Temporary Management Promotion Process ME/TE Skill Team Guidelines March 5, 2011

1. Temporary Management Promotion Process ME/TE Skill Team Guidelines March 5, 2011 Steve Przybelinski

2. Temporary Management Process GuidelinesDecember 15, 2010-BV McGrue • Situation • Temporary backfill while filling permanent position • Short term need where there is not a need for a permanent position • Time Period = 2-6 months • If the assignment is less than 2 months it is a developmental assignment and there is no change in compensation or classification • If the assignment is 2-6 months it is considered a temporary assignment which includes a change in classification and possible change to pay (pending pay analysis) • If the assignment is greater than 6 months it is an open position and must be posted in BESS • Job Scope • Temporary managers cannot conduct PM’s, administer corrective action, or participate in salary planning

3. Temporary Management Process GuidelinesDecember 15, 2010-BV McGrue • Determine business need • Discuss with HRG • Complete the temporary management request form • Obtain next level approval and skill team approval • Discuss option with potential candidate • Completion of the assignment must be communicated to HR so appropriate changes are processed in HRMS • If additional compensation is included as part of the temporary assignment, said compensation is removed when the temporary assignment concludes Note: changes in management classification may impact OT pay

4. HR Handbook Appendix B: Temporary Assignment Guidelines • Reasons for Temporary Assignment • Backfill leave of absence. • Backfill special assignment. • Coverage until open position can be filled. • Length of temporary assignments should be managed in accordance with Boeing Staffing Policy Handbook, which limits the duration to less than six months. • Qualifications for Temporary Assignments • Employees selected for temporary assignments should meet the qualifications specified in the SJC job description for the particular classification and level. The following activities should notbe performed if the assignment is from Non-management to management. • Conducting Performance Management meetings with team members (Business Goals and Objectives, Development, Interim Review, or Close-Out). • Determining or Conducting Employee Corrective Action. • Participating in decisions involving: • Salary review. • Retention ratings. • Promotions. • Hiring- may be involved in interviews but not making offers including contractors • Reviewing peer salary data. • Performance ratings. • Individual Performance Assessment (IPA) ratings.

5. HR Handbook Appendix B: Temporary Assignment Guidelines Employees on temporary assignments from non-management to management will not have access to the following HR systems: • Pay Visibility Tool (PVT). • Performance Management (PM). Employee on Temporary Assignments • The following duties may be performed if the assignment is from non-management to management: • Assigning daily work. • Approving ETS. • Providing input on performance of team members to a permanent manager. • Representing management at technical meetings. • Providing coaching in development of Business Goals and Objectives or Development Goals if requested by individual employee.

6. Temporary Management Promotion Process ME/TE Skill Team Guidelines • Positions declared via ME/TE skill team approval and communicated to ME/TE population via email and/or newsletter • Core will maintain a Candidate pool • New candidates will be added on a regular basis (Min: once a ¼) • Candidates in the pool may revise resume, as needed, and resubmit thru their manager. • Candidate packages reviewed by Management (min 3 Sr. Mngr.) and selected based on below criteria and make selections for declared temp positions. Criteria Evaluated • Desire for management position recorded in PDP and discussed with current manager • Current Resume • Latest PE evaluation • Has or is working toward qualifications specified in the SJC job description for the particular classification and level of temporary assignment • Demonstrated technical and leadership abilities, understanding of Leadership Attributes and Site Guiding Principles • Temporary management form filled out and submitted to H.R.

7. Temporary Management Process Sample Form

8. Leadership Attributes A Boeing Leader: • Charts the course • Sets high expectations • Inspires others • Finds a way • Lives the Boeing values • Delivers results No tradeoff between performance and values… Boeing leaders must demonstrate both

9. Boeing South Carolina Guiding Principles

10. SJC Criteria of Typical Education and Experience K level ME/TE Manager: BS degree in related discipline and typically 9 or more years of related experience or an equivalent combination of education and experience. MS degree in related discipline and typically 7 or more years of related experience or an equivalent combination of education and experience. L level ME/TE Manager: BS degree in related discipline and typically 14 or more years of related experience or an equivalent combination of education and experience. MS degree in related discipline and typically 12 or more years of related experience or an equivalent combination of education and experience.