Ingredients of success
How total pay and benefits can
Boeing's pay and benefits programs are designed to be a competitive, integrated package with some choices built in. In addition to "traditional" benefits—health, savings and pension plans—Boeing provides resources that help employees gain skills for lifelong employability and achieve balance between their work and personal lives.
"Just as Boeing provides customers with products that connect the world, the company is working to help connect and support its people," said Chairman and CEO Phil Condit. "It's up to Boeing people to optimize their benefits, 'wellbeing' programs and career resources."
Whether it's taking advantage of learning resources, using the Employee Assistance Program for private counseling or contributing to a Boeing Savings program, employees have the opportunity to take full advantage of the company's pay, benefits, development and worklife programs. Together, they are part of the total package that creates the working at Boeing experience (see the Total Package pie chart).
"If you add up the total value of annual pay and benefits—plus consider the intangibles of challenging work, opportunities to grow and/or move to new locations, and camaraderie among diverse coworkers—being part of Boeing is worth significantly more than what we typically think of as 'base pay,'" said Laurette Koellner, chief People and Administration officer and member of the Office of the Chairman. "The People organization constantly monitors how these pieces fit together for our people throughout the world and how to make improvements."
An example of adjusting with the times is Boeing's military leave package. In response to call ups related to Sept. 11th, and then the war in Iraq, the company has extended for up to 60 months its military pay differential and medical, dental and basic life insurance benefits to National Guard and Reserve employees called to active duty (the standard policy is 90 days).
"We believe it is our duty to fully support these teammates so they can focus on their mission and know that their families are provided for in the interim," Koellner noted.
Layoffs are another example of where Boeing goes the extra mile to help our people by providing advance notices, transition centers and layoff benefits.
"As the aerospace industry goes through these tough economic times and as technology changes ever faster, Boeing takes a strong position on continuous skill development for lifelong employability," said Koellner. "Layoffs are painful for everyone. But we encourage people to take advantage of our numerous learning programs to keep up-to-date on marketable skills they can use … preferably with Boeing, but also with other employers if necessary."
One of the 'Intangibles'—Employee Involvement
"At other companies, new guys don't often get the chance to contribute as full participants," said Bari Greenberg, a configuration management engineer with Boeing Training Systems and Services. "I've been with Boeing only two years, but I've had some positive experiences with process improvements, especially with the software engineering team working on the Apache Rotorcraft Training System. I've seen our managers provide opportunities for new people to share their ideas from a fresh perspective. It's rewarding to know I have more to contribute than just the day-to-day work."
Another "benefit" of working at Boeing can be employee involvement.
"It can be anything from being given the authority to address the frustrations in our daily work, to being invited to contribute to initiatives that change the way we do business," said Cheryl Park, Director, Organizational Development and member of the People Process Council.
"When we are each able to contribute the most of our skills, ability, interest and enthusiasm everyday, we all win—our people, our company, our customers and suppliers, our partners and shareholders —even our world."
For example, Boeing's Delta rocket factory in Decatur, Ala., strives to operate within the philosophy of employee involvement, encompassing the principles of Lean manufacturing, quality system thinking and team maturity.
"The team-based organization is a key foundation of the Decatur culture," said Susan Moore, director, People and Administration, in Decatur. "All teammates, including salaried employees and the hourly employees represented by the International Association of Machinists and Aerospace Workers, benefit from the intangibles of this high involvement workplace. But the greatest rewards will benefit our customers.
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