Human Capital Development: The Harley-Davidson Way
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Case Details:
Case Code : HROB096
Case Length : 14 Pages
Period : 1992-2007
Pub Date : 2007
Teaching Note :Not Available
Organization : Harley-Davidson
Industry : Automobile - Motorcycles
Countries : US
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Excerpts
The 'Softer' Management Style
According to The Harley-Davidson Employee Involvement Manual published in 1983, the nine
"musts" for employee involvement at H-D were:
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• Management, with the help of its words and actions, must reveal that
continuous improvement of quality and efficiency is a way of life, and not
merely another program.
• Management must be firmly committed to the people-building philosophy, which
implied the belief that employees are thinking, rational human beings and hence
they should be encouraged to develop and grow.
• Management must be strictly committed to the Employee Involvement program and
should display that commitment cultivates a mutual trust between the employees
and the management.
• Employees should be comprehensively trained in specific problem-solving and
methods of quality control...
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Human Capital Development Framework
H-D's focus on business growth had compelled the HR function to concentrate
more on recruiting. Thus, some of the other important HR practices like
performance reviews, career development, and succession planning had taken a
back seat. This created a difficult situation for the new employees who were
unaware of the culture at H-D. In the absence of processes and programs
which would help employees to improve and grow, H-D was confronted with the
risk of losing its competitiveness...
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The Road Ahead
Though H-D showed some progress on the human capital infrastructure
and human capital strategy front, it still had a long way to go.
Like H-D, many other companies had implemented HCDF. Though H-D had
made significant progress against its internal benchmarks, the
results were not so good when compared to its peer group of
companies. In some cases, the state of the development of the
workforce was just equal to that of these companies, whereas in some
other cases, H-D was way behind... |
Exhibits
Exhibit I: H-D's Famous 'Bar and Shield Logo'
Exhibit II: Deming's 14 Steps to Total Quality Management
Exhibit III: The Values of H-D
Exhibit IV: Employee Benefits at H-D
Exhibit V: Business Process at H-D
Exhibit VI: The Leadership Circles at H-D
Exhibit VII: An Overview of Self-Directed Work Teams
Exhibit VIII: Accenture's Human Capital Development Framework
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