The second class is graduating in November 2012 and a third class is already in the planning stages.
Randy Villacis, a June 2012 graduate, has already secured a manufacturing manager’s role and speaks highly of the leadership training program. He indicated that the soft skills training programs customized to the Boeing culture were effective in helping him to build and practise the leadership and management skills he requires in his new position.
Villacis also praised the rigorous selection process as it helped to develop his self-confidence and to confirm that he was on the right path. Villacis is looking forward to blending his technical knowledge with his newly minted skill in the role of manufacturing manager.
Villacis added that the internal Boeing leadership program has served to increase morale as employees see the company truly investing in its employees. In return, Boeing has secured employee loyalty, something that will surely help to fill that talent pipeline.
As with any program, ongoing evaluations are a must. After a program review by the HR team, several adjustments have been made. For instance, the program was restructured to a six-month time frame. The job shadowing element will be reduced to a two-week period. The open public forums proved successful in providing a birds-eye view of a managerial role and will continue as is. As well, the selection process proved to be an excellent tool for choosing the right candidates and this aspect of the program will also be continued.
There’s no two ways about it: Succession planning today is such a necessity, yet it remains one of the most neglected areas of human resource management. Perhaps the success of the Boeing program will stimulate other organizations to recognize how valuable this function can be to filling the pipeline with talented employees.
Source: Interviews with Catherine Bain, Jody Cummings, Celes Isidro and Randy Villacis from Boeing Canada Technology, SHRM Survey Findings: SHRM-AARP Strategic Workforce Planning, April 2012.