Michael W. Lamach
Chairman and CEO, Ingersoll Rand
To enhance competitiveness in the global marketplace, Ingersoll Rand seeks out employees with diverse skills and backgrounds that help foster innovative growth and uncover new market niches for products and services. We are building a winning culture that focuses on shared success for employees, customers, and shareholders. Culture binds an organization together, and it’s the hardest thing for competitors to copy. As a result, it can be a lasting source of competitive advantage.
Building a progressive, diverse, and inclusive environment is a component of our winning culture and essential to being a cutting-edge leader. For us, having a progressive, diverse, and inclusive strategy is not only a business imperative; it is also a social and ethical responsibility embedded in our core values.
One focus area for Ingersoll Rand is attracting skilled candidates in the Science, Technology, Engineering and Math (STEM) space. This is increasingly important as baby boomers enter retirement and fewer members of Generations X and Y are pursuing STEM careers. The company supports STEM education through its talent management program, Ingersoll Rand Foundation, Center for Energy Efficiency & Sustainability and involvement with STEMConnector.org.
Another way we use diversity as a competitive advantage is through Ingersoll Rand Employee Resource Groups (ERGs). ERGs provide employees an opportunity to collaborate on new products, customer satisfaction, and geographic market needs, as well as cultivate employee engagement, knowledge sharing, and diversity appreciation. We also place great value on recruiting military veterans, as the leadership skills developed while in the armed forces typically translate to an excellent assimilation into our culture.
A challenge in managing a diverse workforce for many global organizations is providing an environment where employees feel valued and can develop their careers. Ingersoll Rand offers a suite of programs that foster professional and personal growth, including advanced leadership seminars, an MBA program, and a rotational development program that allows employees to work in diverse functions and regions.
Authentic and inspiring leadership is paramount in helping others reach their full potential. Studies confirm that good people most often leave an organization because of poor leadership. At Ingersoll Rand, managers are held accountable to leadership competencies closely linked to our core values. Career growth accelerates and engagement improves when frequent communication between manager and employee is encouraged. Ingersoll Rand emphasizes that professional development is a joint responsibility between the individual and their manager.
BS in engineering, Michigan State University;
MBA, Duke University
WHAT I’M READING:
The Adversity Advantage by Paul G. Stoltz, PhD and Erik Weihenmayer;
Winter of the World by Ken Follett
Engaged people deliver great customer experiences. Great customer experiences create long-term company value.