Aerospace companies target recruits online

Other industries facing a talent shortage can easily outsource jobs overseas where labor is cheaper. But defense contractors have a harder time hiring non-citizens because of national security clearances and government restrictions on technology transfer.

Lockheed Martin Corp., the nation's No. 1 military contractor, started a chat room earlier this year on its Web site where recruiters host daily one-on-one instant messaging fests with job seekers.

The virtual chat was not specifically created to attract younger workers, but many college and high school students log on to seek advice and learn about internships, said Pete Bugnatto, a recruiter based in Silicon Valley.

Every Wednesday, Bugnatto's computer lights up with a torrent of IMs from job candidates. He greets every user who signs on during the two-hour chat window and divvies up the questions among eight other recruiters.

The chat room for recent college grads is among the most popular, with recruiters answering hundreds of questions during each session.

"It's one way for them to get immediate attention. They can chat with someone in real time," Bugnatto said.

Raytheon Co. is trying to take the guesswork out of recruiting by targeting specific regions. In the past, the defense contractor took a "shotgun approach" by flooding college campuses and job fairs with recruiters and trying to appeal to the largest number of people.

Last year, the company developed a proprietary computer software program that analyzes federal labor and demographic data. Recruiters use the software to zero in on engineering hotspots and areas with a diverse population.

Once Raytheon targets a region, it holds job fairs and sends mass e-mails to engineers and scientists.

"We're getting more scientific and more deliberate" in our recruiting, said John Malanowski, vice president of talent acquisition.

Along with using technology, aerospace companies are bolstering their ranks by training young workers.

Rolls-Royce PLC, the world's second-largest aircraft engine maker, started a training program in 2004 that grooms 20-somethings to become future leaders. Normally, it takes about 10 years to get promoted. Under the accelerated program, a worker can become a middle manager in five to six years.

Workers are graded on their productivity, business judgment and influencing skills.

Not everyone makes it. Some voluntarily drop out because of work schedule conflicts. Others who aren't up to par go back to their day jobs.

"We try to make it so that it's a soft landing. It doesn't mean your career is over," said Hugh Harvey, a Rolls-Royce executive.

Nikki McMullen is among 50 employees chosen for the fast track. Her duties included overseeing a five-member team, giving PowerPoint updates to executives and helping design a new factory in England.

McMullen said she never had a problem with the age difference.

"I try not to come across like I know it all because I know that I don't," she said.

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