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Accelerated Developments The Accelerated Development Program Magazine

Quarter 2 | 2012


ACCELERATED DEVELOPMENTS QUARTER 2 | 2012 FEATURES

REGULARS

Alumni Spotlight ...........................1

Project of the Quarter .................7 EMIA Cross-Sector Innovation By Ola Kowalewska

Paige Muhlenkamp By Adriane McGraw

Leader Interview...........................3 HR: Andra Liepa By Kierstin Lorence

Current Happenings.....................11 The Facebook Password Dilemma By Omri Eban

Staying Relevant .........................15 How 100-year Old Companies Survive By Emily Goodman

Six Months in Marketing..............17 Benefits of a Cross-Functional Experience By Rachel Usher Editors Omri Eban Emily Goodman Scott Mastroianni Early Talent Development Management Americas: Cara Gallagher Asia Pacific: Aileen Pan EMEIA: Gert Rego Contact omri_eban@irco.com

Meet the ADP ...............................9 Meet: Nadiyah Hall By Nadiyah Hall Environmental Spotlight............13 Step up to Sustainability By Katie Pogue Get Involved ...............................19 Volunteer Events Update By Christina Howell, Megan Wight


ADP: A Rich Tradition


ALUMNI SPOTLIGHT Paige Muhlenkamp By: Adriane McGraw Americas Human Resources ADP Alumni Name: Paige Muhlenkamp Title: Schlage Brand Manager Location: Carmel, IN Sector: Residential Solutions ADP Functional Track: Marketing Cohort: 20097

The Road to Becoming a Marketing ADP: Paige has always wanted to be in the business world. Her dad, a businessman, would often share his “cool” work experiences with Paige as she grew up. Paige admired his work and knew she wanted to have a business degree when she was older. While attending school at Indiana University she found that marketing allowed her to express both her love for business and creativity. The dream was born! While applying for various marketing positions after graduation, Paige was drawn to Ingersoll Rand. The Ingersoll Rand ADP program stood out to her because it focused on all areas of marketing—not just sales—and Paige liked that the program gave her time to explore different facets of marketing in “real life” to see what she liked and where her skills could be best utilized, versus just guessing what area she would like best.

How the ADP Program Prepared Paige for Her Current Role: Over the course of her two rotations, Paige was exposed to various aspects of the marketing function. These included: marketing research and voice of the customer; working to support sales teams; branding; channel marketing; product marketing; and communications. The variety of work and exposure to different marketing processes helped Paige recognize that she had

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Paige is especially grateful for the network of individuals she has met while at Ingersoll Rand and recommends that everyone find a mentor, develop relationships, and most importantly maintain those relationships now and in the future. What Paige Does When She’s Not Developing the Schlage Brand: Paige is a huge fan of reading, running, and being outdoors on her porch swing. What Product Would Paige Want If She Could Have Any Ingersoll Rand Product? both a knack and interest in marketing communication and brands. This interest led Paige to begin networking with her now current supervisor, the Schlage Brand Director. The informal mentorship was a great asset to Paige while she was in the program and after she rolled off into her first full-time roll. It was this relationship that also aided Paige in securing her current role after she developed more in her career.

Paige’s Greatest Learnings: First and foremost she encourages all ADPs to really jump into their assignments and the tremendous opportunities you have available; learn the value of having a network, and appreciate the exposure to leadership that ADPs have.

Thinking back to her first ADP rotation with Industrial Technologies, Paige would like to have an IQV cordless drill because she is always hanging photos and doing things where a drill would be useful. After having spent a year working with this group, she recognizes the quality of the product and the usefulness it would have around her house. Paige also added that the Ingersoll Rand product she could not live without is her Schlage keypad-lock. She is not even sure where her keys are, but she is glad she doesn’t have to worry about having them on her when she goes out for a run. The keyless entry also provides Paige with the flexibility of having family/friends visit without worrying about hiding a key in the yard. As you can see Paige is a proud Ingersoll Rand product promoter through and through!

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LEADER INTERVIEW: ANDRA LIEPA

By: Kierstin Lorence Americas Human Resources ADP What are your main responsibilities in your role as VP of HR and Communications for the Security Technologies sector? I lead the HR and Communications function for Security Technologies, which includes providing direct HR support to the sector President, John Conover, and the sector leadership team (SLT). My team is focused on the broad areas of employee engagement, communications, talent development, and leadership and organizational development. We also assist in protecting the company against legal risk and have a focus on employee relations, which includes ensuring that HR systems and processes are executed effectively and employees are treated fairly. An additional responsibility for my role is to serve on the corporate “HRLT” which is responsible for leading the HR and Communications function for Ingersoll Rand. What is a typical day at work for you? Every day is different. But to break it down to percentages, I would say I spend 20% coaching and consulting with John Conover and the SLT. I spend another 20% coaching and providing feedback and guidance to my direct reports. Approximately 40% of my time is spent in meetings, conference calls

and traveling to sites. The last 20% of my time is spent responding to emails and issues that come up, documenting decisions, reviewing and providing input on initiatives, and other administrative responsibilities. Can you provide an example of a project you have worked on while you have been in your current role? Probably the most interesting, yet challenging project I have been part of while in this role was the divestiture of the Security Integration business. The business contracts with end-user customers to design, install and service commercial security systems. The project involved a large cross-functional team with many important variables to be considered, making it a challenge. Another interesting project that I’ve not only been a participant in, but a champion of, is the creation of the rally cry GROW for Security Technologies. The G in the rally cry stands for Great People, Great Results! The R stands for Revenue in Emerging Markets and Electronics of $1B by 2015. The O stands for Own the Perfect Customer Experience. The W stands for Waste Out Through Operational Excellence. It was a couple month process of supporting conversations with the SLT and then launching the rally cry. It has been exciting to see the launch, but we are still at the very beginning. We need to work to reinforce the GROW

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8 years. While I was there, I was in a rotational program similar to the ADP, except it was four 6 month rotations. I got a lot of What impact have these projects had on experience with international HR work and the company as a whole? ever since have always been fascinated by global business. After I was done with my Because I have been in my role for only a rotations, I worked in London for 9 months year, it is hard to see the full impact of many and traveled extensively to set up subsidof the things I have worked on. However, iaries in Eastern Europe. I also worked in the divestiture gave 250 people the oppor- generalist roles in the U.S. I became the tunity to work for a company that can pro- International HR Director for BMS’ business, vide them with better career development Zimmer, in Indiana and had the opportunity opportunities and a better future in their line to travel to both Asia and Europe. Wanting of business. to stay close to my nephews in Indiana, I decided to decline a move to New Jersey and The rally cry GROW has the potential to change companies. have a big impact on employee engagement and can help align priorities for the sector, I joined Eli Lilly & Company and spent most giving employees more focus and direction of my 7 years there supporting Research for decisions. and Development. It was there that I had rally cry and help everyone to understand it and how it relates to their job.

The most rewarding impact I have on the company is leading the HR/C team. They have a huge impact on the company through hiring the right people and doing many different things to help ensure those employees have a good experience as an Ingersoll Rand employee. Can you describe your career path leading up to your current role? I was always good at math and science and most of my family members were engineers, so I graduated with an engineering degree. After college I worked for General Electric in manufacturing. It was there that I met the HR team and became interested in HR. I decided to get my masters and do an internship at General Motors in compensation. I loved it. I then worked for Bristol-Myers Squibb for

my first true strategic business partner role. Starting with the leader’s strategy, I developed an organizational plan, hired key people, changed roles and responsibilities of the leadership team, and improved the overall performance of the organization. In my time at Lilly, I also led a team to restructure the HR team to be more efficient and effective, similar to the HR transformation we are currently implementing at Ingersoll Rand

I joined with Ingersoll Rand as the Vice President of Human Resources, Americas in 2008. I was interested in the role because I was responsible for a fully integrated business, not just a single function like I had at Lilly. It also gave me a lot more decision making authority and diversified my resume, so I wouldn’t be labeled as a “pharmaceuticals” HR professional. When my current position came open, I threw my name in the hat. It has been a wild ride. It is exciting

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to come back to global and travel again. I enjoy interacting with people from different back grounds and cultures. It’s also exciting to lead a global HR team. What is the biggest cultural difference you’ve noticed traveling to plants globally? In Asia there is a different view of hierarchy from our US view. The culture is more structured and indirect than it is here. Employees do not always feel as comfortable to object to issues or be direct with their management. I want to hear about employees’ challenges, so I have to work to create an environment where they feel free to share their honest views and concerns.

“Look at things with an unbiased perspective and be willing to ask why...”

ased perspective and be willing to ask why or to say, “I think there is a better way. Can I make a suggestion?” The second thing is to learn as much as you can about the business and ask a lot of questions. Talk with a lot of different people. You should be a business person first and then learn as much about your function as possible.

How would you characterize yourself as What do you enjoy doing when you are a leader? not at work? I believe that I am here to help the business be successful. My job as a leader is to remove barriers for the HR team to help them be successful. My job as an HR partner is to help the leaders of the business be effective. My team serves both the business and the employees and are responsible for the human resources of the business. I believe the best ideas and answers to our challenges reside throughout the entire organization, not just with senior leadership, and our role as leaders is to tap into those ideas wherever they are.

I am a spectator sports nut! I pretend to play some sports, but I’m not a real athlete. I’m a huge Notre Dame and Michigan fan as well as a Colts, Red Wings and Detroit Tigers fan. Another great joy for me is hanging out with my nephews who are 12 and 14. We like to go to the movies and they enjoy beating me in video games. I enjoy gardening and cooking on the weekends as well. I love to travel, even though I want to do that less now that I travel a lot for work. Two of my favorite places have been Italy because I love the culture and Jerusalem because it has such an amazing history.

What advice do you have for young I recently joined the board of directors for members of the workforce to differentiKIPP Indy, which is an open-enrollment ate themselves as leaders? college-preparatory public school for underThe number one thing is to never accept, served children in Indianapolis. It is impor“Because we’ve always done it that way” as tant for me to find ways to give back to the a valid answer. Look at things with an unbi community. INGERSOLL RAND | ACCELERATED DEVELOPMENTS 5


ADP’s Julie Bickel (left), Bethany Barnes, and Nadiyah Hall are happy to lend a helping hand at the Second Harvest Foodbank in Charlotte, NC

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PROJECT OF THE QUARTER EMEIA Cross-Sector Innovation By: Aleksandra Kowalewska EMEIA Marketing ADP

Growth is one of Ingersoll Rand’s 2012 enterprise goals. We can realize it through innovation projects that will result in the introduction of new products into our portfolio. But not all innovations are profitable. In fact, 90% of all new products fail.

costs 100 times less!)? Instead of preparing a high-fidelity concept, investing in it and then validating it with a customer, it is much better to engage our customers in the early process of idea generation.

In order to increase sales, improve margin and market share, we need to make sure that our innovations are driven by customers and their needs and bring value to their user experience.

Hence, in the first phase of innovation, before we even start brainstorming, an in-depth research of our customers will be conducted. Aleksandra Kowalewska, ITS ADP based in Brussels, will be responsible for this part of the project. Using qualitative ethnographic methods, she will become

That is why we decided to introduce a new approach to innovation that involves lots of interactions with customer in the early product development stage. Did you know that fixing a problem in a development stage is 10 times less costly than fixing it in the release stage (and if we fix it in the concept stage, it

a “shadow” of selected customers and stakeholders – will see, listen & record their needs, frustrations, challenges, expectation. The research will use a protocol of interviewing and observing in a particular context of using a product that will allow us to really see how customers interact

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The 3 Categories of Human Centered Design with Ingersoll Rand products. In the next stage, recorded audio-video material gathered from the contextual inquiry will be used during the innovation summit. Cross-functional workshops will be organized for each sector and facilitated by our content partner MAYA Design, a design consultancy and technology research lab, based in Pittsburgh, PA. MAYA Design and its educational alliance LUMA Institute use Human-Centered Design methods in their everyday work to help businesses enlist design to drive innovation and grow. A set of these methods (36 in total) creates a discipline of generating solutions to problems and opportunities through the act of creating innovation, where the activity is driven by the needs, desires and context of people. Human-Centered Design (HCD) methods use interdisciplinary sciences & frequent iterations engaging customers or other stakeholders. They can be divided into three categories, that combined together in different ways allow companies to customize their research and design process to their business needs. HCD methods were also presented to Aleksandra Kowalewska, who spent a few days with LUMA Institute and MAYA in Pittsburgh at the end of January. They will become useful during her assignment, both in research and in preparing field materials for the innovation summit.

3 categories of Human-Centered Design methods Last but not least, innovation workshops will result in coming up with robust business concepts that will be taken to MAYA labs for rapid development and testing to construct the business case for implementation using an iterative development and test process. First, Ingersoll Rand and MAYA personnel will build and test light weight prototypes using multiple “business simulations” to define both identified and unmet customer needs. Based on customer validation and refinement of product/business “simulations”, more “tuned” concepts of a product will be proposed. Finally, MAYA and Ingersoll Rand Sales and Product Management teams will work to develop financial assessments and projections of new business models. At this moment, we will have a high-fidelity product prototype at so called “Gate 0” of Ingersoll Rand’s innovation process.It will be already validated in terms of usability and meeting customers’ needs. This means it will be ready for business implementation. We hope that cooperation with MAYA Design and our new approach to innovation will result in innovative products and solutions and a rapid growth of Ingersoll Rand sectors in 2012.

If you have any questions, please contact Aleksandra Kowalewska at: akowalew@irco.com or +32 2 746 11 55 INGERSOLL RAND | ACCELERATED DEVELOPMENTS 8


MEET THE ADP Nadiyah Hall By: Nadiyah Hall Americas HR ADP Fast Facts: Cohort Year: 2012 Function: Human Resources Location: Carmel ,IN School: Rutgers University Graduation: December, 2011 Major: Masters of Labor and Employment Relations Current Status: Nadiyah currently works at the Carmel corporate office in Indiana as an HR Specialist. Her current projects include creating and distributing a quarterly newsletter titled Dynamic Developments for Residential Salaried employees to focus on aspects of career development, keeping People Managers updated weekly with Talent Management statuses and deadlines as well as interviewing potential candidates for Residential Solutions. Nadiyah’s favorite part of her job is the opportunity to “learn and be involved in the talent management process as well as network with other colleagues across the United States.” Get to know Nadiyah: Nadiyah was born and raised in New Jersey and states, “I am a Jersey girl at heart.” Nadiyah enjoys hanging out with family and

friends, selling real estate and traveling. Her favorite place to hang out is in New York City. She states, “Although it is literally one hour from where I lived, every time I went there, I felt like a tourist. There are so many amazing museums, restaurants and you have to love the high energy of New York. It’s a place that everyone should experience at least once.” Nadiyah has had the privilege of traveling to Louisiana, New Orleans this past summer to visit some friends from college. There, she had the chance to experience New Orleans delicious spicy food, the “care free” culture and the amazing historical scenery. This summer, Nadiyah plans to visit Jamaica, her frequent beloved vacation spot. Nadiyah says, “It’s the most beautiful place on earth.” She also hopes to visit Italy later this year with friends to experience the much talked about culture, famous landmarks and of course, shopping. Nadiyah has always had an entrepreneurial spirit. During her undergraduate years at

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Rutgers University where she completed two bachelor degrees, she started a successful event planning business, UG Entertainment. She was able to host many events for Rutgers University as well as build relationships with local business owners.

of their dreams. Also, looking at beautiful properties and the amazing décor is exciting.”

Nadiyah has attended Rutgers University for both undergraduate and graduate school for Labor and Employment Relations. After taking a Labor Law course, She had to end she became very her event planning “There are so many amazing mu- passionate about business because seums, restaurants and you have employee rights and it conflicted with her to love the high energy of New improving processes. busy school sched- York. It’s a place that everyone She also has a bachule. Towards her should experience at least once.” elor degree in African latter undergraduStudies. She was ate years, very involved in volunteering and clubs while at Rutgers University. Nadiyah obtained her real estate license. For the last three years, Nadiyah has sold Nadiyah enjoyed Rutgers because of many homes and grew a love for helping their diversity in culture, age, background her clients get the most property for their and majors. She is very passionate about money in this tough real estate market. learning in a progressive, diverse and Nadiyah says, “There is no better feeling inclusive environment and is one of the than helping a client purchase the home many reasons why she has chosen Ingersoll Rand as her employer!

Fun Facts: Three things you would bring on a deserted island: Ipad, Water, Gun Favorites Color: Silver Food: Seafood Book: Rich Dad Poor Dad Word: Really Movie: Love and Basketball Animal: Maltese Puppies Band/Music/Song: Rhythm and Blues, Pop

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CURRENT HAPPENINGS

The Facebook Password Dilemma By: Omri Eban Americas Marketing ADP Recently a debate has developed regarding the thin line between personal and professional life, a line that many feel has been crossed by hiring employers demanding the passwords to the Facebook accounts of job applicants. Are you comfortable disclosing your Facebook password to a hiring employer? Is this an intrusion on your personal life? Prior to making an investment in hiring an employee, it is only natural for an employer to seek as much information as possible regarding the candidate via interview questions and job applications. There are, however, legal restrictions detailing what can and cannot be asked. That being said, many employers have found clever workarounds that allow them to satisfy their curiosity without crossing legal boundaries. A few examples:

Although many of these legalities protect applicants from revealing personal information, one glance at their Facebook page can reveal political orientation, date of birth, photographs of children, social group membership, race, and numerous other personal insights. As of today, there is no law forbidding employers from asking for a candidate’s Facebook password. This debate has heated up as ABC’s “World News” recently reported that Justin Bassett, an applicant for a New York City consulting firm, was given an ultimatum – provide your Facebook password or you don’t get the job. In a separate incident, an elementary school teacher’s aide in Cassopolis, Michigan was suspended from work after refusing to provide her Facebook password to her school of employment.

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Sometimes handing over your Facebook account can mean the difference between getting hired or being overlooked for a position Members of the Democratic Party, Dr. Richard Carmona, a Democratic candidate running for Senate in Arizona, and Representative Ed Perlmutter are campaigning to amend a privacy provision supported by several Republicans in a Federal Communications Commission reform bill. Their proposition of Facebook privacy protection laws was quickly denied by U.S. House of Representative Republicans.

The debate rages as on, as some feel that they would rather turn over their Facebook password than miss out on a promising employment opportunity. Others would rather delete their Facebook account than hand over their password. Some food for thought - would you work for an organization that demands a peek into your personal life? Do employers have the right to demand your Facebook password?

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STEP UP TO SUSTAINABILITY

The Employees Behind Green Initiatives By: Katie Pogue Americas Operations ADP Who’s on the All Star Team “Tackling” Sustainability at Ingersoll Rand? It could be YOU! Together, Green Teams and One STEP Forward program participants create a worldwide network of sustainability champions at Ingersoll Rand who are enabled to bring sustainable values into the workplace and spark a culture change. As the title suggests, employee networks are the driving force creating our culture change for sustainability. There are two major elements to our sustainability champions network: Green Teams and One STEP Forward. This article explains these programs and how you can get involved. Green Teams are a growing grassroots force comprised of localized volunteer groups. Green Team members are passionate colleagues who gather together to

work on projects that improve their facility’s environmental performance, engage their peers, and help out their community. They help raise awareness around sustainability issues at Ingersoll Rand locations. Due to the fact Green Teams are volunteer and grassroots in nature, they are able to focus more heavily on any one of the 3Ps of sustainability (People, Planet, Profit), but should always consider all three. Projects may cover topics such as community service and employee engagement. However, they should integrate environmental education and cost savings when possible, as these are the main principles of sustainability. Green Teams are now common, and have been in this company for many years. In 2011, Ingersoll Rand decided to harness

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the passion and creativity of these teams by creating a global network of Green Teams. During the launch of this initiative, executive sponsors Todd Wyman, Senior Vice President of Operations, and Jeswant Gill, Vice President of Global Services, excitedly committed and expressed their belief that Green Teams contribute greatly to our major enterprise goals such as EHS, Op Ex, and Employee Engagement. Since that launch, there have been quarterly webcasts developed for Green Team leaders and their teams and a Global Green Team portal found under Thrive on “MyIR Homepage.�

Team or even leading one.

today, we have 77 Green Teams!

piloted in 4 global locations: Cincinnati, Ohio (ST Steelcraft manufacturing), Davidson, North Carolina (Corporate Center, ITS and CS headquarters), Unicov, Czech Republic (ITS manufacturing), and Brussels, Belgium (Corporate Center). In 2012, this training is expected to roll out to 10 locations in all regions and sectors. At least 5 ADPs have already participated in this training. Look for this training to come to a location near you and ask to be involved! This is a great development and networking opportunity and a unique way to let your leadership shine.

Another way employees can become part of this revolution is through One STEP Forward. This program was developed by the Center for Energy Efficiency and Sustainability as a way to educate employees about the global challenges we face today and encourage them to think creatively about the way they live and work. The workshops intend to have participants personally connect to sustainability principles and then use the principles and concepts at work and home. Tools are provided to help participants recognize how to apply sustainability to everything they do, everywhere, everyday.

In 2010 we started There has also been a with 25 Green Teams; boom in the number of Green Teams. In 2010 today, we have 77 we started with approxiIn 2011, the One STEP Green Teams! mately 25 Green Teams; Forward training was We also have processes in place to track metrics such as the number of employees participating in Green Team activities and the green house gas reductions to which Green Teams have contributed. For example, from 2011 Q4 data, we know that the average Green Team has 20 participants, has saved $58,000 USD, prevented 65,000 lbs (30% of the mass of a blue whale) of waste from going to landfill, and has saved 389,000 KWh of electricity (amount of energy 32 US households use in a year). Our goal is to have 104 Green Teams by the end of 2012. You can help Ingersoll Rand accomplish this goal and be a part of this exciting culture change by encouraging your site to start a Green

Contact the Center for Energy Efficiency and Sustainability for more information on any of these programs at CEES@irco.com

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STAYING RELEVANT

How 100-year old companies survive By: Emily Goodman Americas Marketing ADP How can a 100 year old company stay relevant in the modern world? We know it’s possible, but it’s not inevitable. Everywhere you see the results of what happens when companies fail to stay relevant – Kodak, a formerly robust household brand is near declaring bankruptcy after being slow to adjust to digital imaging trends. Hostess snacks recently declared bankruptcy due in no small part to lack of adaptation to changing health trends and a down turn in the economy. The world is moving fast and innovating quickly. Great strides in technology occur each year and lifestyles have changed accordingly and almost as fast. The needs and expectations of our customers today differ greatly from those of customers just 10 years ago. High-tech, consumer-facing companies struggle every day to stay ahead of the ever-changing curve and to remain relevant to consumers. If you need any more evidence, just look at the phone you had

Cell Phone - 2000

Cell Phone - 2005

now when compared to cutting edge phone technology just 5 years ago – and going back 10 years seems like ancient history. The times may not be changing as rapidly or as obviously for some of Ingersoll Rand’s more industrial based brands, but we must still adapt to changing needs and expectations or face results of companies like Kodak who were too slow to see the change they needed to make. An obvious tactic in understanding what direction the market will move is to ask our customers. Social media offers an excellent opportunity to interact with, engage, and ultimately better understand our customers. There are other resources like surveys and focus groups used in an effort to understand what the customer wants. All of these strategies are excellent ways to hear directly from our customers about their needs and expectations.

Cell Phone - 2012

However, while it is important to be in touch with the voice of the customer, the more important consider-

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ation in staying relevant is to understand the lifestyle of your customers – how they live and how their lives are changing. Henry ford once famously said, “If I had asked people what they wanted, they would have said faster horses”. This idea refers not only to innovation, but also the importance of understanding customer needs when innovating. In other words, it’s not about having the “best” technology, or the “smartest”, but having the right technology, even if the voice of the customer does not demand it outright. Staying relevant, however, means more than offering the products and services your consumers need, but also offering them in the way that your consumers need them. Often, innovating back-end business operations to simplify a customer’s life on the front end is the vital change needed to remain relevant. Just as you can see evidence of companies that fail to think far enough ahead of the curve, you can also see evidence of those that have successfully navigated everchanging customer needs and have evolved to remain successful over the long run. Take American Express for example, which looks much different today than the express mail business it started as in 1850.

Ingersoll Rand Rock Drill 1872

Ingersoll Rand itself is another example of a company that has successfully adapted over the years, beginning as an industrial drill company and evolving to become a diversified group of top brands. But if the recent coming and going of familiar brands like Kodak is any reminder, success in the past is no guarantee of success in the future. If Ingersoll Rand can continue to innovate and anticipate customer and consumer needs, they can remain relevant to consumers and therefore maintain success for years to come.

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SIX MONTHS IN MARKETING

Benefits of a Cross-Functional Experience By: Rachel Usher Americas Human Resources ADP Marketing used to be a foreign concept to me as far as what really goes on in that function. Trade shows? Campaigns? Product-launch materials? Catalogs and image suites? And, as Ingersoll Rand likes to do, countless acronyms, acronyms, acronyms?! All of these ideas were words and phrases (and of course, acronyms) that I heard during my first year as a Human Resources Generalist starting as an HR ADP for Security Technologies in Carmel, IN. My first year as a generalist, I had the pleasure of being the HR partner supporting 3 client groups: Engineering, Product Management, and Marketing. As I got to know this marketing group rather well during that year, I had a few thoughts… “1) This ST Marketing team is awesome, and a little crazy; 2)

They market the coolest products and have campaigns that work; 3) They are, for the majority, rather loud; and 4) I want to be in this group!” Reaching out to leaders in Marketing to seek opportunities that would support an HR ADP within Marketing was the BEST decision I’ve made with Ingersoll Rand to date. At first it was a little intimidating because I didn’t know what I was getting myself into; however, I landed an opportunity with Marketing Communications (MarCom) as I transitioned out of my first ADP role in Human Resources. I told my new supervisor, Leigh Polifko (former Marketing ADP, 2006 Cohort), that I didn’t know too much about marketing, and she said (bless her heart!) that she had faith that I possessed the right tools and skills to be successful. So I hopped on over to

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a different part of our business – MarCom. What a change! The first month in my cross-functional role consisted of an overwhelming amount of information, learning a new industry, learning how Security Technologies goes to market, seeing how we create literature, how we launch a campaign, how we prepare for a tradeshow, how we communicate with Marketing and Product teams, learning about the interactions with channel partners and the sales force, managing vendor relationships and external creative agencies, getting a quote, eblasts, and of course – learning ALL of the wonderful terminology, words, function-specific abbreviations and other marketing lingo. It was awesome! I worked in the Marketing Communications team supporting Vertical and Portfolio Marketing. I provided communications and creative direction in literature creation, working internally and externally with vendors. I assisted with managing the launch of the digital version of the Electronic Access Control Catalog, and I helped with tradeshow planning for 2 different shows. It was similar to how any other new job might be for someone: lots of info, lots of questions, a little uncertainty, but plenty of curiosity and enthusiasm! The best part about doing a cross-functional assignment was actually BEING in a different part of the business, instead of just hearing about it.

Working closely with products was extremely helpful in understanding the entire business and the amazing products that we make. I was able to understand the inner workings of another function, which will be extremely beneficial for me in the future. I came to a realization – maybe Marketing is where I’d like to be! It gave me the chance to understand how this organization operates, and as an HR Business Partner supporting this group, I would have a better understanding of the pain points, the correct skills to have for a particular job, and the factors that best enable employees to do their job well. Plus, I got to know a new network of people that I can reach out to in the future both professionally and personally. It was a fabulous learning experience, so much so that I wonder if Marketing is the function for me. If you are considering seeking out a crossfunctional assignment, my response would be this: DO IT! I believe that everyone should do it. No matter what point you are in your career or the ADP program, it’s something that can only benefit you! You’ll learn more about Ingersoll Rand, more about yourself, expand your network, and determine if your cross-functional role is something that you truly want to do. As for myself, I face the following dilemma: Back to marketing? Stay in HR? Pursue another cross-functional assignment? I have yet to decide, but I strongly encourage you to consider a cross-functional assignment at some point in your career!

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GET INVOLVED VOLUNTEER EVENTS GIVE Update

By: Megan Wight & Christina Howell

Contact a local GIVE Leader for more information:

The GIVE team is excited to announce a NEW GLOBAL initiative: GIVE 360! GIVE 360 is an ADP-led initiative to connect the Americas, EMEIA & AP Get Involved and Volunteer Event (GIVE) programs. During a 15-day stretch (360 hours), we are encouraging GIVE site leaders to coordinate a volunteer event for their campus. It can be a one-time event (e.g. a park clean-up) or last all 15 days (e.g. a canned food drive). Excited yet?! At the conclusion of our 15-day service campaign, we will tally all of the donations and volunteer hours contributed by Ingersoll Rand employees ACROSS THE GLOBE. It is said that individually we are a drop, but together we are an ocean. Let’s create a wave of positive action! GIVE 360 will take place Saturday, April 28th – Saturday, May 12th. All Ingersoll Rand campuses are invited to participate! Whether you donate an article of clothing, a canned good or an hour of your time, you will be contributing to Ingersoll Rand’s global effort to positively impact the communities in which we work. 19 INGERSOLL RAND | ACCELERATED DEVELOPMENTS


Members of the 2010, 2011 and 2012 cohorts gather for a group photo during the week of the Americas 2012 ADP Symposium

INGERSOLL RAND | ACCELERATED DEVELOPMENTS 20 | Q2 2012


accelerated developments  

Q2 2012 Magazine

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