Solved: PEOPLE PRACTICE FOR BOING COMPANY How do they regard and value

How do they regard and value their human resources?

Boeing is fully aware of the competitive position in the job market. According to their internal assessment, a 60% of its overall employee base will be eligible for retirement by the next 10 years. Therefore, in order to hire a fresh set of talent, who can be a valuable, rare, inimitable, and non-replaceable resource in the coming future, the company is focusing on making the culture and systems more attractive to the prospective job seekers. As it values the human resource as very crucial and important resource to compete in the market a whole new set of benefits and HR services are innovated by the company to attract talent.

What unique practices do they use? How do they differentiate human asset practice?

The following unique HR practices are specific to Boeing and are highlighted because they produce immense employee satisfaction.

1. Pay and benefit profiling – Employees know the actual cost the company in incurring or investing on them. This is in addition to their individual salary.
2. Boeing provides leadership development programs and uses a Leaders Teaching Leaders methodology to develop leaders, open the culture and create a one-company mindset through all levels of the organization.
3. Though not unique to Boeing, the employee engagement survey is used to find the gaps between the employees’ self-vision and company’s objectives.
4. The services are provided after verification (e.g. dependent verification). This reduces the overall cost and lets the company invest in other forms of services.
5. Boeing HR has created a new Functional Excellence Program, designed to align all HR professionals around a “common language” and tool set for driving business results.

How do they handle international staff cultural differences?

At Boeing, HR uses both internal and external trainers, and a mix of tools and techniques (e.g. from online modules to afternoon seminars to one-on-one training) to help an international employee become more culturally cognizant. All the employees including the international ones are trained using GlobeSmart, an online resource. Workers and their families beginning on overseas assignments are given one-on-one sensitivity training and cultural orientation sessions. The objective is to make sure that the employees are “not just landing in a country and getting introduced for the first time,”. The company also has introduced a “lunch and learn” cultural talks, employee rotation programs to let the overseas employees work for 9 to 18 months in the USA, and diversity summits twice a year in different locations in the USA. Boeing’s leaders also take the “passport series” of training sessions, which are aimed to remove hard barriers of culture (e.g. language, customers) and are structured and classroom-based.