POWERFUL RULES THE WORLD
SYMBOL OF POWER BE READY
FOR THE JOURNEY OF POWER
YOUR GUIDEDEV LOHAN
In the Beginning…• It all started in Milwaukee, Wisconsin in 1903 when William,
Walter, and Arthur Davidson, along with William S. Harley, created the first Harley-Davidson in their family shed.
• In 1907, the Harley-Davidson Motor Company was Incorporated.
• Both WWI & WWII spurred growth for the company due to the militaries demand for HD’s economical motorcycles.
• After WWII, the improved American economy, and higher demands for Harley-Davidson bikes encouraged the company to expand its efforts and purchase additional manufacturing capacity.
• In 1969, after over sixty years of success and growth, Harley-Davidson merged with the American Machine and Foundry Company (AMF).
Still Growing…• As the 1970’s roll around,
the company responds to the “Customizing Craze” by introducing new models.
• In 1984, Harley-Davidson goes public, and by 1987, is listed on the NYSE.
• By the end of the 1990’s, Harley-Davidson buys up Buell Motorcycle Company, and expands its business.
• Currently, Harley-Davidson continues to experience growth in all areas of sales and production.
The Business NYSE: HDI
• Manufacturer of motorcycles and motorcycle
parts and accessories.• 8,900 Employees
• “Harley-Davidson, Inc. is an action-oriented, international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders. Harley-Davidson believes the key to success is to balance stakeholders’ interests through the empowerment of all employees to focus on value-added activities.”
- Harley-Davidson “Vision”
Human resourceHarley-Davidson, Inc.
Workforce is extremely loyal 98% retention rate Sense of intense pride People want to work there Workforce has grown primarily from inside.
Environment before 2007
Human resourceHarley-Davidson, Inc.
Workforce maturity stellar growth would not last forever, impending retirement of the baby boom generation, to cultivate new streams of talent, to maintain high degrees of employee engagement, to find ways to leverage the workforce into increased
global competitiveness.
Then why Harley need HR reforms
Accenture model-Workforce and HR Performance are a top Executive Priority…
Key HR Initiatives
14%
11%
12%
11%
6%
64%
65%
66%
68%
69%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Improving the delivery of HR services
Improving employee engagement with/advocacyfor the company
Facilitating organizational change
Improving the adaptability of the business to newopportunities
Improving worker productivity
Satisfaction with Progress Importance
©Accenture 2004 All Rights Reserved. Patent Pending. 8
Source: The Accenture High-Performance Workforce Study 2004
…Yet few executives are highly satisfied with their progress on these initiatives
High Performance businesses are characterized by leading edge human capital capabilities.
9©Accenture 2004 All Rights Reserved. Patent Pending.
Human Capital Efficiency
Workforce Adaptability
Workforce Performance
Talent Management
Ability to ChangeEmployee Engagement
Leadership Capability
High PerformanceFramework
HighPerformanceAnatomy
MarketFocus
DistinctiveCapabilities
Human CapitalCapabilities*
* Tier 3 of Accenture’s Human Capital Development Framework
The Accenture Human Capital Development Framework is a tool to measure how well companies master these critical Human Capital
Capabilities
©Accenture 2004 All Rights Reserved. Patent Pending. 10
Productivity Quality Innovation Customers
Key Performance Drivers
Business Results
Human Capital Processes
Competency Management
Career Development
Performance Appraisal Succession Planning Recruiting Workforce
PlanningWorkplace Design
Rewards and Recognition
Employee Relations
Human Capital Strategy
Learning Management
Knowledge Management
Human Capital Infrastructure
Human Capital Capabilities
Tier 1
Tier 2
Tier 3
Tier 4
Workforce Performance
Employee Engagement Workforce Adaptability Ability to
ChangeTalent Management
LeadershipCapability
Human Capital Efficiency
Workforce Performance
Employee Engagement Workforce Adaptability Ability to
ChangeTalent Management
LeadershipCapability
Human Capital Efficiency
Change Management
Revenue Growth
ROIC or ROE (FS only)
Total Return to Shareholders Future Value Illustrative Business Measures
Human resourceHarley-Davidson, Inc.
Actionable appraisal plan HR information system-audit and strategies, HR infrastructure Workforce planning, rewards and recognition Maintain high degrees of employee engagement, Leverage the workforce into increased global
competitiveness.
After effect of Accenture
The Road AheadWith brand new models introduced in market, Harley-Davidson expects continued success throughout the coming year.
There are several economical concerns that the company will continue to keep in mind:
• Rising fuel prices that may impact sales• Rising interest rates
• Lowered consumer confidence
However, based on the growth that Harley-Davidson has experienced over the past decade, as well as the intrinsic valuation and ROE analysis, it is clear that this company is in it for the long haul.
THANK YOU
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