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Lockheed martin - the employer of choice mission

Lockheed martin's story of developing a new culture by integrating all the cultures within the organisation through a series of processes

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Lockheed martin - the employer of choice mission

  1. 1. THE EMPLOYER OF CHOICE MISSION 1
  2. 2. 2
  3. 3. 3 Space Systems Aeronautics Information Systems & Global Solutions Missiles & Fire Control Mission Systems & Training
  4. 4. 4 COMPANY OVERVIEW • Formed by the merger of Lockheed Corporation with Martin Marietta • Founded : 1995 • Headquarters : Maryland , Washington USA • Area served : Worldwide • http://www.lockheedmartin.com/us/who-we-are/ global.html • World’s largest defence contractor • Operating Income : $4505 billion • CEO : Marilyn Hewson ( 2013 )
  5. 5. 5 CORE BUSINESS • Space and strategic missiles • Electronics • Aeronautics • Information & services • Energy & Environment • Global telecommunications
  6. 6. 6 VISION AND VALUE STATEMENT • Vision : Be the global leader in supporting our customers to strengthen global security, deliver citizen services and advance scientific discovery • Value statement : - Do What's Right Respect Others Perform With Excellence
  7. 7. 7 Disken’s task • Ken disken , VP, HR, Electronics sector • Task : Identifying best practice elements to transfer across organisation • Challenges : - Cost competitive, non-traditional players • Study comprised all aspects of Employee development • Goal : Becoming an employer of choice Respect and empowerment Perform with excellence Mission importance and customer’s trust Competitive salaries and remuneration Respect for human rights
  8. 8. 8 CORPORATE STRUCTURE • 60 operating companies • 939 facilities, 457 cities, 45 states in US • Business in 56 Nations • Developers of Aircrafts, Hubble space telescope, Missiles, submarines, Space shuttles, ATC, Night vision , post office automation, Transaction processes, • Research facilities like Atomic Power national laboratories • Highly classified products and services • Ranked 59th Fotune’s 500 list of largest industrial corporations , 2014 • Employees :- 1,16,000 , Dec 2012
  9. 9. 9 CHANGES IN DEFENSE INDUSTRY • Cuts in defence expenditures • Series of failures, acquisition of NG • Consolidate or evaporate – message from defense Min. • Highly competitive industry • Highly dependant on innovations • Requires large investments in R&D • Non traditional suppliers like Microsoft and Motorola
  10. 10. 10 HRM APPROACH • Cultural and organisational integration while satisfying customer and business objectives • Hard task to effectively blend 17 cultures • Highly technical industry • Zero tolerance for failure • Command and control mentality • Increased competitiveness , for survival they needed a change
  11. 11. 11 EMPLOYER OF CHOICE INITIATIVE • Started as an effort to attract top talent • A company that was able to attract, motivate, train and retain the most highly talented people available • Exhibit 6
  12. 12. 12 CHALLENGES • Tough labour market for management and technical talent • Recruiting only US Citizens • Control oriented culture • Competition with dot-coms • No stock option incentives • LM manager’s words • 45% management over 50 • Needed to rebuild the pipeline of leaders • Company culture ( tech exp. over leadership ability )
  13. 13. 13 LM-21 INITIATIVE • Making fundamental changes in doing business by creating a new corporate culture • In past , more focus on technical strength not on contracts • Competitors occupied similar technical capabilities • LM 21 initiative was to remain competitive
  14. 14. 14 CORPORATE INITIATIVE • Many world class processes existed but no business was world class • Identification and sharing of best practices • Unified implementation • Scope in 7 core functional areas i.e. engineering, procurement, operations, program management, indirect cost, employee development and corporate center • Expected benefits
  15. 15. 15 BENCHMARKING & IMPLEMETATION • Identified best practice area of focus within a functional area , then conducted interviews at both internal and external companies • Identified several benchmarking elements • Created a matrix and sorted into categories (exh.10) • Presentation to functional manager • Use his feedback and recommendation • Choices of implantation to individual companies • The transfer process , pilot trial • Organisation wide implementation
  16. 16. 16 CULTURAL INTEGRATION • Confusion about heritages within the company • Integration into one common culture • Building a support network
  17. 17. 17 EMPLOYEE DEVELOPMENT • Benchmarking team comprised of HR representatives across the corporation • Interviewed senior functional managers, HR personnel, Employee representatives • Ten best practice areas ( Exh. 9 ) • Team prepared a detailed report for ken Disken • Disken’s key objectives : Productivity enhancement Enhancing LM image as an employer of choice increasing job satisfaction & employee retention
  18. 18. 18 • Discovering and sharing best practices, • Common culture • Standardisation of management practices • More robust process in recruitment • Align the company’s interests with jobs • Motivate, perform and develop the talents • Clear performance expectations • More accountability • Stringent performance monitoring
  19. 19. 19 EXPECTED RESULTS • Individual/ team effectiveness and productivity • Knowledge and overall know-how • Job satisfaction • Employee retention • This would further improve :- • Cost reduction • Increases in quality, time to market, customer service • Goal of tying HRM initiatives to corporate strategy and shareholder value • According to Disken (Paragraph)
  20. 20. 20 THE DECISION • How to effectively position the employee development initiatives to catch the attention of the leadership ? • Commitment of the leaders • Amount of attention on the results of external benchmark studies • Risk of raising the performance without following any other organisation’s models
  21. 21. 21 LEARNINGS FROM TALENT MANAGEMENT PERSPECTIVE • The importance of financial, operational and cultural integration • Cost competitiveness • Importance of organisational culture
  22. 22. 22
  23. 23. RANJAN . E . RAJAN

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  • PKumar13

    Aug. 8, 2015

Lockheed martin's story of developing a new culture by integrating all the cultures within the organisation through a series of processes

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