should the company reach predetermined profit objectives. The system, which was devised by Springfield's managers in 1983, is widely credited for helping the company transform itself from a loss-plagued unit of International Harvester into an independent, employee-owned business that has become a consistent profitmaker in the 1990s. The company's human resources department plays a key role in the implementation of this system, acting as educator, trainor and communicator. It also takes charge of keeping all employees informed of important financial developments that affect the company.
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Article Abstract:
Diversified manufacturing giant 3M was given the Personnel Journal Optimas Award for vision. The St. Paul, MN-based firm has grown from its humble beginnings as a tape and sandpaper maker into a multidivisional and international company that requires regular infusions of new recruits to support its varied businesses. Its human resources department developed a strategic staffing system to meet this need in the 1980s called the Designated Requisition System. This process ensures that 3M is supplied with new employees regardless of economic difficulties. This requisition system involves making requests for personnel based on forecasts. However, regular employees whose jobs are eliminated are put on an unassigned list. This list includes employees who will be first in line for available positions.
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