Diversity In Action

CAE USA is growing fast

The aerospace company hires candidates with software and aviation skills. Mentoring programs, training and educational reimbursement are available

This is the CAE USA flight simulator version of the Little Bird military helicopter.

'We are growing very, very quickly right now," says Danielle Finn, HR representative at CAE USA.

CAE USA is the U.S. military simulation and training arm of Montreal, Canada-based CAE Inc (formerly Canadian Aviation Electronics). The parent company offers simulation and modeling technologies and associated training services for civilian and defense aviation customers around the world.

CAE USA in Tampa, FL specializes in flight simulators for the U.S. military; a sister U. S. business unit, Simuflite (Dallas, TX), works with commercial and civil aviation customers.

CAE USA started life in 1939 as Reflectone, a maker of aircraft simulators for the military. Reflectone was purchased by BAE Systems in 1997. CAE acquired the Tampa division of BAE in 2001, and after several years of reorganizations the U.S. company is growing rapidly. The Tampa site currently employs about 425 people, with another 250 engineers, technicians and instructors working offsite at military bases nationwide. There are several overseas employees as well.

Finn explains that CAE USA engineers focus on simulator software. Simulator hardware is built in Montreal, and "Our engineers develop the software and integrate the systems," Finn says. Both hardware and software designers work closely with their military customers to produce a completely accurate simulation of each type of aircraft.

Hiring has been active since 2005, Finn notes. Software and computer engineering are the basic skill sets, and experience with simulator design is important. Candidates should be familiar with software languages from Ada to C, C++ and C#.

A minimum four-year degree is required. Employees must be U.S. citizens with a current security clearance or the ability to get one. New employees waiting for clearance can sometimes work on temporary projects where a clearance is not required.

Women and minorities are represented at all levels of the company. "We have a decent mix here," Finn says.

CAE USA, like so many other companies, is facing a wave of retirements, and Finn says it's important for the knowledge of the mature workforce to be passed on to new employees. "We're developing our succession plans and training programs to prepare candidates for key technical positions," Finn says.

Clearly, this situation underlines the importance of mentoring. The formal program began two years ago. "It originated in the engineering department," Finn explains. "Now we're rolling it out company-wide. We're making sure all new hires have assigned mentors and are following the plans we set out for them."

The process begins with a week of orientation for each new hire. After that, mentor and mentee meet twice a month for the first couple of months, and then monthly for the next year.

Over the last two years CAE president and CEO Robert E. Brown has increased the company's concentration on employee education. "We pay for job-related certifications, and for college degrees if employees work and attend school part time," Finn says.

Diversity training is part of new-hire orientation, and will become an annual program for all employees this year.

The company's community involvement committee helps connect employees with volunteer opportunities. "We do a lot with local schools," Finn says. "We have a 'bring your child to work' day and frequent school tours, and we recently hosted an ambulance helicopter fly-in."

By its nature, the work has periods of intensity. "Work/life balance can be a challenge, especially for engineers who have project deadlines to meet," Finn admits, "but we have helped by instituting a work schedule that's flexible around core hours."

D/C