Industry Relations (USA)

1. Industry Relations USA & Region 3Bill HarrisonRAB Industry Relations Committee – 2002 MemberRegion 3 Corporate Relations Committee - ChairRegion 3 Director-ElectIEEE Region Meeting – SoutheastCon 2003

2. Industry Relations (USA) Learn from a case study of the Region 3 Corporate Relations project and how it has emerged into a web community with interactive discussion, projects to review, and a tool kit for reaching out to corporations and within the local community for the Section and Chapter officers.

3. Sections Congress ‘96 Recommendations - Industry Relations • #5 Emphasize outreach by more aggressively supporting and pursuing industry partnering.  • #7 IEEE should establish an outreach program to large and small companies and high technology councils by promoting the value and mutual benefits of IEEE membership for both employees and employers.  • #11 Publish a “How to” guide for employees to use to demonstrate to employers the benefits of supporting IEEE participation. Associated materials may include: a list of benefits to the company; suggestions for how to support employee participation; and case studies showing value achieved for companies.

4. Sections Congress ‘99 Recommendation 30 • Transition the Region 3 Corporate Relations Project that was developed based on SC '96 recommendations #5, #7, & #11 into an Institute-wide program. • Emphasize outreach by aggressively supporting and pursuing industry partnering, local Section/Chapter corporate relations efforts, and other methods of promoting the value and mutual benefits of IEEE membership for both employees and employers. • The CD that was included with every registration package addresses the specifics of recommendation #11 from SC '96.

5. Recommendations from Region 3 Corporate Relations Project • Pilot In Other Regions & Chapters • Provide Staff Support • Organize For Broader Implementation • Develop Methodology

6. Recommendations – 1Pilot In Other Regions & Chapters • Move Region 3 Project to Broader Implementation by Involving Sections and Chapters in IEEE Regions 1 Through 10 • Involve Sections Congress Representatives and Others Who Volunteered or Expressed Strong Interest in Being Involved in the Next Phase of Corporate Relations Activities • Combine R-3 Corporate Relations Activities with Transnational and Other Organization Unit Efforts • Combine Efforts & Pool Resources with Other Initiatives (e.g., Joe Kalasky, RAB/R-2; Al MacRae, R-1; Others)

7. Recommendations – 2Provide Staff Support • Provide Staff to Support and Facilitate the Corporate Relations Activities of Local Sections and Chapters • Staff Would Serve As an IEEE Focal Point and Clearinghouse To: • Conduct and Share Research on Companies to Be Visited • Communicate Official IEEE Positions on Issues Raised in Corporate Visits • Develop and Provide Common Data and Presentation Materials to Support Local Corporate Relations Activities • Document and Share Successes (and Problems) Among Sections and Chapters Participating in Local Corporate Relations Efforts • Share Information on Related IEEE Initiatives and Activities

8. Recommendations – 3Organize For Broader Implementation • Establish a Corporate Relations Advisory Committee to Oversee the Second Phase of Corporate Relations and Employer Support Project • Decide Where Corporate Relations Advisory Committee Should Report Into IEEE Organization (Membership Development, RAB, TAB, RAB/TAB) • Appoint Chair(s) to Lead Corporate Relations Advisory Committee • Provide Budget and IEEE Staff Support for Corporate Relations Advisory Committee

9. Recommendations – 4Develop Methodology • Make Corporate Relations a Local/Regional Activity • But…Do Not Ignore High-Level Corporate Contacts • Devise Ways to Involve Region and Technical Society Executives to Provide Support and Guidance to Local Section/Chapter Corporate Relations Activities • Develop Model Section/Chapter Corporate Relations Officer Job Descriptions • Identify Region and Technical Society Officers Who Will Assume Corporate Relations Responsibilities • Develop Tailored Versions of Industry Relations materials for Use by Various Regions, Societies, Languages, Cultures, Etc.

10. Corporate Relations Issues • How to Refine and Roll Out Corporate Relations and Employer Support Efforts That Have Already Been Initiated • Schedule and Phasing of Corporate Relations Activities • How to Fund Employer Support/Corporate Relations Activities Conducted by Volunteers at the Section & Chapter Level • Roles of IEEE Staff (and Budget for Staff Support) • Roles of IEEE Region, Section & Chapter Volunteers • Measurement of Progress & Outcomes • Obstacles/Concerns & How to Overcome Them • Who Will Participate & Who Will Lead Corporate Relations and Employer Support Programs? • Implementation Plan and Timetable

13. RAB Industry Relations CommitteeSCOPE • Promote and inform the concept of IEEE as a progressive technical information provider to industry and its employees. • Promote and inform the relevance of support of IEEE in developing/changing technologies. • Work with industry to establish our understanding of their needs, to determine their further needs and to demonstrate how we can help address their needs. • Encourage the establishment of Leadership Training within the Regions and Sections

14. RAB Industry Relations CommitteeFUNCTIONS • Identify the local industries and the key players that affect our goals. • Identify the local industries which either employ IEEE members or potentially have need of IEEE products and services. • Survey local industry to determine the IEEE membership/involvement of employees. • Promote IEEE to industry as a relevant information provider to enhance their employees technical expertise. • Develop a program to counsel members to promote IEEE to employers.

15. RAB Industry Relations CommitteeFUNCTIONS • Provide local IEEE volunteers with the means to advocate IEEE to industry. • Promote sharing of industry training courses with IEEE sections and chapters and vice versa. • Track committee and local volunteer industry contact. • Recognize industry for contribution to the technical and professional achievements relevant to IEEE. Recognize industry for high level of IEEE involvement.

16. HELP WANTEDIEEE Industry Relations Representatives • Serve on Section/Chapter and Region Executive Committees • Duties And Results Expected • People And Problem Solving Skills

17. IEEE Industry Relations RepresentativesDUTIES AND RESULTS EXPECTED • Provide input and participation in Institute-wide strategy, planning and development of industry relations objectives with staff and volunteers at all levels of the IEEE organization • Provide leadership and coordination in all areas of section/chapter organization that have interests and goals relating to building relationships with industry

18. IEEE Industry Relations RepresentativesDUTIES AND RESULTS EXPECTED • Identify local industries and key players that either employ IEEE members or potentially have need of IEEE products and services • Work with industry to establish our understanding of their needs and to determine and demonstrate how the IEEE can help address their needs

19. IEEE Industry Relations RepresentativesDUTIES AND RESULTS EXPECTED • Survey local industries to determine the extent of IEEE membership and involvement of employees • Plan and coordinate industry visits with key industry executives by local, regional and national volunteer leaders and appropriate IEEE staff

20. IEEE Industry Relations RepresentativesDUTIES AND RESULTS EXPECTED • Establish and maintain a local IEEE Industry Advisory Board • Identify ways to recognize industry for contributing to technical and professional achievements relevant to IEEE, including high levels of IEEE involvement

21. IEEE Industry Relations RepresentativesDUTIES AND RESULTS EXPECTED • Promote IEEE to industry as a relevant information provider to enhance their employees’ technical expertise • Coordinate with IEEE-USA Employment Assistance Coordinator’s Industry Contact Activities

22. IEEE Industry Relations RepresentativesPEOPLE AND PROBLEM SOLVING SKILLS • Interest and ability to monitor changing markets and trends, deduce the implications for the IEEE and its members, and apply this knowledge to the organization's strategy to develop relationships with industry organizations

23. IEEE Industry Relations RepresentativesPEOPLE AND PROBLEM SOLVING SKILLS • Human relations skills, combined with resourcefulness and professionalism, to contact and gain access to senior managers and executives of targeted corporations

24. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Corporate Visit February 4, 2002 • Vice President, C-5 Modernization Programs • Strong Support for Working with Engineering Societies • Corporate Visit March 8, 2002 • Vice President, Marietta Site Lead – Core Engineering • Discussed ways IEEE could serve LM and the industry, such as shared education and training programs, professional development programs, software engineering certification, etc.

25. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Corporate Visit, June 28, 2002 • New Vice President, Marietta Site Lead – Core Engineering • Former Vice President, Marietta Site Lead – Core Engineering • Identified “Association Day” to be held during E-Week as possible joint event for LM Leadership Association, IEEE and Other Professional Societies • Referred to LMLA President

26. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Atlanta Section & Region ExCom Members • Luncheon Meeting August 21, 2002 • Atlanta Section and Region 3 Leaders • Brainstorm Implementing Industry Relations Program • Identify Potential Members of Industry Advisory Board • Identify Place in Section Organization for Industry Relations • Action Items to Place Help Wanted Ad in Section Newsletter and Make Telephone Calls to Key Potential Supporters • Agree to Make it Happen

27. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Telephone Conversation, September 4, 2002 • President, Lockheed Martin Leadership Association • Discussed “Association Day” to be held during E-Week as possible joint event for LM Leadership Association, IEEE and Other Professional Societies • Proposed Meeting of IEEE Representatives, LMLA Officers, and Lockheed Martin Management to plan event

28. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Email Follow-up and Proposal, September 11, 2002 • Lockheed Martin Leadership Association (with CC:s to LM Management) & Section and Region Leaders • IEEE Offered to: • Provide all the support needed to make our part of the event a success • Take an active role in planning, organizing and staffing the program • Take a lead role in working with the other engineering societies Lockheed Martin would want to have involved

29. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Email Follow-up and Proposal, September 11, 2002 • Get together at Lockheed Martin in the very near future • Establish goals for the event • Decide what groups and individuals should be involved • Set a schedule and start planning the details • IEEE would want to bring two or three IEEE representatives

30. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Email Follow-up and Proposal, September 11, 2002 • Important to have Engineering Site Lead VP attend • Very helpful if representatives of Marietta programs could be involved during the kickoff and planning • Program Managers represent leaders of Lockheed Martin’s engineers who are IEEE and other society members (and potential members) • Program Management’s positive attitudes, buy-in and support will be needed to achieve a truly successful event

31. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Email Follow-up and Proposal, September 11, 2002 • Program Management’s positive attitudes, buy-in and support will be needed to achieve a truly successful event • This kind of shared project effort can be a stepping-stone to building long term relationships and meeting both organizations’ strategic objectives • I will check back with you early next week - after you have had a chance to bring the other LMLA leaders on board • Could we try to get a kickoff group together the last week of September or first week of October?

32. INDUSTRY RELATIONS CASE STUDYCORPORATE VISITS Lockheed Martin Aeronautics Company • Planning Meeting, October 7, 2002 • Discussed Holding a Professional Associations Fair During E-Week • Decided to Schedule it after E-Week so it could have its own emphasis

33. What do ya think? Sounds Great… PROFESSIONAL ASSOCIATIONS FAIR Sponsored By Lockheed Martin Leadership Association MARCH 13, 2003 11:00 am – 12:30 pm B-1, Production Floor, Raptor & 3rd Organizations Invited include: SOLE-The International Society of Logistics Toast Masters International Institute of Electrical and Electronics Engineers Air Force Association American Institute of Aeronautics & Astronautics American Production & Inventory Control Society National Defense Industrial Association American Society for Engineering Management American Society for Industrial Security American Society for Quality National Society of Black Engineers Society of Women Engineers American Society of Civil Engineer American Society of Mechanical Engineers American Society of Safety Engineers Council on Logistics Management International Association of Assembly Managers International Facility Management Association National Society of Professional Engineers Society of Automotive Engineers Society of Reliability Engineers International Society for Performance and Instruction Here’s an opportunity to learn more about many professional associations. LMLA will provide booths for organizations to let each of you know more about what the various associations have to offer to its members. You will have an opportunity to ask questions of the representatives and obtain literature about the association to see if this is something that would help you reach professional goals. Our goal is to provide organizations the opportunity to help company employees know about the many opportunities that exist and at the same time let them know the capabilities of Lockheed Martin Aeronautics Company. For More Information, contact: Bob Shively, Robert.A.Shively-ii@lmco.com or Chris Savage, Chris.R.Savage@lmco.com

34. IN CONCLUSION… • Nobody else will reach out on our behalf • It is up to you and me to promote the IEEE • Sections/Chapters Appoint Industry Relations Representative and Implement Industry Relations Efforts • Share resources, ideas and results with each other directly and via Section-Chapter Volunteer Community: ieee.communityzero.com/section-chapter_vol

35. DISCUSSION • How is your section/chapter doing in this area? • Industry relations projects in your area? • Successes or Failures? • How could we achieve results better, faster? • How can we measure results? • Recommendations? • Will you help? • SIGN UP!