{"id":198121,"date":"2025-04-22T06:19:30","date_gmt":"2025-04-22T06:19:30","guid":{"rendered":"https:\/\/peraltafinancing.com\/airbus\/boeing-reports-mixed-results-of-latest-employee-survey-but-middle-management-and-officers-remain-key-obstacles\/"},"modified":"2025-04-22T06:19:30","modified_gmt":"2025-04-22T06:19:30","slug":"boeing-reports-mixed-results-of-latest-employee-survey-but-middle-management-and-officers-remain-key-obstacles","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=198121","title":{"rendered":"Boeing reports mixed results of latest employee survey, but middle management and officers remain key obstacles"},"content":{"rendered":"<p> <br \/>\n<\/p>\n<div>\n<p><strong>By Scott Hamilton<\/strong><\/p>\n<div id=\"attachment_45165\" style=\"width: 162px\" class=\"wp-caption alignleft\"><a href=\"https:\/\/leehamnews.com\/wp-content\/uploads\/2024\/08\/Kelly-Ortberg-1.jpg\"><img loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-45165\" class=\"wp-image-45165\" src=\"https:\/\/leehamnews.com\/wp-content\/uploads\/2024\/08\/Kelly-Ortberg-1.jpg\" alt=\"\" width=\"152\" height=\"101\" srcset=\"https:\/\/leehamnews.com\/wp-content\/uploads\/2024\/08\/Kelly-Ortberg-1.jpg 800w, https:\/\/leehamnews.com\/wp-content\/uploads\/2024\/08\/Kelly-Ortberg-1-300x200.jpg 300w, https:\/\/leehamnews.com\/wp-content\/uploads\/2024\/08\/Kelly-Ortberg-1-768x512.jpg 768w\" sizes=\"auto, (max-width: 152px) 100vw, 152px\"\/><\/a><\/p>\n<p id=\"caption-attachment-45165\" class=\"wp-caption-text\"><strong>Boeing CEO Kelly Ortberg is working to improve the company\u2019s culture. Credit: Boeing.<\/strong><\/p>\n<\/div>\n<p><strong>April 22, 2025, \u00a9 Leeham News<\/strong>: Boeing released an employee survey last week about safety, culture, and related items. Some areas recorded improvements, while others recorded declines.<\/p>\n<p>But the survey data released did not address a serious problem Boeing has had for more than two decades and continues to have, despite efforts to improve safety, quality and culture: the \u201cdeep state\u201d that exists within Boeing at the middle- and lower-officer levels that continue to practice intimidation and retaliation against some who attempt to point out problems in the areas listed above.<\/p>\n<p>In interviews for <em>LNA<\/em> and my forthcoming book, <em>The Rise and Fall of Boeing and the Way Back,<\/em> it was clear that Boeing CEO Kelly Ortberg\u2019s initial rounds of housecleaning at the executive and some lower levels haven\u2019t scratched the surface of the root of the company\u2019s problems that have brought this icon to its proverbial knees.<\/p>\n<p><em>Rise and Fall<\/em> is essentially a sequel to my first book, <em><a href=\"https:\/\/www.amazon.com\/Air-Wars-Global-Combat-Between\/dp\/1737640503\/ref=sr_1_1?crid=1Z93SZ7ZMG1BM&amp;dib=eyJ2IjoiMSJ9.CfbZm2MF8tLzwm9nXM9EalH0SoyrwUySzpPsZaMQPkV2eNLuDJWvlIJhrJW5MCRCVaujpeSA00oXLkfZljDlRXltyoAwKBsm-lEcex_SchX_lN0WSMGzTZiHzaAtxZn4VvShRJ1X5D-n6v3Ai-7ysw9BncXzwt6NvwJk5mU1PHtxfcB7n8RrMFJRsk38KU9MPq43GBM23ENXq7GplcI4tA.Fc8FWuz7gQhpj3tW1V9Kuk3bt01L4rTNkaGyfcrD76U&amp;dib_tag=se&amp;keywords=air+wars+scott+hamilton&amp;qid=1745157367&amp;sprefix=air+wars%2Caps%2C191&amp;sr=8-1\">Air Wars, The Global Combat Between Airbus and Boeing<\/a>,<\/em> published in September 2021. <em>Rise and Fall<\/em> is in final copy editing, with a target publishing date in September, the fourth anniversary of <em>Air Wars\u2019<\/em> publication.<\/p>\n<p>Boeing\u2019s release of its recent survey last week presents a contrast in contradictions.<\/p>\n<h5><strong>Survey results<\/strong><\/h5>\n<p>Boeing detailed the following. The results indicate Boeing has a lot of work to do with its employees.<\/p>\n<ul>\n<li>More than <strong>82% <\/strong>of employees participated, the highest response of any Boeing employee survey since 2016.<\/li>\n<li><strong>67%<\/strong> feel proud to work at Boeing, compared to 91% in 2013.<\/li>\n<li><strong>27%<\/strong> would highly recommend Boeing as place to work \u2013 and at the same time employees remain committed to turning the company around: More than <strong>92%<\/strong> of employees said they plan to stay for more than a year.<\/li>\n<\/ul>\n<ul>\n<li><strong>54%<\/strong> of employees felt inspired by the previous Boeing values, and most believe the company should do a better job of living those values and holding each other accountable.<\/li>\n<li><strong>75%<\/strong> of employees believe their direct managers are effective, but only<strong> 61%<\/strong> of employees feel their contributions are valued and recognized.<\/li>\n<li><strong>42%<\/strong> have confidence in their senior leader\u2019s ability to make decisions, communicate direction and respond to concerns raised by employees.<\/li>\n<\/ul>\n<p>\u201cOur Culture Working Group helped shape these new values and behaviors,\u201d Boeing said in an email.<\/p>\n<ul>\n<li>The group includes 40 employees from US and international teams, business units (Boeing Commercial Airplanes; Boeing Defense, Space &amp; Security; and Boeing Global Services), and in a range of functions, roles and key demographics. 25% (10 people) in this group are based in the [Seattle] region. They include employees and managers on teams for production, engineering and other work at Boeing sites in Renton and Everett (including final assembly) and also in Seattle, Tukwila and Auburn.<\/li>\n<\/ul>\n<ul>\n<li>Half of the group are individual contributors and half are non-executive managers.<\/li>\n<li>The Culture Working Group gave valuable feedback; for example, they felt that including the behavior to \u201cgive a damn!\u201d was important and encouraged Ortberg to include it.<\/li>\n<\/ul>\n<h5><strong>Ortberg\u2019s message<\/strong><\/h5>\n<p>In a message to employees released concurrently with the survey results, CEO Ortberg wrote, \u201cChanging our culture starts with each of us. It\u2019s the most important work we can do to restore trust and turn our company around \u2013 and no one is more committed to this than our own team.<\/p>\n<p>\u201cOne of the most important steps we are taking is defining a new set of values and behaviors that will guide us. We started by asking every employee to share vital feedback through our first employee survey in nearly six years. Our leaders listened and we formed a working group made up of your peers from across the company.<\/p>\n<p>\u201cWith help from our Culture Working Group, we quickly got to work and used your ideas to shape what our new values and behaviors would be.\u201d<\/p>\n<p>\u201cCulture change will take time and it\u2019s only possible if every one of us lives these values and embraces these behaviors,\u201d Ortberg continued. \u201cWe can start today with leadership listening to their teams, understanding their challenges and making it easier for people to do their jobs. We need everyone from our factory floors to our engineering labs to continue sharing ideas and speaking up. I\u2019ve asked my leaders and your managers to do the same, and together, we will hold each other accountable.<\/p>\n<p>\u201cThis is a fundamental shift to get us back to an iconic culture that once defined Boeing as an aerospace leader. Now let\u2019s work together to live our values and behaviors, uphold them, and return Boeing to the company that we all know we can be,\u201d Ortberg said.<\/p>\n<div id=\"attachment_46583\" style=\"width: 1290px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide.jpg\"><img fetchpriority=\"high\" decoding=\"async\" aria-describedby=\"caption-attachment-46583\" class=\"wp-image-46583 size-full\" src=\"https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide.jpg\" alt=\"\" width=\"1280\" height=\"720\" srcset=\"https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide.jpg 1280w, https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide-300x169.jpg 300w, https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide-1024x576.jpg 1024w, https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide-768x432.jpg 768w, https:\/\/leehamnews.com\/wp-content\/uploads\/2025\/04\/Survey-Slide-960x540.jpg 960w\" sizes=\"(max-width: 1280px) 100vw, 1280px\"\/><\/a><\/p>\n<p id=\"caption-attachment-46583\" class=\"wp-caption-text\"><strong>Credit: Boeing.<\/strong><\/p>\n<\/div>\n<h5><strong>Our interviews<\/strong><\/h5>\n<p>As I interviewed people for <em>LNA<\/em> and <em>Rise and Fall<\/em>, a picture emerged that despite efforts by former CEOs Dennis Muilenburg and David Calhoun to improve safety, quality control and the culture, roadblocks continue. Boeing repeatedly touted improvements in its Speak Up program, a process designed to encourage employees to report problems and make suggestions without fear of retribution or intimidation. But such still exists. Airbus has a similar program that appears to have stricter protocols for protecting the reporting employees.<\/p>\n<p>Furthermore, Boeing\u2019s efforts to report improvements are devoid of detail. Two days before the one year anniversary of the Alaska accident, Boeing issued a press release touting all it had achieved in improving safety since that scary day. Simultaneously, it continued to stonewall the engineers union, SPEEA, in a safety initiative that was by now almost a year old. Among the items Boeing listed were:<\/p>\n<ul>\n<li>Addressed over 70% of action items in commercial airplanes production based on employee feedback during Quality Stand Down sessions.<\/li>\n<li>Instituted new random quality audits of documented removals in high frequency areas to ensure compliance to process.<\/li>\n<li>Added hundreds of hours of new curriculum to training programs, including quality proficiency, Safety Management System (SMS) Positive Safety Culture, and critical skills.<\/li>\n<li>Mapped and prepared thousands of governance documents and work instructions for revision.<\/li>\n<li>Significantly reduced defects in 737 fuselage assembly at Spirit AeroSystems by increasing inspection points at build locations and implementing customer quality approval process.<\/li>\n<\/ul>\n<p>However, the company didn\u2019t detail data to support the claims. For example, in \u201caddressing 70% of action items,\u201d there was no definition of what this meant. How many items had actions that implemented the suggestions? How many were rejected? Were some merely \u201caddressed\u201d with a kind of form letter, as one employee interviewed last week told me? Boeing initially told reporters there would be a briefing, then canceled this event. It also declined to make anyone available to answer questions and corporate communications did not respond to specific questions I posed as the editor of <em>Leeham News.<\/em><\/p>\n<h5><strong>Intimidation and Resignation<\/strong><\/h5>\n<p>The larger problem facing Ortberg and Boeing is changing the culture. Ortberg has made a few key executive changes and a few within BCA\u2019s middle management ranks. Efforts under Muilenburg and Calhoun to improve the culture and encourage rank-and-file employees to speak up without fear of retaliation or retribution, appeared to be well short of success when the Alaska Airlines flight 1282 door plug blow out happened. Employees of the engineers and touch-labor unions made it clear that retribution was still feared. Formal complaints were filed alleging such.<\/p>\n<p>A former Boeing employee whose assignment was safety education within the company. He quit earlier this year. He was frustrated that mid-level managers and executives rarely attended meetings for more than introductory remarks. Lower level employees often left before the classes were completed, citing work requirements. The employee brought his concerns to his managers, who dismissed them. The employee filed a Speak Up report and received a form letter-type response.<\/p>\n<p>He considered becoming a whistleblower with the Federal Aviation Administration, Washington Senator Maria Cantwell and Washington Congressman Adam Smith\u2014two members of Congress who have been highly critical of Boeing despite being from the Commercial Airplanes division home state. But this employee remains afraid of retribution.<\/p>\n<p>\u201cI guarantee you that they\u2019ll circle the wagons and try to discredit me as being a disgruntled employee. I am a disgruntled employee. I was furloughed and flattened. I was threatened with layoffs and laughed at. I was cussed out,\u201d he said. \u201cThat was my experience in just the first few months. It wasn\u2019t until the team got toxic that I said, I\u2019ve had enough.\u201d<\/p>\n<h5><strong>SPEEA remains frustrated<\/strong><\/h5>\n<p>Rich Plunkett, the director of strategic development for SPEEA, is the lead liaison between the union and Boeing. He\u2019s expressed continuing frustration with Boeing over union safety initiatives. Among the complaints: Boeing\u2019s labor relations department, not its safety department, is negotiating for the company. Months have gone by with no meetings. Company negotiators insisted that Boeing be the arbitrator over what safety complaints would be heard by a special committee proposed by SPEEA, which could include a member from the Federal Aviation Administration.<\/p>\n<p>In contrast, Spirit AeroSystems, at the time Boeing\u2019s leading outside supplier (it made the fuselage for the 737 and nose sections for the other Boeing commercial airliners), cooperatively and quickly adopted the same program and process SPEEA proposed to Boeing.<\/p>\n<p>When Ortberg first joined Boeing, he quickly met with the leadership of IAM 751, the union that assembles the airliners in the Renton and Everett factories, and which represents employees are several other Boeing production sites. The company and this union were engaged in contract negotiations, as recounted in previous chapters. Ortberg had a \u201cfire\u201d to put out before the \u201chouse\u201d burned down. So, a meeting with SPEEA leadership didn\u2019t happen until February 7.<\/p>\n<p>Plunkett said the meeting was friendly. \u201cIt was a nice enough social event,\u201d he told me a few months later. \u201cBut nothing came of it. We brought forth a number of items, particularly around the layoffs.\u201d Increasing use of contract labor was another topic SPEEA brought up in the Ortberg meeting. Union leaders also routinely request data from Boeing for negotiations, ideas, and related issues. \u201cWe can\u2019t even get data from Boeing,\u201d Plunkett complained. \u201cThey fight us on data.\u201d<\/p>\n<h5><strong>Contract employees<\/strong><\/h5>\n<p>Plunkett said the 10% layoffs ordered by Ortberg upon his arrival to cut costs in some cases amount to shuffling between employees and contractors.<\/p>\n<p>\u201cBoeing now contracts with Monument Consulting LLC, who in turn goes to contract houses to get contingent labor for Boeing,\u201d Plunkett said. \u201cTo indemnify the employer, H-1B visas, for example, Boeing can use these people till the cows come home. And Boeing will never be H-1B dependent because they\u2019re not employing these people, even indirectly, because they\u2019re going through Monument.\u201d<\/p>\n<p>SPEEA\u2019s labor contract expires next fall, so Ortberg\u2019s attention may be focused on more pressing issues. But Plunkett and the SPEEA leadership remains frustrated on the impasses with Boeing\u2019s labor relations department over the ASAP\/Speak Up program and other issues it believes merit quicker attention.<\/p>\n<p>\u201cWe gave Kelly an opportunity, and we\u2019re just not seeing it happen fast enough,\u201d he said.<\/p>\n<p>\u00a0<\/p>\n<p><h3 class=\"jp-relatedposts-headline\"><em>Related<\/em><\/h3>\n<\/p>\n<p><!-- END .article -->\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"<p>By Scott Hamilton Boeing CEO Kelly Ortberg is working to improve the company\u2019s culture. Credit: Boeing. April 22, 2025, \u00a9 Leeham News: Boeing released an employee survey last week about safety, culture, and related items. Some areas recorded improvements, while others recorded declines. But the survey data released did not address a serious problem Boeing [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":53994,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[12027],"tags":[12576,13604,1088,5683,5984,5147,1972,27137,11704,25552,14974,4955,7344],"dealstore":[],"offerexpiration":[],"class_list":["post-198121","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-airbus","tag-boeing","tag-employee","tag-key","tag-latest","tag-management","tag-middle","tag-mixed","tag-obstacles","tag-officers","tag-remain","tag-reports","tag-results","tag-survey"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Boeing reports mixed results of latest employee survey, but middle management and officers remain key obstacles - Som2ny Network<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fivemor.com\/?p=198121\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Boeing reports mixed results of latest employee survey, but middle management and officers remain key obstacles - Som2ny Network\" \/>\n<meta property=\"og:description\" content=\"By Scott Hamilton Boeing CEO Kelly Ortberg is working to improve the company\u2019s culture. Credit: Boeing. April 22, 2025, \u00a9 Leeham News: Boeing released an employee survey last week about safety, culture, and related items. Some areas recorded improvements, while others recorded declines. 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Credit: Boeing. April 22, 2025, \u00a9 Leeham News: Boeing released an employee survey last week about safety, culture, and related items. Some areas recorded improvements, while others recorded declines. 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