What we learned at Saturn

Article Abstract:

Saturn Corp credits part of its success to the people-oriented approach used during the planning stages of the company. Saturn's approach resulted from group efforts between human resources, peer departments and the United Auto Workers (UAW). For site-selection, Spring Hill, TN, was chosen because of its location, business climate, access to schools and opportunities for employee training. The company also provided support programs for executives and other employees who were uprooted from various states. Soliciting the participation of the UAW also developed strong labor and management relations. All employees, whether blue or white collar, were referred to as team members in keeping with the plan of removing barriers between management and personnel. Saturn also listened to the concerns of residents from the surrounding community which covered everything from job opportunities to environmental issues.

Human resource management, Saturn Corp.

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Laid-off workers hone job skills

Article Abstract:

General Motors Corp (GM) established the Skill Center to help the 2,600 workers that were displaced when its Van Nuys, CA, plant ceased operations. The Center aims to develop the skills of laid-off workers to make it easier for them to find other employment inside or outside the company. It operates on a full-time basis and offers a core curriculum that includes Adult Basic Education (ABE), General Educational Development (GED) and Educational Enrichment Services (EES). ABE aims to help bring the skills of workers in such areas as reading, mathematics and writing up to the eight-grade level. GED is a testing program that provides workers an opportunity to earn a high school diploma equivalent or credits leading to a high school graduation. EES are individualized programs designed to help workers enhance their skills in mathematics, reading, problem-solving and other areas.

Motor vehicle parts and accessories, Education, General Motors Corp., Displaced workers

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Adventures in teamland

Article Abstract:

Employees at the Evart Glass Plant of Chrysler Corp. attended an experiential-based training that taught them how to participate in team efforts. The training was held in an experiential-based adventure center near the facility being operated by the corporate training provider Eagle Village. During training, participants tossed balls in a group juggle, went through a course of wood and wires, find the path through a carpet square maze and completed designs of vehicles for their training teams. Everyone from all levels of the organization attended the course despite initial hesitation on the part of the labor group. The training changed the participating employees' attitudes toward cooperation, personal relationships and group membership.

Automobiles, Automobile Manufacturing, Analysis, Chrysler Corp., C, Experiential learning

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