COMPANY OVERVIEW

Formed by the merger of Lockheed

Corporation with Martin Marietta
Founded : 1995
Headquarters : Maryland , Washington USA
Area served : Worldwide
Worlds largest defence contractor
Operating Income : $4505 billion
CEO : Marilyn Hewson ( 2013 )

CORE BUSINESS
Space and strategic missiles
Electronics
Aeronautics
Information & services
Energy & Environment
Global telecommunications

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

Diskens 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 customers trust
Competitive salaries and remuneration
Respect for human rights

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 Fotunes 500 list of largest industrial
corporations , 2014
Employees :- 1,16,000 , Dec 2012
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 dependent on innovations
Requires large investments in R&D
Non traditional suppliers like Microsoft and
Motorola
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
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
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 managers words
45% management over 50
Needed to rebuild the pipeline of leaders
Company culture ( tech exp. over leadership
ability
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
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
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

CULTURAL INTEGRATION
Confusion about heritages within the company
Integration into one common culture
Building a support network

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
Diskens key objectives :
Productivity enhancement
Enhancing LM image as an employer of
choice
increasing job satisfaction & employee
retention
Discovering and sharing best practices,
Common culture
Standardisation of management practices
More robust process in recruitment
Align the companys interests with jobs

Motivate, perform and develop the talents

Clear performance expectations
More accountability
Stringent performance monitoring
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)
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 organisations models
LEARNINGS FROM TALENT MANAGEMENT
PERSPECTIVE
The importance of financial, operational and
cultural integration
Cost competitiveness
Importance of organisational culture