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In 2013 and early 2014, we made progress in a number of areas related to our employees. For example, we:

  • Created nearly 6,500 jobs in the U.S., including 3,300 salaried positions, and planned to hire 6,000 employees in Asia in 2014 to meet the growing demand for fuel-efficient, high-tech vehicles.
  • Negotiated collective bargaining agreements with labor unions in 17 countries globally.
  • Made record profit-sharing payments to approximately 47,000 eligible U.S. hourly employees.
  • Continued our work in projects to develop a strong pipeline of employees in science, technology, engineering and math (STEM) fields.
  • Continued to win recognition for our diversity efforts.
  • Marked a year of zero employee work-related fatalities and a lost-time injury rate that was lower than the industry average.

To learn about our commitments in some of these areas, see our Goals and Commitments table.

Renewing Our HR Systems

Our One Ford business model requires an integrated approach to how we manage talent. Developing talent on a regional and global scale requires common processes, robust work force planning and real-time data to support the business as we adapt to an ever-changing global environment.

For years, however, Ford had been working on a fragmented and outdated set of systems that made it challenging for our human resources (HR) teams to coordinate across multiple regions. We are now in the process of developing a global leading-edge HR technology platform for our entire salaried work force of approximately 60,000 people across all Ford business units.

By building a global technology platform, we’ll gain more insights into our work force and how we can better meet the needs of our people and of our business. We will be better able to support our people with online leading-edge processes, and enable better decision-making to fully leverage our global talent base.

The new platform, which is being implemented in phases through 2016, will help us provide better long-range work force planning for our business. It allows us to manage employee data with standard sets of criteria across all of our global operations while respecting data privacy concerns. Getting all of these data points into the new system is a daunting task as we convert historical information and keep track of sensitive data in line with required security levels and data privacy legislation around the world.

The platform also includes a new employee development component, known as Career Navigator, which was rolled out on a pilot basis to 11,000 employees globally in 2013, and launched to all 60,000 salaried employees globally in 2014. Career Navigator is a technologically innovative tool that integrates all of our professional development processes in one place and enables quality, data-driven discussions between employees and supervisors. Other new technology components include global reporting, work force planning and analytics, and compensation planning.