Magazine article Workforce Management

In the Mail

Magazine article Workforce Management

In the Mail

Article excerpt

from our readers

GM program's grass roots

IRECENTLY READ Jessica Marquez's article on G M's JumpStart program for new hires in the March 27 issue ("Despite job cuts, GM may expand new-hire networking program"). As someone who was deeply involved in and committed to JumpStart's inception within the HR function in 2001, I wanted to provide some additional insight about JumpStart for clarification.

Although the article does not indicate this, JumpStart was created by actual new hires for new hires. JumpStart was, and apparently continues to be, widely supported by the corporation and its leadership; however, neither the corporation nor the leadership actually created the program. This point is noteworthy because in a company as large as GM, it was a huge success for such a program to become so widespread when it began at such a grass-roots level.

JumpStart was first conceived and implemented by a group of recent college graduates in the purchasing/order-to-delivery function of GM. A group of new hires within human resources, of which I was a part, followed suit for the HR function. Only within the past three and a half years or so has JumpStart grown into the model that Cheri Alexander (executive director of global human resources) is describing in the article.

Although I am no longer a part of JumpStart (nor General Motors, for that matter), it was encouraging for me to read about the initiative in your publication. Nonetheless, I am compelled to highlight that the program's uniqueness and effectiveness is largely attributed to its beginnings and not necessarily its apparent leadership-owned expansion.

Jennifer Taylor

HR generafist

Royal Oak, Michigan

ONLINE-STORY REACTIONS

THANKS FOR PUBLISHING the excellent article from Leslie Stevens-Huffman ("Hiring Top Sales Performers," workforce.com/topsales). I just attended a seminar here in Chicago that was presented by a leading national sales development organization. If only they understood one-tenth of what Ms. Stevens-Huffman puts forth. Instead, it was the same old "Great sales people need to be winners" jargon with no explanation of why or what that means, which only confuses managers and reinforces poor hiring practices. …

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