Minnesota

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
_Sj9SPykssy0xPLMnMz0vM0Q9KzYsPDdaP0I8yizeID3LUL8hw
VAQAOeGPLw!!
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//solution
s.3m.com/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLM
nMz0vM0Q9KzYsPDdaP0I8yizeINzQw0S_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
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_Sj9SPykssy0xPLMnMz
0vM0Q9KzYsPDdaP0I8yizeIDwrTL8hwVAQAGtNcMQ!!.
6
Certificate from the Minnesota Mining
Manufacturing Company issued in 1903This item
has hand signatures of two of the original
founders, the companys 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/v
iew?backhttp3A2F2Fimages.search.yahoo.com2Fse
arch2Fimages3Fp3DHenry2BS.2BBryan2B3M2BFoun
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3Dwrth242w614imgcurlwww.scripophily.com2Fwe
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g.jpgrcurlhttp3A2F2Fwww.drplease.com2Fminmin
mancom.htmlrurlhttp3A2F2Fwww.drplease.com2Fm
inminmancom.htmlpHenryS.Bryan3MFoundertype
jpegno1tt1eiUTF-8.
7
McKnight Principles Created 3Ms 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_Sj9SPykssy0xPLMnMzovMoQ
9KzYsPDdaPOI8yizeINzQwli_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_Ic
FQEAPySW8M! 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/HREx
ec--formatted.pdf
10

• 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_Sj9SPykssy0xPLMnMz
0vM0Q9KzYsPDdaP0I8yizeINzFz0i_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/a
bout3m/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/HREx
ec--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.
• 3Ms competency model needed to incorporate
  changes in leadership philosophy and to address
  the hypersensitive global business environment.

Alldredge, M. and Nilan, K. (2000). 3Ms
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.edu2076/citation.asp?
tb1_ugsid62925A5C2D70B12D452D2DAB042D99708
CF9493D40sessionmgr4dbsafh2Cbshcp1D290_us
hdFalsehsFalseorDatefhFalsessSOsmKSsl
2D1riKAAACBWC00009597dstbKSmh1frn1A2AF_
usohdFalsetg5B02Dst5B02D3Mandalldred
gedb5B12Dbshdb5B02Dafhex5B02Dthesaurus
op5B02D11A7fn1rn2
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5 Steps in the Leadership Development Process

1. HRDNA Human Resource Development Needs Analysis
2. Strategic Planning/Programs Development
3. Validation
4. Implementation
5. Evaluation and Follow-Up

Giunta, C. (2005). Human Resources Development
Course Lectures. Greensburg, PA Seton Hill
University.
17
Did 3M follow the 5 steps?

1. Goal was to identify competencies necessary for
   leadership positions
2. Early work was implemented in succession planning
3. Application of the model broadened to include
   assessment
4. Human Resource professionals and executives
   refined the competencies
5. Development of final leadership competency model

Alldredge, M. and Nilan, K. (2000). 3Ms
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.setonhil
l.edu2076/citation.asp?tb1_ugsid62925A5C2D70
B12D452D2DAB042D99708CF9493D40sessionmgr4dbs
afh2Cbshcp1D290_ushdFalsehsFalseorDate
fhFalsessSOsmKSsl2D1riKAAACBWC00009597d
stbKSmh1frn1A2AF_usohdFalsetg5B02Dst
5B02D3Mandalldredgedb5B12Dbshdb5B02
Dafhex5B02Dthesaurusop5B02D11A7fn1rn2
.
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3M Leadership Competencies
Alldredge, M. and Nilan, K. (2000). 3Ms
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.setonhil
l.edu2076/citation.asp?tb1_ugsid62925A5C2D70
B12D452D2DAB042D99708CF9493D40sessionmgr4dbs
afh2Cbshcp1D290_ushdFalsehsFalseorDate
fhFalsessSOsmKSsl2D1riKAAACBWC00009597d
stbKSmh1frn1A2AF_usohdFalsetg5B02Dst
5B02D3Mandalldredgedb5B12Dbshdb5B02
Dafhex5B02Dthesaurusop5B02D11A7fn1rn2

19
3M Leadership Competencies (continued)
VISIONARY Global Perspective Operates from an awareness of 3Ms global markets, capabilities, and resources. Exerts global leadership and works respectfully in multicultural environments to 3Ms advantage. Vision and Strategy Creates and communicates a customer-focused vision, corporately aligned and engaging all employees in pursuit of a common goal. Nurturing Innovation Creates 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 3Ms advantage. Building Alliances Builds and leverages mutually beneficial relationships and networks, both internal and external, which generate multiple opportunities for 3M. Organizational Agility Knows, 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).
Alldredge, M. and Nilan, K. (2000). 3Ms
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.setonhil
l.edu2076/citation.asp?tb1_ugsid62925A5C2D70
B12D452D2DAB042D99708CF9493D40sessionmgr4dbs
afh2Cbshcp1D290_ushdFalsehsFalseorDate
fhFalsessSOsmKSsl2D1riKAAACBWC00009597d
stbKSmh1frn1A2AF_usohdFalsetg5B02Dst
5B02D3Mandalldredgedb5B12Dbshdb5B02
Dafhex5B02Dthesaurusop5B02D11A7fn1rn2

20
3Ms Leadership Competency Profile

• Assessment tool to profile the degree of an
  executives overall leadership competence.
• Competency profiles have become an annual process

Alldredge, M. and Nilan, K. (2000). 3Ms
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.setonhil
l.edu2076/citation.asp?tb1_ugsid62925A5C2D70
B12D452D2DAB042D99708CF9493D40sessionmgr4dbs
afh2Cbshcp1D290_ushdFalsehsFalseorDate
fhFalsessSOsmKSsl2D1riKAAACBWC00009597d
stbKSmh1frn1A2AF_usohdFalsetg5B02Dst
5B02D3Mandalldredgedb5B12Dbshdb5B02
Dafhex5B02Dthesaurusop5B02D11A7fn1rn2

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_Sj9SPykssy0xPLMnMz
0vM0Q9KzYsPDdaP0I8yizeINzQJ1C_IcFQEAP390m0!.
23
Key Characteristics of aLeadership Development
Program

1. Careful selection of participants
2. Executive involvement
3. Gear program toward participants level of
   management
4. Address current and future needs
5. Use an appropriate model or theory
6. Give ongoing reinforcement
7. Support individual improvement with diagnostic
   tools
8. Ensure practical and relevant content
9. Emphasize interpersonal relationships and
   teamwork
10. Conclude with individual action plans

DuBrin, A. (2004). Leadership Research Findings,
Practice, and Skills. Boston, MA
Houghton-Mifflin.
24
3Ms Accelerated Leadership Development Program

• Program is directly tied to the organizations
  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 3Ms 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.edu2112/citation
.asp?rds1sxp75839tb1_uaboB5Fshn1dbbsh
jnhbtTD22HRP2248FC_ugsidDA3837A02D68AE
2D40432D89FC2DA8AD0F8DC6B940sessionmgr2dbsbsh
cp17878_ushdFalsefclAutorDatefrn1smK
Ssl2D1dstbKSriKAAACB1D00156192CB43_uhbtn
N6C9C_usost5B02DJN22HumanResourcePla
nning22andDT20030701tg5B02Ddb5B02Db
shop5B02DhdFalse7938fn1rn4.
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.edu2112/citation.asp?
rds1sxp75839tb1_uaboB5Fshn1dbbshjnhb
tTD22HRP2248FC_ugsidDA3837A02D68AE2D404
32D89FC2DA8AD0F8DC6B940sessionmgr2dbsbshcp1
7878_ushdFalsefclAutorDatefrn1smKSsl
2D1dstbKSriKAAACB1D00156192CB43_uhbtnN6C
9C_usost5B02DJN22HumanResourcePlanning
22andDT20030701tg5B02Ddb5B02Dbshop
5B02DhdFalse7938fn1rn4.
26
3Ms Innovation CenterSt. Paul, MN
27
      Top 10 Companies for Leaders

Featured 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 by
Hewitt Associates and HRPS, this list was selected by an independent judges
panel, consisting of world-renowned authors, professors, business executives
and executive coaches

1.  3M Company
2.  General Electric Company
3.  Johnson  Johnson
4.  Dell Inc.
5.  Liz Claiborne, Inc.
6.  IBM
7.  The Procter  Gamble Company
8.  General Mills, Inc.
9.  Medtronic, Inc.
10. American Express Company