There is a growing concern within Boeing after a survey conducted by Associate of American Universities (AAU) revealed that undergrad rate of graduation for engineering students dropped by 36% in the last 5 years (Farndale, Hugh, & Paul p.161-168). Boeing has always been relying on the sufficient talent pool of engineering graduates. The airline company has been exhibiting a firm position in this pool with little alternatives. This external development, therefore, means the company has to predict a workforce model given that their previous annual year-by-year workforce forecast showed potential technical skill gaps (Farndale, Hugh, & Paul p.161-168). Even though the year-by-year projections might be less certain, they still assist in identifying trends, magnitudes and risks of staffing requirements. These potential technical skill gaps arise due to retirements and resignations, other attritions like layoffs, employees transferring to other organizations among others (Farndale, Hugh, & Paul p.161-168). This kind of trend would have negative effects on the performance of the company if not addressed appropriately.
In response to the above discussed trend, Boeing can do the following in an appropriate and sequential manner; Firstly, the company can promote existing technical employees within the population category of interest. This action offers a bridge for closing the technical gaps and competency levels that appeared. Secondly, the company can conduct external hires that will be required to fill the other skill gaps. To effective solve the trend of technical staffing requirement, the company should adhere to the following; formulating need for knowledge and skills transfer, establishing enhanced technical skill development plans such as apprenticeships and training centers, and focusing on recruitment and retention strategies.
Work Cited
Farndale, Elaine, Hugh Scullion, and Paul Sparrow. "The role of the corporate HR function in global talent management." Journal of World Business 45.2 (2010): 161-168.
