Andrew Jackson, human resources director at Ford Motors in Russia, reveals what it takes to make it through the company’s tough employee selection process and gives some background information on Ford’s activities here.

The Leader: How did you come to work at Ford?

Mr. Jackson: My first job after graduation from the department of Politics at Warwick University (UK) in 1983 was with Ford. I chose to work here because I was impressed by what I saw, a world-famous company that could offer me the challenges and career I wanted. I knew early on that I wanted to work for a company that offered global career opportunities — and this has happened.

The Leader: What are your main responsibilities?

Mr. Jackson: My main responsibilities are connected with people — hiring, training, retaining, motivating, communicating, rewarding, teaching and counseling. I am also responsible for security, fire and safety.

The Leader: How did Ford get involved with Russia?

Mr. Jackson: Ford Motor Co. built its first car in 1903 and four years later, the company appointed an agent in St. Petersburg to sell the Model T. Sales activities continued until 1929 when Ford erected Russia's first mass-production vehicle plant in Nizhny Novgorod. The plant manufactured cars and trucks for 10 years.

In 1997, Ford established a marketing and sales office in Moscow and, in 1998, announced that it would manufacture in Russia again at a site about 35 km northeast of St. Petersburg in the Vsevolozhsk district. Total investment in the site is $150 million.

The Leader: What is Ford’s position today, and why is it investing in Russia?

Mr. Jackson: Ford is owned by its shareholders. About 40 percent of the stock is owned by the Ford family, and Mr. William Clay Ford Jr. is chairman of the Board. The company is transforming itself from being a traditional industrial-style concern into a dynamic global company that has a consumer mindset with intensive customer focus. Ford is investing in Russia because the country simply cannot be ignored. It represents a fantastic market that we must be in. I am proud that Ford has the courage to be the first major Western manufacturer to build cars in Russia.

The Leader: How do you see the firm developing in Russia?

Mr. Jackson: Market conditions will be totally different 10 years from now. We need to be in at the beginning to be a significant player. At Ford, we intend to be a significant player in the Russian auto market, but we need to start now.

The Leader: Why did you choose St. Petersburg?

Mr. Jackson: Leningrad Oblast offers great advantages. Apart from the government tax incentives to manufacture here, our location has a port for bringing in components and St. Petersburg itself is a significant market. While our manufacturing is in St. Petersburg, our marketing and sales office is in Moscow. Moscow and St. Petersburg account for 80 percent of our Russian sales.

The Leader: How many employees do you have in Russia?

Mr. Jackson: We have 46 Russian employees in Moscow and 78 in St. Petersburg. We have 13 foreigners in St. Petersburg and seven in Moscow. Obviously, as we ramp up our manufacturing in St. Petersburg we will eventually take on more people, and in the end there will be 300-400 people.

Once we have got up and running, most of the foreigners will leave and the Russians will assume more managerial responsibility. This process is already happening, as we have Russians in management positions in manufacturing, marketing and sales, supply, public affairs, government relations, finance and HR. Everybody is expected to contribute and deliver — it does not matter what country you come from.

The Leader: In what areas do you employ the most people?

Mr. Jackson: Up to now, it has been primarily in our marketing and sales office and accounting, finance and HR. Now, we are looking more on the technical side for engineers and production people.

The Leader: What kind of benefits do you offer staff?

Mr. Jackson: We offer very competitive salaries and benefits, because we want to attract the best people. A lot of the benefits are universal, e.g. medical, life and disability insurance. Ford usually offers these benefits in varying degrees to all employees globally. In Russia, we provide subsidized lunches, childbirth assistance — covering costs of hospitals and midwives — and transportation help with getting to work.

The Leader: Are you recruiting in Russia at the moment?

Mr. Jackson: Yes — primarily in St. Petersburg in our manufacturing operation. We keep an extensive database and we are honored that people show an interest in us. We view anybody that has taken the trouble of contacting us as a VIP, even if they may not be recruited — they are future potential customers and I am very conscious of that. Anyone interested can send a resume to fax number (812) 346-71-12 or e-mail: srecept1@ford.com or mail it to our postal address.

The Leader: What kind of person fits in at Ford?

Mr. Jackson: A well-balanced person who combines working with outside interests such as spending time with family and friends. If you are hardworking and dedicated, show initiative and can implement ideas then I think you will be successful. Patience and humor also come in handy.

The Leader: What is your selection process like?

Mr. Jackson: I would not be surprised if our selection process is the most extensive that Russia has ever seen. We look for 12 Ford Leadership Behaviors that people should demonstrate: Integrity, Courage, Durability, People Development, Teamwork, Communication, Drive for Results, Systematic Thinking, Desire To Serve, Business Acumen, Innovation and Quality Methods.

Our assessment centers place potential recruits in role-playing scenarios to measure how they perform against various set criteria. We also use occupational personality questionnaires that give you an additional insight through a proven methodology of what a person is going to be like when they work for you. No selection process is perfect, but I believe that the more information you have before taking a hiring decision, the more of a chance you will have of selecting the right person.

The Leader: Is it harder for a woman to get a top managerial position in Russia?

Mr. Jackson: I do worry that this may be the case in Russia, and it is disturbing. At Ford we feel very strongly about this, and I'm pleased to say that we have several women in managerial positions. Just recently, we appointed a woman to manage our Car Body Construction area. A diverse workforce is critical for us — if nothing else because our customers are also diverse.

The Leader: Where else have you worked, and how would you compare that with Russia?

Mr. Jackson: I have worked in Britain, Portugal and China. Each country has its own characteristics. The Portuguese have a Latin style and are apssionate about what they do. In China, there is an emphasis on connections and long-termism. In Russia, I have noticed that people are generally intelligent and highly educated with the ability to hang in there during hard times.