I see so many of you complaining about the management and how they run the company but I never see any concrete examples of what could be done to improve things. Do tell me, what is it in the current economic climate and with the job market the way it is that can be done to improve Honeywell?
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Go back to poles leading themselves. All regions cannot be led the same.
Go remote if possible for much less overhead expense
Cross train everyone. Don't lose expertise with retirement
Definitely restructure pay scales and increases
(Laughing hysterically...)
Ok ok... what to do?
Stop the nonsense. Hire and task without basing on race/gender.
Stop crushing the airways of employees without under utilizing toward layoffs. This is what leadership is supposed to be doing, or spend all the time recruiting new people all the time.
Sell aero to a real company.
Fire Count Darius, Maddog Madsen, and all Executives/VPs/Senior Directors, model leadership after those companies with highest retention and watch how successfully the company can be, take care of the people and the people will take care of the company
Honeywell needs to treat its employees as part of the team and not like the subjects of a communist dictatorship. This could include discounted stock purchases, a voice in the direction of Honeywell's product development, appropriate compensation for efforts spent, and many other possibilities to improve lives. Just look at what other companies are doing for their most important resource and get a damned clue!
OP, give me a moment to stop laughing at the tone of this question before I respond. Anyone with a moderate grasp of the language can take a complaint and read possible solutions from it.
COMPLAINT: Forced unpaid overtime.
SOLUTION: Stop requiring unpaid overtime.
COMPLAINT: Not allowed to take more than a few days a year of "unlimited vacation". SOLUTION: Allow employees to take reasonable amounts of time off without repercussions or reinstate accrued vacation time.
COMPLAINT: Unaffordable, catastrophic health insurance is all that is available.
SOLUTION: Provide a choice of humane and affordable insurance options that pay out. Stop providing all these third-party "services" and overseers that no one benefits from and put that money back into the overall fund to keep insurance costs down for employees.
COMPLAINT: Leadership Team sets unrealistic goals and bellows at employees when they can't meet them.
SOLUTION: Set realistic goals and treat employees kindly, as if they are the ones providing value to the company...since they are.
See how that works, big guy?
With current Directors and up, it’s unlikely to
Improve.
HR workers, all of them, are immoral and without ethics. How they sleep an night is beyond me, and the cray cray thing is they actively scree themselves also. How stupid can you be?
While I suspect the OP is another HR or other leadership member who still can't believe that employees are fleeing Honeywell, once again, here's a list:
- Treat employees with respect and stop the yelling and screaming. Provide competitive benefits. Invest in employees with meaningful training, not "flavor of the month" training. Provide opportunities for advancement for all, not just the "favorites." Stop insisting that everyone must be in the office the majority of the time. Honeywell employees managed during the pandemic and most people are spread across the world and collaborate currently. Stop showing your distrust of your employees.
- Treat customers with respect and not lip service. Employees have seen this and know that leadership only views the customer as a means to making their own bonus.
- Treat suppliers with respect. Pay them on time (not 150 to 180 days) and be collaborative. You're more likely to get parts from them if you value them.
- Actually listen to other opinions/input, rather than telling employees to "just get it done." People closest to the work generally have the best ideas for improvement and execution. Try asking them.
- Invest in the future, with new ideas and products that are desired by customers, both hardware and software.
- Invest in IT systems that will provide better data and enable employees to be more effective in their jobs.
- Stop the quarterly target mindset for revenue and margin and focus on long term growth and value. Stop pushing top-down goals and listen to people who understand their markets. Stop the financial quarterly games, both in telling employees different targets from the actual targets, and in the financial "smoke and mirrors" that takes place in the last month of each quarter (now being moved to the second month). Focus on long term, sustainable growth. If that means breaking the company up, then do it.
- Stop sending out stupid surveys or if you do, actually believe what is written rather than assembling focus groups and trying to re-spin the results to make you feel better about yourselves.
- Stop trying to cram administrative employees into new "open" office space where it will be difficult (noisy, distractions) to get things done and confidential data will be discussed openly for all to hear. Expect data leaks, both deliberate and accidental, as a result of your "sardine can" approach.
- Stop forcing shop employees to work OT when they have other plans or through holidays, unless they volunteer.
- Stop transitioning work and closing facilities without an executable plan in place and virtually complete. Normally work is transferred without proper training, preparation, procedure documentation, tools, or staffing. This also applies to office closures. Most facility closures (Anniston, Redmond, etc) and the Sky Harbor office debacle are examples of a lack of preparation and proper execution.
- Exit the "leaders" that have been part of the problem. Too many "leaders" have left huge problems in their wake and yet have been promoted. Think $1 billion of past due...
Good luck. It's a bit late, as significant talent has left, and I'm sure nothing will change which is a shame. The potential is there.
Management doesn’t exist at Honeywell, not for the vast number of workers. Evidence— aero just converted me back to revcog direct charge. We want billable hours regardless of everything else. Cya. I have no intention of punching a clock again.
Realize that the employees of the companies you acquired are good resources of running a company with good customer service. Otherwise, HON wouldn't of purchased them. Quit thinking the HON system is the only system. Several divisions and products have lost clout due to the HON way. No, not everyone is a kool-aid drinking #futureshaper. We need employees being paid at or above going rate, maintain employees with a more stress free environment, fire workers when needed that affect the org.(pi-s poor work ethic) No time to loose more customers or add more stress to dedicated employees. Make training a priority again. Who cares if your over staffed a few people during this time, your gonna loose 5% every quarter anyways
Give me a flat 0.1 percent of any patent license revenue assigned to a patent with my name on it. You get creativity according to the reward offered.
I got nothing of the 200M business my ideas created.
Cya.
Stop making managers put people in the outer blocks if they dont' deserve it.
Is the OP from HR?
Hon ceo wants to be a software company without offering the same benefits, mgmt style and culture
Aka. Wants to be like google, Microsoft without having to pay the fair market rate
The average starting salary, out from College, at Microsoft is $160k
And M just announced bumping up the pay from entry to mid level by 25%
Never going to happen here.
Best leave or you can plot your future salary slope as a straight line at 2.5% annually
Honeywell is a lost cause for employee happiness. All paths to improvement of employee conditions immediately lower the sky high profit margins and that is not acceptable. Best case for employees would be divest or spin off.. oh wait that didnt work out for garrett motion did it?
Invest significantly in R&D and resources. Develop domain knowledge within engineers in region. Keep talent in Honeywell. Get rid of the shareholder only focus and all those temporary themes like diversity and inclusivity. And overall develop and execute on a differentiated strategy and stop trying to make maximum margins on legacy products.
- Outsource more functions to low-cost regions.
- Increase working hours to more of a China model 9 to 9, 6 days a week. The current 60- hour work week is too lax. This simple initiative will increase productivity by a projected 15%+.
- Hand out more Executive bonuses. More compensation increases HON revenue. Stagnant $39B +/-1 for past decade can be related to poor incentives for Executives to drive growth.
- Increase spend on consultants with 7 figure contracts to drive more professional image on photo shoots. Arms crossed or not arms crossed can be improved with professional make-overs.
- Drive staff morale with tough love yelling and screaming at staff meetings. Employee at will employees need to better understand who's boss and that the markets are demanding performance.
Restore the climate we enjoyed as AiResearch and Allied Signal. Such as: Benefits and compensation are never an issue. Whatever the market typically pays AS pays at least 10 to 20% more. Establish a real HR department. That acts as a 3rd party when needed to resolve employee issues and not just a tool to quickly eliminate/terminate employees. Make it fun to work there. Offer quarterly bonuses to all. Executive support of managerial requests for staffing.
Give everyone a remote option
Make it a place that high caliber people want to work at and seek to join
A good starting point would be the compensation and benefits package. Honeywell merit increases are laughable. Any employee who has been in the same position for more than a couple of years is underpaid. Employees are leaving every day, getting 20% raises, better benefits, and sometimes work from home.
Stop with all the political BS they pushing on us.
Break it up into small manageable companies with site control. Eliminate the one size fits all mentality and cater to your market and customers. Success will follow