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Investing in our people.
The professional growth of our people is essential to the growth of our business. In 2020, we provided.
Our learning orientation and philosophy focus on experiential learning and skill-building rather than classroom-style training. The number of training hours and the training cost per employee are not our leading indicators of human capital performance. Instead, when assessing our development programs, we focus on indicators that align employees’ results to the company’s success. Leadership and employee engagement, employee retention rates, brand recognition, acquisition integration milestones, and Lean Six Sigma (LSS) project value are a few examples of indicators that contribute to 3M’s recognition as an industry and global business leader.
3M has prioritized learning and career development opportunities not only for leaders but for all employees. Employees have the freedom to create meaningful development plans, identify goals, and take steps to achieve them. 3M and supervisors provide the tools to help them achieve those goals.
Employee development.
Our goal is to have 100% of employees engaging in development activities. With our global online employee learning platform, Develop U, employees are easily able to access development resources to support their career aspirations and advance their strategic skills and capabilities within 3M. Develop U provides employees with a personalized experience by recommending relevant content based on their role within the organization.
Additionally, content is organized and aligned to directly support our organizational priorities, including the 3M culture elements, company-defined functional skills, LSS, sustainability, and other relevant content and experiences. Develop U provides access to tens of thousands of unique, just-in-time learning resources in 13 core languages, allowing 3M’s global workforce to engage in employee development. Beyond Develop U, 3M provides access to functional learning content through multiple other channels. Since adopting this goal in 2015, these expanded learning and development offerings have increased reach, covering our total global workforce. In 2020 alone, 70% of learning is done on the job 20% comes through other employees 10% of meaningful development is reached through formal training.
We leverage a 70-20-10 development model, which means that, over the course of a career, 25+ for full-time equivalent (FTE) employees.
hours of training and development and in-person/virtual experiences, reaching both production and non-production employees globally. Considering job-specific training as well as self-directed, over 510,000 online learning resources were consumed, and almost 69,000 in-person and virtual events were attended in 2020.
We launched a multi-month Growth Mindset campaign in 2020, reaching over 21,000 learners and generating over 49,000 views across several key resources.
Employees create or update development plans that include activities meant to improve individual skills and further career development. Employees can use additional skill-mapping tools in collaboration with their supervisors to identify long-term desired goals and define actions needed to help reach those goals.
At 3M, learning and experiences are shared. Just as we share and combine our technologies, we also share and combine our knowledge through mentorship, storytelling, and our internal social networking website. We define mentoring as a unique relationship in which a mentor (a more experienced person) helps a mentee (a less experienced person) with their development in a particular area. Further information can be found at Mentorships at 3M. 3M’s internal social networking website lets employees start new topic groups, join groups, and engage with others on specific topics to help them collaborate and learn.
Taken as a whole, our 2015 goal has been operationalized. We are now planning our next generation approach to strengthen our learning strategy and ecosystem even further, which will include different metrics to measure success and impact.
we have seen 64% of our global workforce engage in self-directed training via online platforms.
Feature stories Who we are How we work What we create About report 118 3M 2021 Sustainability Report | #improvinglives
Racial inclusion advocacy framework.
We build inclusive behaviors and create cultural agility through training and leadership development programs as well as through inclusion events and activities worldwide, such as International Women’s Day and 3M Global Inclusion Day. In 2020, we aimed to create a space for candid conversations on race and racism. More than 5,000 members of the 3M global community came together for a panel discussion about the impact of George Floyd’s death and our next steps to combat systemic inequity and racism. In addition, more than 1,700 leaders engaged in these discussions globally in an effort to create a space for employees to be authentic, be advocates for those who need advocacy, and respond in a respectful way when things don’t feel right, avoiding complacency.
In 2020, as we have in prior years, we provided specific training content to our hiring managers and others on implicit bias and how to approach implicit bias.
Internships.
In past years, the majority of 3M’s interns in the U.S. were located at our global headquarters in St. Paul, Minnesota. In 2020, we made a few adjustments, including adapting to a virtual format for our more than 150 interns, relocating approximately 20 manufacturing-focused interns to sites focused on helping build and distribute products that are helping frontline workers during the pandemic, and pushing out the start date of the other internship programs to later in 2020 or the summer of 2021. Outside of the U.S., 3M internships had different timelines and were evaluated with everyone’s safety as a priority.
For additional information, see 3M internships adapt to the virtual work world and 3M interns stepping up to help lives affected by COVID-19.
Nurturing the leader in everyone.
Leadership development is a competitive advantage at 3M. To maintain this advantage, we continue to leverage new technologies and delivery methods, thereby assuring impact, consistency, and global inclusivity.
Many development opportunities and programs are available throughout the various stages of a leader’s career journey, spanning every geographic area and 3M business. Programs include a range of online and self-paced offerings from personal effectiveness to financial acumen that cover core skill development aligned to the 3M culture elements. These programs also focus on the future by embedding inclusive leadership strategies, promoting development through corporate social responsibility, and offering mentoring opportunities.
Global executive and leadership development.
In 2020, we began the launch of the 3M Leading Edge portfolio of high-potential leadership development journeys within 3M Learning & Development, bringing one consistent approach to how 3M develops leaders across all geographic areas, business groups, and functions. Each program is an integration of customer-focused, results-driven, and experience-based learning that takes leaders outside the classroom walls to sharpen their skills with our customers and in our global communities.
Setting new employees up for success 3M invests in onboarding and developing new employees, so they have access to the tools, resources, and networks they need to succeed. Our onboarding process begins at the time a candidate accepts a job offer and continues through the first year of employment.
A consistent, comprehensive onboarding platform provides pre-start information delivery and engagement for new employees on the front end and clear metrics, reporting, and tracking for 3M on the back end. This investment sets up new employees to succeed and make meaningful contributions from the start.
Leadership development is a competitive advantage at 3M.
Feature stories Who we are How we work What we create About report 119 3M 2021 Sustainability Report | #improvinglives
Development for people leaders.
With a focus on the critical skills that leaders need to be successful in leading others, the Essentials for People Leaders program emerged as a multi-module program with the flexibility to be delivered as face-to-face classroom training or as online, virtual training. This flexible delivery format is key to providing a consistent development experience for all leaders of 3M while still allowing for needed localization.
All-employee development.
All our employees globally, at every level of the 3M organization, are provided with opportunities to develop themselves as leaders. These leadership development offerings target areas of strategic importance, including the development of a growth mindset, agility, innovation, and customer focus. Delivery of content is available face-to-face in experiential workshops, through virtual instructor-led training, and via self-paced e-modules.
Be rewarded for your efforts.
In 2020, we evolved our approach to performance management to bring employees to the center and simplify the process. Called Performance Everyday, the new approach was influenced by ideas that 3M employees shared through crowdsourcing, benchmarking, internal interviews, focus groups, and our culture elements. Performance Everyday empowers employees to think about performance beyond mid-year and year-end through a transparent process and continuous conversations. It’s a chance to share recognition, celebrate results, learn from experience, improve performance, and set priorities more frequently.
To drive 3M’s successes, we incentivize our employees to excel. Our process includes two components: measurable targets to execute our strategies, agreed upon by the employee and their supervisor; and the demonstration of our culture elements.
The performance assessment process helps to hold each of our employees accountable for their contribution and everyday behaviors. The process aligns personal goals with organizational goals — we strive to achieve our goals in ways that support and strengthen our culture and achieve sustainable growth. 3M has long prioritized taking a well-rounded view of an individual’s performance, assuring that employees are treated in a fair and consistent manner.
Through Performance Everyday, 3M is making a conscious shift to a continuous performance and development culture, driven by regular, timely, one-on-one conversations. These conversations will occur frequently — at least once a month. Regular and transparent conversations between supervisors and employees are at the center of the Performance Everyday process.
• Performance goals, linked to higher-level organizational goals, are set jointly between individuals and leaders.
• Tools provided to leaders facilitate conversations between leaders and employees to gain mutual understanding of expectations and desired behaviors.
• Feedback on progress toward these goals is provided regularly — at a minimum once a month, and formally, once a year — and supervisors are taught and encouraged to provide routine feedback to help employees adjust performance and meet or exceed goals.
3M strives to have 100% of non-production employees complete the entire performance review process. In 2020, all eligible employees were rated, and these employees and their supervisors received tasks to complete the year-end process in the performance system.
Coaching 3M has invested in external leadership coaches to support and accelerate the development of 3M leaders around the world. These coaches work in a variety of ways with 3M leaders. We offer one-on-one time with a coach to help employees apply new learning or on-demand coaching to work through a change. We also work with teams to help them stay close to changing stakeholder expectations.
In 2020, we evolved our approach to performance management to bring employees to the center and simplify the process.
Feature stories Who we are How we work What we create About report 120 3M 2021 Sustainability Report | #improvinglives
Learning from listening.
For more than 50 years, 3M has been conducting surveys to solicit employee observations, attitudes, and opinions. In 2020, 3M re-imagined our primary enterprise listening strategy to move to an all-employee survey, known as the 3M Census. This survey was deployed to all 3M FTE employees either in electronic or paper format. The 3M Census covers the entire globe and provides specific and relevant feedback to major units within the company (e.g., business groups, divisions, sites, and countries). All employees have the opportunity to complete the 3M Census, and in 2020, our response rate was 70%.
The 3M Census approach provides a holistic look across the enterprise under our global organization model. This serves as a baseline from which we can regularly assess the state of employee engagement and other workplace factors critical to high performance and providing a great place to work.
Group leaders must review their results, present them to their employees, and execute an action plan to address the issues that arise from the results. We built supports into our process that make it easier to bring about successful change through action planning — such as accountability checks and specific tools to act on the results.
We identified key drivers of employee engagement and developed and deployed support for leaders. We regularly assess survey content and update it as needed to assure alignment with company strategy and major initiatives.
Outside of the 3M Census process, we also deploy other relevant employee listening surveys, often focusing on major transformation initiatives, such as advancing our company culture or reinventing performance management. In addition to the main survey system, we have and continue to use an innovative crowdsourcing platform that enables more direct input by employees through open-ended suggestions that can be themed and ranked by usefulness based on input from survey respondents. This is a cycle of continuous improvement for us; we measure, assess, and adapt year after year to assure our surveys support strategy and business objectives directed at supporting sustainable corporate success through our employees’ actions on the job.
Global employee sustainability survey and engagement.
In 2020, 3M conducted an employee sustainability survey of all permanent, non-production employees globally. The survey was conducted prior to the COVID-19 outbreak.
We learned in the survey that our employees wanted to know more about how they can bring sustainability into their work and their everyday lives. In the months that followed, 3M partnered with the National Environmental Education Foundation (NEEF) to create a three-month-long engagement campaign focused on Science for Circular, Science for Climate, and Science for Community. The campaign combined education with actions employees can take to make an impact on the environment and improve their lives and communities.
Employee staying power.
Our global voluntary.
We calculate voluntary turnover separately from retirements, company-initiated turnover, and reductions in workforce. Voluntary employee turnover is defined as turnover due to employee-initiated reasons (e.g., returning to school or going to another job in a different company).
Total turnover includes voluntary turnover and all other forms of turnover (e.g., termination as a result of restructuring, termination for poor performance, and retirements). Our total employee turnover rate is an annualized rate that measures terminated or retired 3M employees during the calendar year, excluding foreign service employees and 3M temporary employees.
Temporary employees are 3M employees hired temporarily with intent to be employed short-term. They do not include contingent workers.
3M follows all applicable local laws and regulations regarding notice periods in the event of business operations changes.
3M’s Human Resources (HR) Department benefits from using one global system to track HR information. At every 3M site around the globe, we have instant access to this information through our global reporting tool.
turnover rate continues to be under 5% — a source of great pride for our company.
Feature stories Who we are How we work What we create About report 121 3M 2021 Sustainability Report | #improvinglives
Highly competitive pay, rewards, and services.
The more an employee contributes to 3M’s success, the more success they create for themselves. We offer a competitive base pay and, depending on position, variable incentive pay linked to company and individual performance. We also offer a wide range of benefits and discounts designed to help employees live their best. For more details, see the Compensation section and Working at 3M: Pay.
Rewarding employees for their efforts.
Medical, dental, and vision plan options; savings and retirement plans; a 3M employee stock purchase plan; and many other resources can enhance a 3M employee’s life, both physically and financially. Where applicable, benefit eligibility also extends to domestic partners and their children.
All regular full-time employees in the United States are eligible for these benefits — regular part-time employees who work at least 20 hours a week are also eligible. Some programs and benefits may differ in other countries due to local laws and regulations.
Further information on 3M’s wide range of benefits, 3M Healthy Living Program resources, and discounts designed to help employees live their best can be found at Working at 3M: Benefits.
Parental leave.
Our parental leave policy helps employees be their best selves at home and at work. All U.S. salaried mothers and fathers of newborn or newly adopted children are eligible for up to 20 weeks (10 weeks paid and 10 weeks unpaid) of parental leave. In 2020, 1,209 U.S. eligible employees participated, including 382 females and — we’re proud to say — 827 males.
U.S. military leave 3M strives to be the premier employer for the military community, with paid leave benefits that reflect our commitment to veterans. 3M offers up to four weeks of paid military leave for military training each calendar year to support eligible 3M employees in the U.S. National Guard or Reserve units. Eligible employees on leave for annual encampment or training may be entitled to differential pay for the difference between their 3M pay and their military pay.
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U.S. employee parental leave.
Usage of parental leave.
In 2019: 1,119 total employees 322 female employees 797 male employees.
In 2019: 1,101 total employees 330 female employees 771 male employees.
Parental leave retention.
In 2020: 1,209 total employees 382 female employees 827 male employees.
In 2020*: 1,280 total employees 410 female employees 870 male employees * 2020 numbers may include those that left on leave in 2019 and came back in 2020. Some employees on leave in 2020 may return in 2021.
Feature stories Who we are How we work What we create About report 122 3M 2021 Sustainability Report | #improvinglives
When and where to do the best work.
Based on their job function, employees and their supervisors can make individual arrangements for a flexible work practice that maximizes professional and personal productivity.
FlexAbility puts into practice the concept that work life and personal life can coexist. A FlexAbility plan can put the power in the employee’s hands to make choices that benefit them, their work, their team, their friends and family, and 3M.
When we launched FlexAbility in 2015, it advanced how we worked. Employees could customize when and where they worked by balancing their own preferences against the needs of their team and job requirements. As we adapt in the wake of the COVID-19 pandemic, we have leveraged our recent experiences working remotely to refresh and deepen FlexAbility. FlexAbility 2.0 is the first step in our journey toward a new normal for 3M. Fortified by our culture, it creates new models for innovation and collaboration — with our customers and each other — and prepares 3M for the future of work.
At 3M, we recognize that being able to respond to changing circumstances or expectations is necessary for winning in business and maintaining a healthy work-life balance. FlexAbility is not a one-size-fits-all program — it can be customized based on role and personal circumstances.
FlexAbility can be used to create focused work time, improve collaboration, avoid inclement weather, reduce commuting time, increase productivity, enhance inclusion, accommodate time zone differences, make time for family needs, maintain a healthy lifestyle, participate in volunteer activities, and promote agility.
For more details, visit FlexAbility at 3M.
As we adapt in the wake of the COVID-19 pandemic, we have leveraged our recent experiences working remotely to refresh and deepen FlexAbility.