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Minnesota Mining and Manufacturing Company

Minnesota Mining and Manufacturing Company. Cynthia Leonard, Kerry Ozmelek and Janice Russo Seton Hill University BU541-Human Resource Development Catherine Giunta 10/15/05. 3M U. S. Locations. 3M.(n.d.). Retrieved 10/09/2005.

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Minnesota Mining and Manufacturing Company

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  1. Minnesota Mining and Manufacturing Company Cynthia Leonard, Kerry Ozmelek and Janice Russo Seton Hill University BU541-Human Resource Development Catherine Giunta 10/15/05

  2. 3M U. S. Locations 3M.(n.d.). Retrieved 10/09/2005. http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeID3LUL8hwVAQAOeGPLw!!

  3. 3M Founders • Henry S. Bryan 3M founder and first president; Two Harbors, Minn., resident and chief of Motive Power at the Duluth and Iron Range Railroad • Hermon W. Cable 3M founder, first general manager and second vice president; meat market proprietor and Two Harbors, Minn., resident • John Dwan 3M founder and first secretary; prominent Two Harbors, Minn., attorney and resident • William A. McGonagle 3M founder and first treasurer; resident of Duluth, Minn., and vice president of Duluth, Missabe and Northern Railroad • Dr. J. Danley Budd 3M founder and first vice president; Two Harbors, Minn., general physician and 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!.

  4. Current 3M Leaders W. James McNerney, Jr. 3M Chairman and CEO 12/2000-6/2005 Robert S. Morrison 3M Interim Chairman and CEO 6/2005-Present

  5. Robert S. Morrison Chairman and Chief Executive Officer Patrick D. Campbell Senior Vice President and Chief Financial Officer Steven J. Landwehr Executive Vice President, Transportation Business Moe S. Nozari Executive Vice President, Consumer and Office Business James B. Stake Executive Vice President, Display and Graphics Business M. Kay Grenz Senior Vice President, Human Resources Jean Lobey Executive Vice President, Safety, Security and Protection Services Business Frederick J. Palensky Executive Vice President, Enterprise Services Inge G. Thulin Executive Vice President, International Operations Joe E. Harlan Executive Vice President, Electro and Communications Business Brad T. Sauer Executive Vice President, Health Care Business Harold J. Wiens Executive Vice President, Industrial Business Robert D. MacDonald Senior Vice President, Marketing and Sales Jay V. Ihlenfeld Senior Vice President, Research and Development James T. Mahan Senior Vice President, Engineering, Manufacturing and Logistics Hak Cheol Shin Executive Vice President, Industrial Business Richard F. Ziegler Senior Vice President, Legal Affairs and General Counsel Current 3M Leaders 3M Company. (2005). CEO and Corporate Officers. Retrieved October 4, 2005 from http://solutions.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeIDwrTL8hwVAQAGtNcMQ!!.

  6. Certificate from the Minnesota Mining & Manufacturing Company issued in 1903This item has hand signatures of two of the original founders, the company’s 1st President, Hermon W. Cable and Secretary, John Dwan. 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.

  7. McKnight Principles Created 3M’s Corporate Culture • William L. McKnight served as 3M chairman of the board from 1949 to 1966. • Encouraged 3M management to “delegate responsibility and encourage men and women to exercise their initiative.” 3M. (n.d.). Retrieved fromhttp://solutions.3m.com/wps/portal/!ut/p/k/cxm1/04_Sj9SPykssy0xPLMnMzovMoQ9KzYsPDdaPOI8yizeINzQwli_IcFQUEAL93.

  8. 3M Products in Your Life • Did you know that the average American uses 17 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

  9. Human 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

  10. Diversity 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!.

  11. Diversity Advancement at 3M • Identifying and developing talent • Career development • Accelerated Leadership Development Program (ALDP) – an intense three week “immersion” experience for selected managers and directors • Mentoring – self-directed mentoring programs as well as director and executive diversity mentoring programs • Six Sigma 3M Company. (2005). Diversity Advancement. Retrieved October 1, 2005 from http://www.3m.com/about3m/diversity/advancement.jhtml.

  12. Changes in the Human Resource Structure at 3M • 20% reduction in workforce over past four years • Overhaul of Human Resources global offices • Single database of all personnel worldwide • Globalizing corporate functions • Pension plans and compensation more standardized worldwide Jossi, F. (2004). Stuck on Change. Retrieved September 29, 2005 from http://www.vicere.com/HRExec--formatted.pdf

  13. Training and Development at 3M • “Training and development focus on changing or improving the knowledge, skills, and attitudes of individuals” (Werner and DeSimone, 2006, p. 11). • 3M allows for out-of-the-box thinking; offers grants to employees for new and innovative idea development and research • Communication and collaboration with colleagues • Permits cross-thinking and the development of possibly undiscovered inventions Hobson's PCL. (2005). Training Info 3M. Retrieved October 3, 2005 from http://www.get.hobsons.co.uk/profile/2756/3m/Training

  14. 3M Training Framework • Business skills training and development • Specific functional training as appropriate • Personal development plan, with regular appraisals • Encouragement and support for further qualifications • Skills Development: financial support to further education in relevant field; change in locations within 3M; Six Sigma training • Career 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

  15. New Leadership Competency Model for 3M • Past Chairman and CEO, L. D. DeSimone, along with Human Resource professionals at 3M developed a new leadership competency model • “The principal driver at 3M for the creation of the leadership model is the need of the organization to survive and grow. A secondary motive was the demands of succession planning.” • “3M’s competency model needed to incorporate changes in leadership philosophy and to address the hypersensitive global 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.setonhill.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

  16. 5 Steps in the Leadership Development Process • HRDNA – Human Resource Development Needs Analysis • Strategic Planning/Programs Development • Validation • Implementation • Evaluation and Follow-Up Giunta, C. (2005). Human Resources Development Course Lectures. Greensburg, PA: Seton Hill University.

  17. Did 3M follow the 5 steps? • Goal was to identify competencies necessary for leadership positions • Early work was implemented in succession planning • Application of the model broadened to include assessment • Human Resource professionals and executives refined the competencies • Development 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.setonhill.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.

  18. 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. 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. 3M 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.setonhill.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

  19. 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.setonhill.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

  20. 3M’s Leadership Competency Profile • 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.setonhill.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

  21. Six Sigma at 3M • A program developed by Motorola, Inc. over a decade ago • Mixes a commitment to data designed to reduce error rates and to help in making business decisions along with training • Launched at 3M in February 2001; initiated by James McNerney, CEO • By the end of 2004, all salaried employees were trained in Six Sigma 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.

  22. Shift in Compensation • More uniform rewards and compensation system globally • Shift from seniority-based to performance-based compensation system • Encourages more individual accountability • “Each year, every employee creates an individual development plan that includes specific steps to raise the bar on his or her individual 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!.

  23. Key Characteristics of aLeadership Development Program • Careful selection of participants • Executive involvement • Gear program toward participant’s level of management • Address current and future needs • Use an appropriate model or theory • Give ongoing reinforcement • Support individual improvement with diagnostic tools • Ensure practical and relevant content • Emphasize interpersonal relationships and teamwork • Conclude with individual action plans DuBrin, A. (2004). Leadership: Research Findings, Practice, and Skills. Boston, MA: Houghton-Mifflin.

  24. 3M’s Accelerated Leadership Development Program • Program is directly tied to the organization’s vision and strategic imperatives • Participants see how newly learned behaviors are measured and rewarded throughout the corporation • Opportunity for lasting, sustainable change • Participants saw links in human resource areas • Senior leaders were used as primary teachers – added credibility • Complements Six Sigma initiative • 360-degree feedback • Coaching and mentoring are critical aspect • Main purpose is to create the best generation of leaders in 3M’s history Alldredge, 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.

  25. 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.

  26. 3M’s Innovation CenterSt. Paul, MN

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