Cover Story: International Growth Reflects ... - Lockheed Martin

Jim StevensDirector, HRAccess, IS&GS-Civil, Rockville, Md.Years of Service: 16LM Voice survey feedback led Jim Stevens andhis to team to address workforce engagementand the challenge of balancing customer-driventasks with activities that would accomplishthat focus. Both are critical relationships thatare deserving of time and attention, but schedulechanges and conflicts are inevitable.Stevens and his team took a proactive approachto sharing information with theemployees, creating more opportunities fortwo-way dialogue including all-hands meetings,roundtable discussions, and one-on-oneconversations. They also revamped theiremployee recognition process and how theyprovide career development opportunities.The results not only yielded more informedand effectively engaged employees, but alsoimproved management communication andengagement. More employees were placed ingrowth positions, helping to bring added valueto the business and increase productivity."The increased communication has been keyto keeping employees engaged and productiveduring a period of demanding challenges,"Stevens said.On-going actions will include holding careerdevelopment brown bag sessions, developingstretch assignments, and increasing recognitionopportunities.Ernie CaliDeputy, Enterprise Information Solutions and Director of OperationsIS&GS-Defense, Alexandria, Va.Years of Service: 30More than 90 percent of the Enterprise ITSolutions (EITS) employees work on customerpremises. LM Voice survey results indicatedthat many employees expressed feeling disconnectedfrom the organization. EITS OperationsDirector Ernie Cali and his team challengedthemselves to reach out and touch all 1,800employees—many of whom have never beento a Lockheed Martin facility.An Employee Engagement Campaign waslaunched to ensure a connection was establishedwith each employee during the year.More than 75 Employee Engagement Sessionswere held at more than 20 sites. The sessionsfocused on linking each person to the missionand the organization while increasing awarenessof IS&GS strategies and capabilities,and encouraging participation in mentoringand transformational initiatives. Nearly 300Washington-based employees attended theteam’s first extended EITS Get Engaged Sessionat the Global Vision Center in Crystal City, Va.A second initiative connected employeesthrough a pilot program for front-line leadership."The emphasis here was to reinforcethe impact and influence that leaders haveon the success of their teams," explained KimAlexander, EITS HRBP.Feedback from these initiatives has beenpositive. Employees are energized, excited andmotivated to share their LM connection withother employees and with customers, and theycontinue to be the top discriminator for thebusiness."I am always so impressed by our employees’commitment to support Every Person, EveryMission, Every Day," Cali added.Connect Magazine | Q4 2012 5