Case Study 2: Ask the HR experts to help

Ford Motor Company's humane employee management.

Respect and trust every employee.

Henry. Ford II attached great importance to the issue of workers. He believed that the human element should be emphasized as in the past to the success of the mechanical element, so that the post-war industrial problems could be solved; In addition, the labor contract should be negotiated in an efficient and good manner, just like a commercial contract between two companies.

Of course he did the same. He appointed Baker as general manager with the aim of changing the situation of the company's employees being passive and slacking off. Baker also did not respond to expectations, and he established contact with the employees in a friendly manner, so that they eliminated the fear of being "fired", and also kindly criticized them for not being passive and slacking off.

For the common good, both employers and employees should be in the same boat. At the same time, he also listened to the opinions of the workers with an open mind, and actively and patiently began to solve the existing problems one by one, and worked with the chairman of the union to develop an "employee participation plan" and set up a "problem solving team" composed of workers in each workshop.

In order to spread the word about the Employee Engagement Program, Ford also regularly organizes delegations of workers and managers to visit partner factories around the world to share the benefits of employee participation and decision-making.

At present, Ford has formed an "employee engagement program" within the company. The increasing sense of engagement and cooperation of employees has greatly shortened the gap with Japan, and all this has changed because the company can communicate with each other. Internal management, workers and staff have changed their hostile attitudes in the past. Caring for employees has also triggered the "grace of knowledge" of employees to the enterprise, so as to work hard to promote the development of the enterprise.

The company has given employees the right to participate in decision-making, narrowed the distance between employees and managers, respected and exerted their independence and autonomy, and their enthusiasm has also increased. The implementation of the "full participation system" has stimulated the potential of employees and brought great benefits to the enterprise.

At Ford, there is an unwritten tenet: respect for every employee. This purpose is like an invisible thread that runs through the activities of Ford's management of the company, as well as through the thinking of the company's leaders.

This is a fundamental belief that no other business leader should not forget, not only must not forget, but should also be put into practice in a down-to-earth manner.

Ford believes that productivity gains lie purely in people's loyalty, their dedication to effective training, their personal identification with the company's accomplishments, and, in the simplest terms, the human touch between employees and their leaders. If an employee comes to you to talk about the company's production and operation, or other related business matters, and you refuse, it will hurt his or her self-esteem, and he or she will feel discouraged about his or her work, which will ultimately affect the labor productivity of the enterprise.

Ford's success today is due to its unique humane management of employees.

1. Failure to understand the specific job functions and nature of the work of the vice president, and the quality requirements and personal ability requirements of the vice president himself.

2. Introverted, did not become an intermediate communication bridge between the president and the internal staff and situation of the hospital, the dean is a business expert, mainly the specific affairs within the hospital, the vice president B to start the coordination and intermediate role 3 The position is determined to need the right talent, the consideration of the post is measured in many aspects, and the emotional intelligence of some positions is greater than the requirements of IQ.

How can there be a standard answer to the question of whether you are a student or a teacher?

Asking questions like this doesn't select the desired talent, so you should replace the question with the following:

1. Management ability:

a) How many people reported to you when you worked at your old company? Who do you report to?

b) How do you deal with conflicts and disputes between subordinate members? Is it good to give an example? (Behavioural Questions).

2. Teamwork ability:

a) Marketing managers often have conflicts with other departments, especially the HR department, have you ever encountered such a dispute, and how did you deal with it at that time? (Situational Questions).

b) As a Senior Marketing Manager, what have you done to improve communication within the company?

3. Can you travel often?

a) How often did the previous company work? Do you often have to work overtime? How often do you travel?

b) Has this frequency of business trips affected your life? What do you think of the frequency of business trips?

Through the above questions, there is a chance that you can select a satisfactory talent. Thank you.

The standard answer to the exam is to step on the knowledge points, or how to judge the questions? I think that the case analysis questions are not briefcase training, so you don't need to do too much play.