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Products & Services Human Resources Employee Training and Development

Engineer Development Program Excellence

ID: 5069


Features:

15 Info Graphics

24 Data Graphics

100+ Metrics

7 Narratives


Pages/Slides: 57


Published: Pre-2013


Delivery Format: Online PDF Document


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • SPECIAL OFFER
While the job market is continuously changing, one thing is constant: recruiting and retaining employees with high technology proficiency is challenging. With engineering talent relatively scarce, companies that seek to attract and retain employees with high-technology skills face an increasingly competitive labor market.


With the goal to help such companies, Best Practices, LLC conducted research to identify successful engineering development programs. These programs could be implemented by organizations to optimize talent development, recruiting and retention efforts. This benchmarking study examines best-in-class engineering development programs that will bolster the company’s engineering pipeline and maintain low turnover rates.


Industries Profiled:
Electronics; Internet; Energy; Manufacturing; Consumer Products; Technology; Utilities; Defense; High Tech; Telecommunications; Aerospace; Financial Services


Companies Profiled:
Intel; Xcel Energy; Westinghouse; GE Lumination; Public Service Enterprise Group; General Dynamics; Xerox; Motorola; CenterPoint Energy; Johnson Controls; DTE Energy; Corning; Lockheed Martin; BAE Systems; L-3com; Raytheon; Rockwell Collins; Northrop Grumman


Study Snapshot

Twenty leading companies participated in this benchmarking study. Data was compiled from surveys and in-depth interviews. The typical respondent has 18 years of talent development and management experience. The typical company had 2007 revenues of US$9B and employed 35,000 people (5,500 engineers) globally.

Key topics include:
  • Design and Effectiveness of Key Engineering Development Programs:
      1. Internships/Co-ops
      2. Rotational Development
      3. Mentoring/Coaching
      4. Leadership/non-technical Development
      5. Continuing Education
      6. Certificates & Professional Memberships
  • Innovation & Best-in-Class Approaches for Today’s Environment

Sample Key Findings

Promoting Thought Leadership: All benchmarked companies are active in their communities and nationally to promote engineering careers and their corporate brand. Companies can increase their thought leadership by encouraging engineers to participate on high-profile professional boards that set standards of excellence for the field.
  • Fine-tune Internship & Co-op Programs: Internships and Co-op programs are effective approaches to source new talent. Companies increase the number of new hires by engaging students with early job offers, structured mentoring relationships and part-time assignments. Some offer early certification of interns.
  • Extend New Technologies: Some companies extensively apply new social networking and video technologies to reach younger staff and differentiate the company as a great place to work. Others can expand the use of those new technologies greatly.

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.