1. 62 | JANUARY 2015
PROFILE /3M CANADA
During a time when most companies struggle to retain top talent, 3M
boasts a mere 3% annual turnover rate. HR director Janette Batten
shares the secret to achieving an empowered and engaged workforce
MAKING EMPLOYEES STICK
Janette Batten has always been a little restless
when it comes to her professional pursuits.
As someone who has always appreciated a
meaningful challenge, she obtained a degree in
mechanical engineering at the University of
Western Ontario, hoping for a career that would
allow her to solve complex problems in new and
rapidly changing environments.
In fact, she always figured that this thirst for
problem-solving and breaking new ground would
result in her switching to a different employer
every three to five years. So when she accepted a
position with 3M after working as an engineer for
a couple of years at General Motors, she let the
diversified technology conglomerate know that
she didn’t intend to stay much longer than she
had with her predecessor.
That was 16 years ago.
Studies reveal that the average North American
employee remains with a company for about four
years, so Batten’s original mindset reflected that
of the modern job hopper. But thanks to 3M’s
pioneering engagement initiatives, she still feels
fulfilled in her duties and continues to look for-
ward to work each day.
As the current HRD, she’s working to ensure
that these practices not only remain but are con-
stantly improved upon, so the next generation of
workers can enjoy long tenures with the organi-
zation as well.
GROWTH AND DEVELOPMENT
Batten’s personal story serves as an excellent
microcosm of the growth and development culture
that exists at 3M. She started as an engineer in the
manufacturing department, then, after requesting
to work in research and development, became a
product engineering manager and quality manager,
and finally a lab manager.
3M Canada maintains a positive relationship with its
community through such initiatives as:
Hire a Veteran Program: When new
positions are available in the company,
priority hiring is given to military veterans
through a partnership with Veterans
Affairs Canada.
National Teaching Fellowship: In
conjunction with the Society for
Teaching and Learning in Higher
Education (STLHE), 3M recognizes
university professors who demonstrate commit-
ment to their academic field and a love of teaching.
The 3M Foundation recently committed
to a $500,000 grant intended to restore
caribou habitats and assist other
high-need animal species in British Columbia. This
donation amounts to the largest private land
purchase for the purpose of conservation in
Canadian history.
3M Canada Volunteer Recognition
Awards pay tribute to exceptional
employees and retirees who showcase
altruistic efforts in their communities.
GIVING BACK
Since she enjoyed tackling new challenges, the
organization inquired whether she was interested
in making the leap to HR. Although she always
pictured herself on the technical side of the busi-
ness, she knew it was too valuable an opportunity
to cast aside.
“My analytical and process-oriented mindset
has helped me put some governance around HR
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2. HRMONLINE.CA
JANUARY 2015 | 63
processes, but I would say that what helped me
more than my engineering background was the
opportunity to work in different areas of the com-
pany,” says Batten. “It helped me build credibility
and gave me the experiences to be able to relate
to everyone in the company.”
In order to provide similar opportunities to cur-
rent employees, HR maintains a strategy of ‘build,
develop, and engage.’ This idea is cascaded to an
individual level, where employees are encouraged
to grow at speeds optimal for their capabilities.
“We try to offer different programs depending on
where you are and your pace of development,” says
Batten.“Wepromotehavingindividualdevelopment
plans. We want to track your progress, measure it,
and make sure you’re moving the needle.”
FOOD AND FUN
In addition to these formal opportunities for
advancement, 3M also provides a range of light-
hearted activities for employees and their families
to be positively involved with the company.
One of the highlights of the year is the ‘Say
Goodbye to Summer’ event, where the company
sets up a large screen in a public park, and employ-
ees bring lounge chairs to watch a movie. Also,
in warm-weather months, 3M welcomes a food
truck to campus on a regular basis and encourages
workers to eat lunch outside and play games like
badminton.
“One of the places where we excel is inclusivity,
even extending that to family members by hosting
such awesome events as picnics in the summer
and a great children’s festive party at the end of
the year,” says Batten.
This idea extends to international employees
and the supervisors who oversee them. When
someone is promoted to a leadership position, that
new manager has to undergo training to understand
diversity and learn to communicate across cultural
barriers. Also, all employees can voluntarily enrol
in English as a Second Language courses subsidized
by 3M.
“We also have a multicultural club, which is
employee-run,” says Batten. “Someone from a dif-
ferent region of the globe will host a ‘lunch and
learn’ to share food, show pictures and describe
what it’s like to live there.”
1.Engageemployeesandstrengthen
employmentbrand
2.Enhanceabilitytoacquireandretainthe
rightworkforce
3.Enableeffectivehumancapitalplanningand
increasedworkforceproductivity
4.OptimizeHRadministration,includingglobal
webandcallcenters
5.Acceleratethedevelopmentoftalent
6.Designcompensationandbenefitsplansto
meetevolvingbusinessneeds
Growthecurrentcore
business
Complimentary
acquisitions
Internationalgrowth
Buildnewbusinesses
HRvision
HRpartnerswith
thebusinessto
drivegrowth
throughpeople
HRmission
Provide
workforceand
organizational
solutionsto
accelerate
strategy
executionand
driveoperational
excellence
Engaged,
productiveand
diverse3M
employees
3Mstrategy
accelerationthrough
HRleadershipand
expertise
3Mworkforce
andorganizational
readiness
Operational
excellenceand
productivityof
globalHRservices
Protectthe
corporation
2010 -2014GLOBAL HR/BUSINESS STRATEGY ALIGNMENT
3Mstrategies
HRbusiness
criticalmetrics HRstrategies
Source: Adapted from ‘Engagement: A Multiyear Affair,’ 3M and CEB
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3. 64 | JANUARY 2015
PROFILE /3M CANADA
SUPPORT
The organization also has an extensive set of pol-
icies in place that allows employees to know that
they’re considered an investment and supported
by the organization.
The company also offers a cutting-edge benefits
package that is customizable based on employee
needs. Starting last year, all employees have the
choice between individual and family plans, and
haveaccesstoexecutivemedicalpackages.Themed
fitness goals to encourage wellness and group activ-
ity, such as walking competitions and bicycle chal-
lenges, are featured on 3M’s website. The company
alsopartnerswithaprovidercalledMedPoint,which
specializes in preventative medical assessments,
allowing employees to manage their health needs
before they require serious treatment regimens.
“We get a lot of testimonials saying, ‘I didn’t
know I had this or was at risk of it … I’m so glad
I found out sooner than later because this could
have been devastating had it not been detected,’”
says Batten.
>> Global sales: $30.8
billion
>> Non-US sales:
$19.7 billion (64%
of company’s
total)
>> Operations in more
than 70 countries
>> 3M products sold
in nearly 200
countries
>> 88,667 employees
worldwide
>> The average
person interacts
with more than
100 3M products
every day
>> In 2013, 3M gave
cash and product
donations totalling
$60.2 million
Source: 3m.com
ROI
The company has found that its many engagement
practices have a significant ROI in word-of-mouth
alone. Heartfelt memories and anecdotes from
former employees have proven to be one of HR’s
most powerful recruiting tools.
“We have many, many interns, who come from
fields such as science, engineering and organiza-
tional studies,” says Batten. “Every time we go to a
university career fair, it turns into what almost feels
like a family reunion. Students come up to us, give
us hugs and reminisce about their time at 3M. We
love that they’ve had such positive experiences,
and it’s really great marketing for us.”
The company’s external reputation is also
enhanced by the numerous accolades it receives
every year in recognition of its exceptional people
practices, including Canada’s Top 100 Employers
and Fortune’s World’s Most Admired Companies.
These plaudits highlight such 3M initiatives as:
• Retirement services such as a defined contri-
bution pension plan and the possibility to
reduce hours gradually and incrementally
• On-site conveniences such as a fitness facility,
meditation and reflection room, and employee
lounge with a fireplace and ping-pong table
• Three weeks of paid vacation at for every
employee at their start date, with additional
time allotted during the holiday season
• Agenerousmaternityleave,consistingof100%
salary for 17 weeks
• Academic scholarships offered to employees’
children who are obtaining a post-secondary
degree in Canada
“What other company has a fond nickname for
themselves?Wecallourselves3Mers,andwe’revery
proud of it,” says Batten. “When you talk to a 3Mer,
you’re going to hear the employee use that term
often. This always reminds me how committed,
tenacious and united under one vision we are.”
3M: A
COMPANY
SNAPSHOT
“We promote having individual
development plans. We want to track
your progress, measure it, and make
sure you’re moving the needle”
Janette Batten
3M volunteers in action
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