Best Practice in Human Capital Management: General MotorsJoin now to read essay Best Practice in Human Capital Management: General MotorsBest Practice in Human Capital Management: General Motors (GM)Overview of GMGeneral Motors is a diversified automotive business with interests in communications services, locomotives, finance, and insurance. GMs size is staggering. It has revenues of approximately $180 billion from more than 200 countries. Its manufacturing operations in over 50 countries produce 15% of the worlds cars and trucks. GM has a gigantic global workforce of approximately 315,000 hourly and salaried employees. The business pays more than 465,000 pensions and touches 1.2 million lives with benefits in the United States alone.1
The Automobile Association’s 2017 National Automobile Safety and Electronic Safety Report is here and it highlights one aspect of GM’s business that is quite new. In 2017 that report also focused on the safety and reliability of the Chevrolet and Cadillac vehicles, as well as on safety and other issues relating to safety. GM’s business activities have been extremely aggressive, with more than 7,500 employees and many of them developing expertise in safety issues.2 As of August 30, 2018- the company still operates five of GM’s major dealerships in the United States and is operating within its rights as a wholly-owned subsidiary for all of the other GM dealerships across the country. This includes in addition to GM’s American dealerships in Michigan, Pittsburgh, Oakland, and Fort Worth, AL, as well as the Michigan (including the Chicago-Indiana) dealerships. These locations have a range of operations ranging from the largest dealership in the United States, a $10 million operation in Denver (MGM) and the $5 million dealer, Cibri & Associates, in Cincinnati, CO, to $20 million in Colorado and Arizona (MGM). GM has a diverse workforce of nearly 3,000 employees with a range of many jobs and projects involved including in business, technology, industrial automation and manufacturing, finance, health care, transportation, environmental engineering, electrical and electronic production, and technology and logistics.1 In addition to the three current dealerships which are involved in the GM distribution and maintenance industries, the company manufactures all GM and G&S vehicles.
GM GM has several major products, such as the “GM” or “G&S” line-up of vehicles. In 2008, GM acquired GM Express, a direct competitor to Volkswagen, for approximately $10.5 billion. One of GM’s most celebrated vehicles and its first product, the new GM Crossovers, became available in mid-2014 with the introduction of the Chevrolet Bolt.3 A year ago the company sold over 11.9 million vehicles worldwide, and a third of their inventory was delivered with a GM GM G16 with the Bolt. GM GM’s fleet includes approximately 120,000 pickups, 12,000 cars and SUVs, and more than 90,000 vehicle systems including an estimated 1.6 million SUVs.
GM GM is the only GM company that operates a fully automated vehicle system in the United States. The GM GM vehicle system is also fully automated. In fact, the system uses software with the most advanced and realistic automated technology to operate and maintain large, multi-lane highways that can be customized to meet specific needs and needs of vehicles, as well as multiple-vehicle services such as automated truck and van transport. The automation system also allows GM to provide new technologies to assist drivers in their daily routines.
GM GM believes in autonomous vehicles in general and is working on a number of systems designed to make them more accurate on road conditions (e.g., steering, braking, etc.).
The Automobile Association’s 2017 National Automobile Safety and Electronic Safety Report is here and it highlights one aspect of GM’s business that is quite new. In 2017 that report also focused on the safety and reliability of the Chevrolet and Cadillac vehicles, as well as on safety and other issues relating to safety. GM’s business activities have been extremely aggressive, with more than 7,500 employees and many of them developing expertise in safety issues.2 As of August 30, 2018- the company still operates five of GM’s major dealerships in the United States and is operating within its rights as a wholly-owned subsidiary for all of the other GM dealerships across the country. This includes in addition to GM’s American dealerships in Michigan, Pittsburgh, Oakland, and Fort Worth, AL, as well as the Michigan (including the Chicago-Indiana) dealerships. These locations have a range of operations ranging from the largest dealership in the United States, a $10 million operation in Denver (MGM) and the $5 million dealer, Cibri & Associates, in Cincinnati, CO, to $20 million in Colorado and Arizona (MGM). GM has a diverse workforce of nearly 3,000 employees with a range of many jobs and projects involved including in business, technology, industrial automation and manufacturing, finance, health care, transportation, environmental engineering, electrical and electronic production, and technology and logistics.1 In addition to the three current dealerships which are involved in the GM distribution and maintenance industries, the company manufactures all GM and G&S vehicles.
GM GM has several major products, such as the “GM” or “G&S” line-up of vehicles. In 2008, GM acquired GM Express, a direct competitor to Volkswagen, for approximately $10.5 billion. One of GM’s most celebrated vehicles and its first product, the new GM Crossovers, became available in mid-2014 with the introduction of the Chevrolet Bolt.3 A year ago the company sold over 11.9 million vehicles worldwide, and a third of their inventory was delivered with a GM GM G16 with the Bolt. GM GM’s fleet includes approximately 120,000 pickups, 12,000 cars and SUVs, and more than 90,000 vehicle systems including an estimated 1.6 million SUVs.
GM GM is the only GM company that operates a fully automated vehicle system in the United States. The GM GM vehicle system is also fully automated. In fact, the system uses software with the most advanced and realistic automated technology to operate and maintain large, multi-lane highways that can be customized to meet specific needs and needs of vehicles, as well as multiple-vehicle services such as automated truck and van transport. The automation system also allows GM to provide new technologies to assist drivers in their daily routines.
GM GM believes in autonomous vehicles in general and is working on a number of systems designed to make them more accurate on road conditions (e.g., steering, braking, etc.).
Business Challenges Facing GMs Human Resources StaffTraditional HR departments within large, multi-national corporations tend to be inundated with the logistics of managing processes across many departments spanning multiple countries. In addition, GM, like other multi-nationals, has multiple HR groups – one at the corporate level and additional ones for each business unit within the corporation. These HR groups typically do not have a central repository of information and lack a coordinated communications infrastructure.
As a result, the HR processes of large, multi-national corporations generally are redundant and inefficient. In addition, the sheer number of third-party vendors used by an HR department to handle discrete functions makes management of the process challenging. By necessity, these departments predominantly have focused on administrative functions and typically dont have the time or the resources to devote to strategic planning. At the same time, many are facing a dramatic reduction in resources, and cost-cutting efforts primarily have focused on reducing staff, rather than re-engineering service delivery.
Why Is GM Remarkable?The pervasive use of the Internet makes the integrated service delivery model for HR finally feasible. In 2000, GM prioritized the need to bring self-service capabilities to its huge employee base through a convenient, easy-to-use portal. Its objectives for the employee portal included:
Raising the productivity of GM employees while increasing service and quality.Improving transaction accuracy, thus saving the company money.Reducing