Human Resource Management - Best Practices at the FedEx Corporation
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Case Details:
Case Code : HROB034
Case Length : 15 Pages
Period : 1998 - 2002
Pub Date : 2003
Teaching Note :Not Available
Organization : FedEx Corporation
Industry : Logistics
Countries : USA
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Excerpts
Fedex's HR Practices
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Since its inception, FedEx's management focused on providing a suitable work
environment that encouraged employees to come up with innovative solutions.
Employees responded positively to the faith reposed in them and displayed
exemplary commitment towards their work. The extent of the commitment of the
employees could be gauged from the fact that during the first couple of years,
when the company was going through severe financial difficulties, the employees
were prepared to sell their personal belongings and use their own credit cards
to purchase fuel to deliver the packages to the customers. Even when the
employees didn't receive their salary on time, they continued working with
FedEx.
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Smith believed that since FedEx was a service organization, its success
depended heavily on its employees. Hence, in 1973, he developed and
implemented FedEx's 'People-Service-Profit' (PSP) philosophy. According to
this philosophy, if FedEx took proper care of its employees, they would
provide efficient service to the customers, which would in turn benefit the
company by generating more profits. This philosophy formed the basis of all
management decisions taken at FedEx...
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Growth Opportunities
FedEx believed in promoting people from within for higher management
cadres. The SFA program helped management take decisions regarding
promotions, though its utility was confined to evaluating the
performance of the managerial cadre employees only. FedEx also
provided opportunities to employees from the non-managerial cadres
to move up to the managerial level. In order to encourage
non-managerial cadre employees to move to the managerial level
within the organization, FedEx devised a unique program known as
'Leadership Evaluation and Awareness Process' (LEAP). |
This program was conceived in 1988, when FedEx observed that
10% of the non-managerial cadre employees who were given managerial level tasks
for the first time quit the organization within 14 months of taking up their new
tasks. Under the LEAP program, these employees got the opportunity to assess
their ability to take up managerial responsibilities...
Excerpts Contd...>>
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