Introduction
The Northrop Grumman Company has more than 60, 000 employees in 50 states of America, and 25 other countries. The human resource management in the organization strives to act and retain the best workforce by offering an inclusive environment to all workers. The workers are receptive to diversity in ideas, talents, and perspectives, and this aid in offering solutions to customer challenges. Byrne (2014) states that employee engagement plays a crucial role in making a firm gain a competitive advantage. When employees in a firm are engaged, they are more willing to change as per the organizational requirement than workers who are not engaged. This paper offers an analysis of the diversity, inclusion, and engagement of the Northrop Grumman Company.
Part 1
Northrop Grumman Company Analysis
The management at the Northrop Grumman Company realizes that workers need to be engaged with the right amount of resources (Grossman, 2013). They also need to be engaged with trust to feel safe and invest themselves in the job tasks. Another crucial element needed is the ability to manage the job stressors and provision of interpersonal leaders who create connection and offer meaningful vision, support, and connection with the other employees (Barringer & Orbuch, 2013). The management further realizes that to offer the aforementioned components, they must have an organizational culture that is supportive of the components and workers who seek to stay engaged at all times. The norms, practices, behaviors, and expectations of the workers all encourage the engagement of the employees.
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Furthermore, the leaders at the Northrop Grumman Company offer resources in form of training and offering guidance to counter the challenges that limit task completion. To allow easy delivery of the same, the organization employs transformational sort of leadership, which facilitates coaching and mentorship of workers within the organization. Byrne (2014) also posits that fairness and support are also part of the resources, which leaders should offer their employees. A culture that fosters creativity is also a vital resource for the workers within an organization.
Analyze the diversity efforts or programs that exist in your chosen organization.
Northrop Grumman has several diversity programs as well as initiatives that help further inclusion and diversity in the company (Northrop Grumman, 2017). The programs are useful in the celebration and recognition of diversity, support, and supplier efforts. According to the management, the programs help further the partnerships that exist within the community. There exist several diversity and inclusion programs among them the following:
Employee Resource Groups_ ERG
Northrop Grumman uses ERGs as part of its commitment to inclusion and diversity. The employees are dived into 12 ERGs, which have more than 220 chapters. The goal of all the ERGs are the same: to offer equal opportunities to every member of the company. The ERGs allow the participants to build their leadership skills, contribute to societies, and raise awareness (Northrop Grumman, 2017). The groups also have different focus areas including those that support African-Americans, Hispanics, and Asian Pacific Islander. Other programs support Lesbians, Gay, Bisexual And Transgender (LGBT), women, those who suffer disabilities, parents, multiple generations-people, young professionals, as well as environmentalists.
Heritage Events
The company also holds events to celebrate the heritage months that are recognized nationally. Case in point, in February the company celebrates Black-History Month in March, Women’s History Month. Additionally, they celebrate the LGBT-pride month in June, the Hispanic Heritage Month from mid-September to mid-October (Northrop Grumman, 2017). In October the company also celebrates the Disability Employment Awareness month and in November the Native American Heritage Month. The management urges all people to recognize the role-played and contributions made by the diverse groups in the community.
Women’s Conference
More than that, Northrop Grumman holds women’s conferences. The first one was held in 2006 and more than 500 women across the company attended it (Northrop Grumman, 2017). The meeting has occurred recurrently since that year; the most memorable ones were held in 2012, 2014, and 2016. The company’s senior leadership and nationally recognized women took the front row in teaching about work-life-balance and leadership development.
Supplier Diversity Program
Northrop Grumman also holds the Global Supplier Diversity Program (GSDP), which acts as the liaison between small and disadvantaged businesses that are interested in working with the company (Northrop Grumman, 2017). The main effects of the office are to increase the number of women and other minority contractors. In the program, mentorship and outreach programs are central and the management makes certain that they are recognized nationally. Markedly, minority institutions and historically black universities and colleges are some of the communities targeted by the program.
Operation IMPACT (Injured Military Pursuing Assisted Career Transition)
The company also offers operation IMPACT Program to provide the injured service members. The program began back in 2001 to help those who were injured severely in their in September 11 attack. These events continue to date and they are recognized by the Department of Defense and Department of labor as the firm helps these injured members build new careers.
Informal Efforts
The informal efforts of the organization mainly include the personal mentorship and coaching which the senior workers offer their juniors. The practice helps in making skills widespread in the firm (Northrop Grumman, 2017). Moreover, the practice also helps in ensuring that the firm enjoys continuity even when the top managers are absent.
Part 2
Analyze the level of employee engagement in the organization
Employee engagement in Northrop Grumman mainly happens via leadership attributes such as intense employee engagement. The interpersonal leaders promote the positive wellbeing of the workers; this raises the psychological availability perceptions of the leaders among the workers. The leaders at Northrop Grumman achieve the objective by utilizing the transformational model of leadership that allows them to engage the workers at a personal level. They personally recognize the efforts of the workers and convey care and appreciation, They also connect the goals of the workers with those of the firm making the workers more comfortable. Moreover, leaders promote trust and share vulnerabilities with the aim of creating a more inclusive environment.
Additionally, the human resource managers in the organization ensure that the workers perceive a fit between themselves and their jobs or firms. The concept is vital in making the workers more engaged in their work. The aspect enhances their self-esteem since they express themselves in a way that is consistent with their self-concept. the employer also encourages engagement using social factors and other actions, which assist the employee to fit in easily.
Present the elements you would expect to see in this organization based on its mission and vision and how you would expect to identify them.
The mission of the company is to provide policy guidelines and strategic direction for the interpretation and implementation of the federal government initiatives and public law mandates. The company also has a mission of ensuring consistent application of prescribed initiatives procedures and policies in the enterprise.
Accordingly, some of the elements which one expects to see are corporate values which clearly indicate the direction and the attitudes which govern the cooperate actions (Grossman, 2013). Moreover, one expects to find a set of rules and regulations alongside the disciplinary actions, which the workers who fail to adhere face. Moreover, the corporate culture is also part of the elements that one expects to see within the organization.
References
Barringer & Orbuch (2013). "Stress, Wellness, and Compliance: Practical Strategies for Reducing Stress, Improving Personal Health, and Engaging Your Employees," Journal of Health Care Compliance (15) 1, 23–28, 52.
Byrne, Z.,(2014). Understanding Employee Engagement: Theory, Research, and Practice . London: Routledge.
Grossman, R., (2013) "Phasing Out Face Time”, HRMagazine (58) 4, 32–38.
Miller D., (2011). "Lessons in Wellness, Managed Healthcare Executive 21 ( 1) 13–16.
Northrop Grumman (2017). Northrop Grumman Official Page. Retrieved from: http://www.northropgrumman.com/CorporateResponsibility/Diversity/Pages/default.aspx
Overman G.,(2010) "Prescribing Wellness”, HRMagazine,(55) 3, 49–50, 52, 54.
Silliker R., (2012) "Employers Not Evaluating Effectiveness of Wellness Programs: Conference Board," Canadian HR Reporter , 25 (15) 8-10.
Tuna C., (2010) "Theory and Practice: Wellness Efforts Face Hurdle—Asking Workers About Family Health History Can Clash With U.S. Genetics Law Wall Street Journal , B2.
