The epochal journey of the Ford Model T began this day in 1908. When it came to an easy and contented halt on May 27, 1927, fifteen million units had been sold. More significantly, the Model T had given wheels — four wheels — to the common man’s dreams. Until the Model T, three-wheeled cycle cars were the most the working class in the West could aspire for. The T enabled them to move on to four wheels. The car stayed affordable throughout the course of its production, its prices dropping from time to time.
The Model T is a lesson in the effective use of available technology. Ford quickly used the assembly line to mass-produce the T and steal a march over the competition.
The T also offers a lesson on how to choose a team. Henry Ford’s choice of managers, designers and engineers who would execute his vision of a car that any working person can own is a masterpiece by itself. It matches the principles of effective recruitment.
Team Model T had geniuses. It had people who would get their noses to the grinding stone. It had others who combined skill with industry. Then some others, who added the element of loyalty to the two. It was a balanced team, fully equipped to take on the challenges of producing a timeless machine, which would go on to be named the car of the twentieth century.
From the line-up, it is clear Henry Ford cherry-picked people who would bring a passion to the job.
At Detroit University School, Clarence Willard Avery, an efficient teacher of mechanical processes, had Edsel Ford, son of Henry Ford, among his students. On learning that Avery desired to work in the automobile industry, Edsel spoke to his father about him. Avery came on board and was part of the team that set up a moving assembly line for the Model T. His expertise, combined with enthusiastic participation, proved invaluable. The time taken to produce every Model T unit was greatly reduced. Companies look for people passionate about their jobs. Because, this quality helps where everything else fails. Especially when the market is down and the profits get thinner. Companies study potential candidates before signing them on. In circumstances where that is not possible, how does the HR team find out someone will enjoy his job? There are clues to look for, says HR consultant Saundarya Rajesh.
“Has the candidate evangelised a cause? Even a small one? Especially at entry levels, has he/she displayed a deep interest in anything? Anything at all? Could she cite examples of times when she changed the status quo ? And while she is describing that occasion, is she truly animated?” explains Saundarya.
Sometimes, the clues could lie in areas outside work. Saundarya believes volunteering engagements can say a lot about a candidate. It shows he/she is looking beyond money for meaning. To get a driven candidate, the recruiter has to be driven himself. “In most cases, candidates are put off because they don’t find the reciprocating passion in the recruiter,” says Saundarya.
Henry Ford was able to engage gifted employees, because he was going all out to carry out his vision. One such employee was C. Harold Wills, a man of many parts.
He specialised in metallurgy and design and he left his mark on the design of the Model T. He is also credited with ensuring for Ford cars, especially the Model N, a steady supply of lightweight but robust steel. Willis could do much of what he did due to the free hand given to him in the initial years. Wills would eventually part ways with Ford under not-so-happy circumstances, but that came much later.
Employees with path-breaking ideas can be viewed with suspicion. Cautious gatekeepers may throw cold water on the hot ideas promoted by such employees. Saundarya believes an organisation’s culture should create room for such employees.
She says, “Culture determines the boundaries to which an individual can go. A strong, cohesive culture is what I call a ‘salsa culture’.
The opposite is ‘soup culture’.” She explains that in a salsa culture, there is unity despite everyone retaining his original identity. In a soup culture, there is uniformity at the cost of individual thought.
Winning combinations need stability, which is provided by a group of efficient employees who are in for a long innings. Peter E. Martin and Charles E. Sorensen were such a team. Martin was first appointed production superintendent with Sorensen as his assistant.
To cut down costs, innovative processes were employed in the making of the Model T.
An able supervisory team was required to see these succeed. Martin and Sorensen filled that role. What is more noteworthy, the two worked together as one unit, for over three decades. While Martin rose in the organisation, Sorensen was content continuing with lesser prominence.
Summing up, the Ford Model T stands for affordability. For technological innovation. And, as is evident from these examples, it also stands for what can be achieved when a good team is firmly in place.
"An organisation’s culture should create room for employees with path-breaking ideas."
