BUILDING A TALENT PIPELINE

When Jack Northrop started his airplane manufacturing business in 1939, he had no idea that it would become a global defense and technology company with more than 122,000 employees worldwide.

After a decade of mergers and acquisitions concluded in 2003, Northrop Grumman acquired 22 different companies and divided them into eight business sectors. Integrating the various cultures into one enterprise became a top strategic priority for the company.

As the company continued to shape its strategy, it confronted some of the same challenges its competitors did in finding, developing, and retaining talent. The company offers knowledge-intensive work that attracts scientists, engineers, computer scientists, and skilled production employees seeking opportunities to contribute to national security efforts.

However, it was apparent that future employees would be in short supply when many current employees retire in the near future. Northrop Grumman’s problem was further complicated by a talent pool that is smaller than in many other industries because most of the company’s work requires national security clearances, which require engineers and scientists to be United States citizens.