Ford Motor Company’s HRM and Business Strategies


Ford Motor Company is a well-known brand in the automobile industry. Ford’s business strategy is to develop exceptional products. The company’s business model is based on sustainability, heritage, innovation, community service, and global operations (Ford Motor Company, 2013).

Ford believes in teamwork and lean global operations in pursuit of market leadership within the automobile industry.

The company uses a four-tier strategy which includes aggressive restructuring of operations for profitability, new product development, maximum financial results, and teamwork.

Ford believes that HR plays a crucial role in the success of any business (Stewart and Brown, 2012). Because of this reason, the company’s HR strategy is geared towards the individual, group, and business success (Ford Motor Company, 2013).

As a way of marketing, Ford aims at developing innovative, hardworking, diverse, and customer oriented employees who can succeed anywhere in the global market.

How I would ensure Ford Motor Company’s HR strategy is in alignment with its business strategy

Globalization and customer sophistication have made today’s business environment very competitive (Kotler and Keller, 2006). Therefore, business and HR leaders must work together to develop strategies suitable for the achievement of organizational goals.

This requires that HR and business strategies are aligned. Aligning HR with business strategy involves hiring the right employees, for the right job, at the right time (Armstrong and Baron, 2002). It is about strategic talent acquisition.

Strategic talent acquisition is the process of aligning organizational talent with the strategic goals of the business (Stewart and Brown, 2012).

Employees are valuable organizational resources, just like finance and other assets. To align Ford Motor Company’s HR with its business strategy, it is important to practice strategic human resource management (SHRM) (Stewart and Brown, 2012).

HR functions must be matched with Fords desired competitive level. HR must take the lead in establishing business and strategic oriented priorities.

On the other hand, management needs to establish appropriate organizational behavior and implement HR actions which promote such behavior (Stewart and Brown, 2012).

The HR job positions and the responsibilities listed for that HR department

The HR job positions at Ford Motor Company broadly fall under two categories: experienced hires and recent graduates. The available positions are an occupational health nurse, human resources associate, and safety engineer (Ford Motor Company, 2013).

The occupational health nurse is responsible for providing emergency medical care and occupational health and safety.

The HR associate is responsible for labor relations, coaching, grievance handling, performance management, and disciplinary actions (Ford Motor Company, 2013). The main responsibility of the safety engineer is oversight and advice on safety issues at the plant.

The HR job positions I would prefer and why

I would prefer to be an HR associate. Its scope is wider and covers many HR functions (Ford Motor Company, 2013). This implies that the job would expose an employee to all the areas and aspects of HR practice (Stewart and Brown, 2012).

In the end, the employee would gain broader skills and experience thus becoming a more competent HR expert.

How Ford Motor Company can establish HRM strategies to improve competitive advantages

To create a high performing organization, Ford Motor Company must invest in its staff. HR must work in tandem with other organizational functions in sourcing, developing, and maintaining employees (Stewart and Brown, 2012).

Experts have observed that the behavior of employees directly affects the success of the business strategy. Therefore, employees must deliver on their jobs for the business to achieve its objectives.

HR must standardize operations across the organization to maximize the fit between employee performance and organizational strategy (Quick and Nelson, 2013). These measures help the business in achieving competitive advantage.

Three ways Ford Motor Company can increase diversity

Ford Motor Company can increase diversity in several ways.

The first way is through its recruitment strategy. The business can partner with local communities and learning institutions to diversify its recruitment options (Stewart and Brown, 2012). By altering its recruitment strategies, Ford can increase the chances of getting a diverse workforce.

The second way is by creating a culture which promotes diversity. The company can develop networks and mentorship programs that promote employee inclusion.

Finally, the company can adopt affirmative action in its staffing processes.


Ford Motor Company is driven by innovation and new product development. The company strives to aggressively reengineer its operations as it seeks to be the market leader in the automobile industry (Ford Motor Company, 2013). The company is equally involved in community service.

To sustain its operations, the company believes in teamwork invests heavily in its staff to make them exceptional. Ford Motor Company is keen to align its HR and business strategies because HR plays a crucial role in the success of its operations (Stewart and Brown, 2012).

The company seeks to achieve alignment by practicing strategic human resource management. For continued success, Ford Motor Company must work harmoniously by coordinating all its organizational functions and continue investing in its employees.


Armstrong, M. & Baron, A. (2002). Strategic HRM: The route to improved business performance. London: CIPD.

Ford Motor Company. (2013). About Ford career paths-Human resources. Web.

Gareth, J. R. & George, J. M. (2011). Contemporary management (7th ed.). New York: McGraw-Hill/Irwin.

Kotler, P. & Keller, K. L. (2006). International marketing management (12th ed.). New Jersey: Prentice Hall.

Quick, J. C. & Nelson, D. L. (2013). Principals of organisational behaviour: Realities and challenges (8th ed.). South Western: Cengage Learning.

Stewart, G. L. & Brown, K. G. (2012). Human resource management (2nd ed.). Danvers, MA: John Wiley & Sons, Inc.