On-Site Educational Enrichment Gets Into High Gear at Mazda.

Beginning in Summer, 1999, Mazda North American Operations (located in Irvine) fired up the undergraduate Bachelor of Arts in Business Administration degree program for all interested employees. But the educational endeavor was not implemented haphazardly; sound logic was used in selecting the degree program best suited to both the employee and employer.

Interest in an on-site degree program, initiated by Laurie Henderson, Manager, People Strategies and Satisfaction, was evaluated by a focus group, over one hundred formal surveys, and fifteen phone surveys of non-degreed employees. The focus group identified the benefits sought, which were convenience, proximity (no drive time), large employee participation numbers, easy formation of study groups, cross-functional collaboration, and continuous learning. The formal survey asked whether or not an employee would be interested in attending a college degree program on site, and if the individual was currently enrolled in school. Sound majorities were interested in the on-site program, and were not currently enrolled in school. The preliminary phone survey found no specific university requests, but the school must be accredited, with the Bachelor's degree program of major interest.

The benefits to the company were researched, and the results were positive; building morale through cross-functional teamwork, more degreed employees (as a result), and no lost work time--the employee can go to class directly after work. Five universities were researched, both public and private. The concourse d' elegance trophy went The University of La Verne. Reasons cited were WASC accreditation, time-honored tradition, over thirty-one years in off-campus degree delivery, ten-week classes (similar to on-campus environment), cost effectiveness, convenience and flexibility, ongoing academic advisement, transfer of applicable college coursework at no charge, small class sizes, and attending a genuine graduation ceremony on a campus well into its' 108th year of operation.

An education awareness day ensued, with all employees sent an invitation. The day was full of educational activity, with informal advisement assessments, a Lunch n' Learn Seminar directly applicable to the prospective student ("How can I go to The University and still have a life?"), followed by two more surveys, one after the informal assessment, and the other after the seminar. Every step of the way, Ms. Henderson, made sure the degree program was what the employees wanted, and worked closely with the School of Continuing Education to make it as easy as possible for Mazda employees to go to school. A handsome tuition reimbursement program was already in place, minimizing out-of -pocket student expenses (students are still free to attend the school of their choice, and be reimbursed up to the fiscal limit). A streamlined tuition payment schedule was implemented, allowing students the convenience to begin classes without paying the typical registration/tuition fees. This was made possible through a direct billing agreement between Mazda, and ULV, thus reducing the paper trail, increasing efficiency for all parties involved. And the result? A large portion of Mazda's corporate workforce entered the program, enthused, informed, and ready to tackle that elusive Bachelor's degree.

News of Mazda's sound commitment to its' employees was expanded upon, recently published in the Bureau of National Affairs (Vol. 50, No. 34, August 26, 1999) Bulletin To Management. Not only did the HR department improve its approval rating by a whopping thirty-seven percent, they won both the 'most improved' award August 8 from HR Solutions in Chicago, and the coveted HR Service Excellence Award!

The on-site degree program's inception to actual implementation took over five months; quite a lot of work, but the results are evident. Andrea Kelly, Vice President of Mazda's HR department, sums up the company's success and devotion to its' employees: "'This team is so excited and energized by our transformation...It's all about making the company the employees' company."' The race does, in this case, go to both the swift and sure. The checkered flag waves for Mazda, where people really do come first!

G.E. Schmutzer is ULV Corporate Contact Director