Job Title: Project Manager
Location: New Holland, PA
Submitted on: 29-Jan-04
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CNH came to be after a merger of Case Corporation and New Holland in
1999. The combined entity is owned by Fiat which was also the owner of
New Holland. In addition to these two companies several smaller
companies were acquired over the years mainly prior or immediately after
the merger. CNH is the number one maker of agricultural equipment and
number three in the construction business. There is no defined CNH
culture yet. CNH still has several sub-cultures that have common threads
but is generally highly diverse. International Harvester, Ford, Fiat
Agri, Allis, Case, Steiger, Steyr and Flexicoil continue to flex their
cultural muscle leading to several painful situations for employees in
the trenches. Generally speaking, the organization is highly political
and top-down with very limited empowerment at the employee levels. The
top and upper level executive positions are dominated by former Fiat
people and therefore there is a distinct European and mainly Italian
style of management. However, the top management is extremely focused on
the objectives of cost containment, revenue growth, debt retirement and
making the company profitable again. A commendable job has been done in
the last few years sorting through the recession.
The company for the average employee provides limited growth
opportunities at this juncture, given the lacklustre economy and the
merger after effects of having squeeze out the synergies. However, there
are several opportunities for good, hardworking and enterprising
individuals to make their presence felt. Its just that at this time
great performance is not being rewarded with promotions. The reward is
that you keep your job. This situation is likely to change in the next
few years and employees can look forward to growth opportunities soon
due to looming retirements and significant revenue growth.
The workforce is not significantly diverse, but the engineering and
manufacturing centers are generally dominated by men. Men from several
different countries in Europe, North America and Asia. Women dominate in
IT, purchasing, finance, HR and other service areas. The lack of
diversity is more due to the fact that fewer minorities choose CNH as an
employment destination rather than due to active discrimination
practised by the company. There are a clutch of asians in IT and supply
chain areas. Entry level opportunities are few at this time, and the
climb up the ladder is slow and deliberate. Instant success takes 20
years in this company.
The dress code is casual and jeans are tolerated at manufacturing
facilities. In the corporate offices in New Holland, Chicago and other
European offices business casual is required. Many in the Italian and
Belgian offices continue to wear ties to work. Part of the challenge of
being a corporate employee at CNH is being able to communicate
effectively with many whose native language is not English.
Hours are generally 8, but some may choose to work longer. The company
places no pressure on employees to work longer hours. In addition to the
normal holidays, Martin Luther King Day and Easter are also holidays. In
addition, there is a two week shut-down during Christmas. Generous
personal days and vacations continue to be provided.
Benefits are pretty decent although of late the health plans have become
expensive. The company has a good 401 (K) with 1 to 1 match till 10% and
the employee having the option of contributing upto 15%. The company
match is in CNH stock that can be redeemed every quarter.
The company performance is improving of late and expectations are high
for 2004. We believe a turnaround has been achieved and that the company
will prosper for the next several years.
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