agenda
| Tuesday, October 6, 2009 | |
| 7:15 a.m. | Registration and Networking Continental Breakfast |
| 8:00 a.m. | Welcome from the Chair |
| 8:15 a.m. | Aviation Week’s 2009 Annual Workforce Study: Separating Facts from Urban Myth Get an insiders perspective on the industry’s most comprehensive workforce study and understand the real issues and challenges impacting the A&D workforce. Key highlights of the study’s findings will be shared and presented with detailed analysis on:
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| 9:00 a.m. | KEYNOTE PRESENTATION Why Workforce Continues to Lead the List of Critical Issues for the Industry Similar to other U.S. industries, the aerospace industry is facing a science, technology, engineering and math (STEM) talent crisis. It’s now time to stop talking about the problem and start taking meaningful actions to begin building tomorrow’s aerospace workforce. This will not be a “quick-fix,” and all vested stakeholders must be aligned in order to achieve meaningful results within the next 10-12 years. Industry must commit to:
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| 9:45 a.m. | Networking Refreshment Break |
| 10:15 | Building the A&D Workforce … During an Economic Downturn For Boeing, the pressure to attract and retain new workers has never been greater. This is exacerbated by the impact of the downturned economy on the current workforce. So, what is America’s largest A&D company doing to weather the current situation and position itself for when the job market heats up again. To this end, Boeing is evolving and re-defining the role of Human Resources to:
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| 11:00 a.m. | Adopting an Integrated Approach to Talent Management and Human Capital Development: The Northrop Grumman Story Northrop Grumman recognizes fully that an organization is only as strong as its workforce. Consequently the defense contractor has adopted an integrated approach to talent management, talent acquisition and leadership development. This integration is focused on aligning and linking deployment and management of Northrop Grumman’s workforce with achievement of strategic business objectives. This session will share the organization’s progress to date with regards to such.
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| 11:45 a.m. | Identifying, Developing and Retaining Top Talent during Challenging Business Times This presentation will look at the current workforce demographic challenges facing today’s aerospace organizations, how to identify top talent and ensure they get the differentiated development required for them to be ready for the top leadership positions. In addition, the presentation will review Lockheed Martin’s Executive Assessment & Development Program and the key components of this program. This program not only ensures that key talent is developed and ready for senior leadership positions but also fosters an environment in which the organization is able to successfully retain these individuals and their respective knowledge and intellectual properties. Key learning points will address:
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| 12:30 p.m. | Networking Luncheon |
| 1:30 p.m. | Into the Second Decade at JetBlue: How Talent Management Can Get Us There! As JetBlue is about to celebrate a ten-year anniversary, we will discuss our talent management strategy and how it evolved over the last decade and our ongoing plan that we began implementing in 2007 to get us into our second decade of success. The story takes us from a small simplistic approach to a more sophisticated and cutting edge approach that directly links to improving shareholder value, customer loyalty and superb employee experience. We are approximately in the middle of a five year plan that involves refining our competencies, employee performance reviews, rewards and recognition program, succession planning, talent acquisition and weaving all of these elements into the corporate strategy. We recognize our people as our number one asset and what sets us apart from our competition. Over the next decade we hope to have better metrics in place that measure the specific JetBlue premium in terms of our people as it relates to our brand and culture. Key points will delve into:
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| 2:00 p.m. | Let the Leaders Manage Talent and Let HR Facilitate - Creating Ownership of Talent Management Outside of HR With the belief that there is no better time to ramp up leadership development programs than during tough economic times, American Airlines has invested in leadership development at relatively low or no cost. The ROI is high because the truest test of leadership occurs when business conditions are unfavorable, challenges are myriad and leaders are open to developing their competencies. In this session you will hear about American Airlines’ current approach to leadership development, an approach that begins with a revised leadership competency model. You’ll also learn how American rolled out a specific development program for its managing directors and select high potential managers. American is following this up with targeted programs for front line leaders. The airline has learned valuable lessons that we will share, including:
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| 2:30 p.m. | Utilizing a Critical Skills Database for Successful Knowledge Transfer and Knowledge Retention The baby boomer generation of aerospace engineers developed highly technical skills in a culture where ‘failure is not an option.’ The work was challenging and exciting, with long hours and little appreciation and the process of learning was over a lifetime. These engineers believed that hard work and dedication wins the race and we’re now asking them, to share that life long knowledge with the new generation of incoming engineers and technicians. Sounds simple, but perhaps not.
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| 3:00 p.m. | Networking Refreshment Break |
| 3:30 p.m. | Measuring the Value of Creating a High-Performance, Tiered Leadership Structure Delta Air Lines has adopted a tiered, performance-based leadership structure, the goal of which is to effectively distribute leadership across all levels of management to achieve optimal workforce performance and human capital development. Competency modeling is the backbone of this structure, which has yielded impressive talent management results and workforce development initiatives for the airline. Key takeaways of this session include:
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| 4;00 p.m. | Aligning HR with Engineering and Technical Operations to Achieve Optimal Skill Assessment and Talent Deployment All too often, HR, executive leadership and middle management work in relatively disparate silos, leaving costly talent gaps across the fabric of the organization. Strengthening the connection between these divisions and achieving greater alignment, communications and understanding between their respective requirements, has proven to yield superior talent deployment and workforce performance. This session will explore this pertinent subject and showcase the success strategies that ExpressJet Airlines has successfully leveraged and deployed in this regard.
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| 4:30 p.m. | Gaining the Technical Perspective Too frequently there is a tangible disconnect between HR professionals and their more technical counterparts. During this session, gain the perspectives and insights of technical operations and engineering professionals on how and why alignment and greater communication is necessary for achieving optimal MRO, program management and talent deployment results.
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| 5:00 p.m. | Close of Day One – Networking Reception |
| Day Two Wednesday, October 7, 2009 | |
| 7:30 a.m. | Continental Breakfast |
| 8:00 a.m. | Morning Re-Convene and Remarks from the Chair |
| 8:10 a.m. | Re-Establishing Aerospace Engineering as a Career Field Choice and Fostering the ‘Best of the Best’ The FAA has competitively established long-term public/private partnerships through Air Transportation Centers of Excellence, with more than 75 universities throughout the U.S. Centers support short- and long-term aviation research, offer education and training, and facilitate technology transfer and knowledge exchange. FAA COEs form flexible multidisciplinary teams providing business strategies to facilitate a coordinated and focused national research agenda, and a structure to prepare the next generation of aviation professionals. With close to $150M in matching funds contributed by industry and academia, the Agency assures that projects are relevant to the aviation community and maximizes technical synergy in new and emerging areas of aviation research. Additionally, students are educated and trained in important topics pertinent to developing and maintaining a safe, secure and efficient air transportation system. Discussion points will include:
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| 8:40 a.m. | Re-Establishing Engineering Fields within Aerospace as a Career Path of Choice There are approximately 56 million students in our country’s public and private schools and yet we are facing a national shortage of qualified aerospace workers. Why? For too many years, the aerospace community failed to leave a lasting “footprint” within America’s youth, who unlike their grand parents who grew up during the space race, have not been as inspired by modern aerospace and space exploration initiatives. Now is the time for the aerospace community to unite in a concerted effort to have a greater presence in America’s schools. Learning points of this session will address:
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| 9:10 a.m. | Developing Leaders at All Levels for Optimal Organization-Wide Talent Deployment Leadership is a core value at Rockwell Collins and as a result, everyone is expected to demonstrate leadership within their roles. To make this possible, development programs have been designed and implemented specifically targeting the development of leadership attributes among our individual contributor population. Two key programs, the Personal Leadership Program and the Enterprise Mentoring Program were launched in 2008. Learn how these programs connect to the bigger leadership picture at Rockwell Collins while providing relevant and applicable knowledge and skill development for the mass population. Key learning points of this session will zero in on:
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| 9:40 a.m. | Networking Refreshment Break |
| 10:10 a.m. | Promoting and Fostering Diversity Embry-Riddle has been honored for its initiatives to attract and retain a cross section of students, especially females, to its degree programs in engineering, a field that is still predominately male, both at the university and nationwide. The Embry-Riddle initiatives have been remarkably successful in attracting and retaining female students to the engineering profession. Embry-Riddle enrolls and graduates more female aerospace engineering students than the nation’s second and third largest programs combined. The diversity emphasis is also paying dividends in mechanical and civil engineering, where female enrollments and graduation rates are near 20 percent. Specific discussion points will include:
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| 10:40 a.m. | How HR and Leadership Can Partner Together to Overcome Road Blocks to Successful Culture Change When initiatives and strategies are decided at the top levels of the company it is often hard to get instituted as part of the operating rhythm for the people working in the organization. There are many reasons for this. Sometimes it is a lack of desire to see change or why there is a need for it. Other times it is a lack of understanding of the material and how it relates to the work that is being done. Still other times it is because of disconnection between leadership messages and employees. No matter the cause there are things that can be done to help drive successful implementation of the change in strategy or initiatives. In this presentation different steps will be explored to help employees accept and understand changes. As important, it will also look at:
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| 11:10 a.m. | Building Cross-Functional Leadership Raytheon understands the value of building cross-functional leadership at all levels of the organization. The company also recognizes the importance of challenging high-potential employees with assignments that push their limits. That’s why Raytheon established a Leadership Development Program to advance the company’s growth and cultivate the next generation of leaders. The Engineering Leadership Development Program offers Raytheon’s engineers the opportunity to engage various parts of the business, interact with management, develop innovative solutions to real business challenges, and begin to understand the bigger picture of where they — as engineers — fit in. Key learning points of this session will focus on:
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| 11:40 a.m. | Building the Acquisition Workforce Secretary of Defense Robert Gates announced that it was his intention to convert 11,000 existing contract positions in the acquisition workforce to government employees and to hire 9,000 more acquisition specialists all by 2015. This presentation will offer some near-term recommendations for achieving the objectives described by the Secretary of Defense for increasing the numbers and quality of the Department of Defense acquisition workforce.
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| 12:10 p.m. | CLOSING ADDRESS Developing and Training the Future Aerospace Workforce: Where Do We Go From Here? Nowhere will the critical shortage of engineering talent over the next decade be more pronounced than in the demographics of the NASA workforce. The National Institute of Aerospace was chartered with a mission to establish a new graduate education program and education outreach programs in support of the NASA Langley Research Center mission. This case study will summarize the maturation of these programs since 2003, highlighting their role in the development and training of the next generation workforce for NASA. Key learning points of the session will focus on how:
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| 12:45 p.m. | Conclusion of Forum |
