2010 Sustainability Report - Cummins.com

President and COO Tom Linebarger speaks at a career development forum sponsored by GOAL —
the Latino Affinity Group of Southern Indiana.
And, as Cummins prepares for a period of growth
over the next several years, the ranks of these
employees is expected to grow significantly around
the world. At the same time, the demographics
of this part of our work force suggest that a large
number of our most experienced workers are likely
to be retiring over that same period.
Finding and retaining skilled workers capable of
handling the increasingly technical work being done
at many Cummins facilities has become a challenge
and, in some cases, a significant obstacle to growth.
In order to maintain a world-class workforce at all
levels, Cummins is in the midst of its most ambitious
effort yet to increase the long-term capabilities of
our these workers around the world and improve
the opportunities afforded these employees.
Historically, the Company has lacked a unified
approach to attracting, developing and retaining its
shop, engineering technician, service technician and
office workforce. A cross-functional global team led
by Human Resources is out to change that.
The Company’s Workforce Strategy Group has been
collaborating with Cummins leaders from around the
world for the past 18 months to define and articulate the
Company’s “work force philosophy” and align the core
strategies and processes needed to provide improved
career opportunities to our employees and assure the
success of the organization over the next 20 years.
As the Company’s products become more complex,
the skills necessary to manufacture, sell and support
those products must become more sophisticated.
A primary focus of the Workforce Strategy Group is to
define the road map that will assure we can effectively
develop and manage increasingly skilled workers who
can meet the Company’s changing needs around
the world.
By establishing effective processes to select, manage,
develop and advance workers who are capable of
meeting the Company’s increased needs, Cummins
can create a lasting competitive advantage.
To do that, our work environments must be inclusive
and the Company must be committed to providing
challenging work and the appropriate rewards to
its hourly workforce so that it can create a culture
where career-long learning and development is the
expectation, not the exception.
Employee Relations
101