Recruitment & Engagement

It is essential to our business to maintain the dynamic, engaged, and diverse workforce that innovation in mobility requires. We work hard to find and recruit the right talent and to ensure that they find their work challenging, fulfilling, and inspiring every day they come to work.

Employee Engagement Survey

 

2012

2011

New Employee Hires

5,013

5,963

Employee Turnover

2.6%

2.6%

To get the most from employees, employees must be both engaged and enabled to channel their extra efforts productively. In addition to employee engagement, it is necessary to examine aspects of enablement that assess how supported employees are today, and how the work environment and processes facilitate employee productivity.

In October 2012, we administered our annual Employee Engagement Survey, which measures both engagement and enablement, and, for the first time, we harmonized the survey across all of our locations globally. This alignment will help us capture better data and analyze the data we receive more comprehensively to identify the changes that need to be made.

Approximately 83% of all employees responded to the voluntary 2012 survey. Bombardier’s overall engagement score is 72% and the overall enablement score is 67%, exceeding the Hay Group Manufacturing norm and almost reaching the Hay Group High Performance Organizations norm of 76% for engagement and 71% for enablement. The results confirmed that employees continue to be highly engaged in their work and in the organization.

 

Employees Agreed (2012)*
 

Employees Agreed (2011)
 

Manufacturing Norm (2012)
 

High-performing organizations norm (2012)

The person to whom I report trusts me to deliver a good job

90%

89%

86%

84%

I have a clear understanding of what is expected of me in my job

89%

87%

84%

89%

I feel proud of the products we produce

89%

89%

-

-

I feel proud to work for this organization

83%

84%

79%

85%

My work area is safe

85%

84%

76%

79%

Overall, I am satisfied with this organization as a place to work

81%

81%

67%

77%

There is good cooperation and teamwork within my team

80%

79%

71%

80%

In my site/location, we take concrete steps to protect the environment

76%

75%

67%

77%

My job provides me with the opportunity to do challenging and interesting work

75%

79%

68%

77%

This organization is socially responsible (a good "corporate citizen")

71%

73%

74%

85%

* Note – changes of less than 5% are not considered statistically significant

The survey also revealed certain key areas for improvement, which include:

  • Breaking down barriers between teams to improve internal collaboration
  • Better enabling employee development and improving how talent and career opportunities are managed
  • Following up on survey results to ensure feedback is used constructively

We will focus on each of these areas in 2013.

Recruiting Great Talent

Finding the right talent globally impacts productivity, customer satisfaction, risk management, and profitability.

Enhancing our Recruiting Practices

The market for talent is incredibly competitive – particularly given the global economic situation. To compete, we made several upgrades to our recruitment practices this year, including the following:

  • Creating role profiles for each function to better guide recruiters in seeking the right talent
  • Increasing our use of social media to identify and engage with talent
  • Investing in technology to create a better online experience for candidates and improve our ability to track the impact of our recruitment activities

Finding Qualified Workers

Much of the work we do requires engineers or other highly-skilled technical workers. There is a severe and growing shortage in the market of these types of employees and we are sometimes challenged to find the resources we need in the markets we need them in.

In addition to working through our own recruiting channels, we are addressing this challenge in two primary ways:

  1. We engage closely with governments and universities in our markets to find – or train – local talent to be able to meet our growing needs. For example, from June to August 2012, two Bombardier employees provided train-the-trainer session to four teachers at the Institut des Métiers de L'Aéronautique in Casablanca to enable them to train local workers for jobs as aircraft assemblers in Bombardier’s new sites in Morocco. The four-certified trainers completed 16 weeks of classes with the first cohort of 26 students, 18 of whom have already begun work in a Bombardier facility.

  2. We provide philanthropic support to programs that provide education and training to students interested in pursuing careers in science and technology – particularly in relation to planes and trains.

Fostering Diversity and Inclusion

We are a global company with a broad range of culturally diverse employees working in 48 countries, speaking 70 languages, and representing more than 100 nationalities. Having such a diverse workforce provides us with a nuanced perspective on business issues and a stronger grasp of customers’ needs. It also fosters creativity, sparking forward thinking and innovation.

We strive to raise awareness at all levels of the organization of the importance of inclusion and the benefits of a diverse workforce. One of our key ongoing objectives is to recruit and retain diverse talent across our company. We support this objective through several diversity programs focused on fostering inclusiveness at Bombardier, including the following:

  • Annual Development Sessions: Speaking engagements featuring women in executive leadership positions at other prominent global organizations (e.g. Air Canada, FedEx). Bombardier participants from all sectors and levels of the organization are invited to join. The two sessions held in 2012 connected more than 300 employees together via videoconference, enabling them to develop their own internal network through an interactive discussion.
  • Female Engineering Network (FEN): Connects 200 women engineers across 22 different Transportation sites and offers opportunities for them to receive further training. The Network also offers participants the opportunity to become ambassadors to other women interested pursuing careers in engineering. FEN members participate in conferences, engage in industry networks, and help advance education in technical fields.

Looking Ahead

One of the most important policy changes we will be making in 2013 is the formalization of action planning. Managers – at every level of the organization – are encouraged to create action plans to address areas for improvement identified by the annual employee engagement survey that pertain to their team. Starting in 2013, all managers will be required to develop and implement at least one action plan. To facilitate this, managers will be starting to develop action plans through a standardized template in BTALENT. We have found that in cases where managers made tangible efforts on understanding the root causes and working on solutions to improve them, the corresponding responses on the employee engagement survey hugely improve the following year. By instituting and tracking action planning more broadly, we hope to more effectively address the areas identified for improvement in the 2012 survey.

In 2013 we will also continue to grow and develop a more diverse and inclusive workforce. This will include progressing with our work to recruit, develop, and retain more women leaders and more women engineers. We will also look to implement initiatives to address diversity beyond gender.

We will additionally launch a new orientation program to help new employees better understand our mission, programs, policies, procedures, and values.

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