lockheed martin: changing the composition of the workplace

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Lockheed Martin: Changing the Composition of the Workplace Presented by: Brooke Thomas

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Lockheed Martin: Changing the Composition of the Workplace. Presented by: Brooke Thomas. Overview. History Leadership Connecting the Changing Workforce LM People LM HealthWorks Alternative Work Schedules Take Away. History. - PowerPoint PPT Presentation

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Page 1: Lockheed Martin: Changing the Composition of the Workplace

Lockheed Martin: Changing the

Composition of the Workplace

Presented by:

Brooke Thomas

Page 2: Lockheed Martin: Changing the Composition of the Workplace

Overview

• History

• Leadership

• Connecting the Changing Workforce

• LM People

• LM HealthWorks

• Alternative Work Schedules

• Take Away

Page 3: Lockheed Martin: Changing the Composition of the Workplace

History

• Lockheed Corporation & Martin Marietta Corporation merged in March 1995

• Estimated revenue of $47 billion

• 74% from military sales

• Leading defense contractor

Page 4: Lockheed Martin: Changing the Composition of the Workplace

Leadership

• Full Spectrum Model

• Five qualities

– Shape the future

– Build effective relationships

– Energize the team

– Deliver results

– Model personal excellence integrity and accountability

• Measured, promoted and evaluated based on 360 degree performance assessment

Page 5: Lockheed Martin: Changing the Composition of the Workplace

Connecting the Workforce

• Implement corporate wide programs

• Foster Leaders

– College graduates

– Veterans

– Experienced Professionals

– Retirement Eligible Professionals

Page 6: Lockheed Martin: Changing the Composition of the Workplace

College Graduates

• Top 20 percent of class

• Leadership Development Program• On-the-job training• Online learning• Special job assignments• Participation on special task forces

• Less concerned with salary, more concerned with work-life balance

Page 7: Lockheed Martin: Changing the Composition of the Workplace

Veterans

• Military Relations Managers

– Offers careers aligned with positions and skills sets sampled from military

– Training Assistance Programs

• Training courses

• Internal networking

• Research career interests

• Apply

Page 8: Lockheed Martin: Changing the Composition of the Workplace

Experienced Professionals

• Brown bag lunches

• Mentoring and coaching

• Internal and external educational opportunities

• Formal career building

• Institute for Leadership Excellence

Page 9: Lockheed Martin: Changing the Composition of the Workplace

Retirement Ready Employees

• 60 percent of workforce

• Knowledge management

• Retirement planning

Page 10: Lockheed Martin: Changing the Composition of the Workplace

LM People

• Integrated system

• Standardizes career planning & professional training

– Leadership training

– Performance Management

– Mentoring

– Educational Opportunities

Page 11: Lockheed Martin: Changing the Composition of the Workplace

LM HealthWorks

Wellness & Prevention

Health Plan

Mission

Take Action

Page 12: Lockheed Martin: Changing the Composition of the Workplace

Work Alternative Schedules

• Flex Schedule

• Telecommuting

• Longer weekends

Page 13: Lockheed Martin: Changing the Composition of the Workplace

Take Away

• Connect the workforce

• Spend the money

• Align goals of talent management principles

– Integration

– Segmentation

– Agility

Page 14: Lockheed Martin: Changing the Composition of the Workplace

Questions?

Page 15: Lockheed Martin: Changing the Composition of the Workplace

References• Polishing our ethical performance. (n.d.). Lockheed Martin online. Retrieved

• from http://www.lockheedmartin.com/us/who-we-are/ethics/culture-ethics.html

• Barney, L. (2011, December 19). Boomers push back retirement six years. Employee Benefits.

• Retrieved from http://ebn.benefitnews.com/news/baby-boomers-delayed-retirement-allstate-national-journal-2720777-1.html

• Irvine, D. (2010). How to reward a multigenerational and culturally diverse workforce.

• The Magazine of WorldatWork. 4 (10), 63-68.

• Greene-Shortridge, T., McEntire, L. (2011). Recruiting and selecting leaders for

• innovation: how to find the right leader. Advances in Developing Human Resources, 13 (3).266-278. Doi: 10.1177/1523422311424712.

• Mitchell, K. (2006, March 27). Productivity does not end with age; incremental steps are key to

• securing older workforces. Business Insurance, 40 (13). 10. Retrieved from http://go.galegroup.com/ps/i.do?id=GALE%7CA143835228&v=2.1&u=west41605&it=r&p=AONE&sw=w

• Purcell, P. (2003). Older workers: recent trends in employment and retirement. Journal

• of Deferred Compensation, 8 (3), 85-102.

• Sellstrom, D. (2010). Wellness programs require a thorough check-up. Employee Benefit

• Plan Review, 26-28.

• Stevens, R. (2007). Forging full spectrum leaders. Annapolis, Md. Retrieved from

• http://www.lockheedmartin.com/us/news/speeches/072307-stevens.html

• Stevens, R. (2010). Opening of the center for leadership, innovation and change.

• College Park, Md. Retrieved from http://www.lockheedmartin.com/us/news/speeches/10012010-stevens-clic-opening.html

• Towers Watson. (2011). The talent management and rewards imperative for 2012.

• Retrieved from http://www.worldatwork.org/waw/adimLink?id=56563