Case Study

ATK

Aligning careers, interests, and values for the common good

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Challenge

Navigating economic uncertainty while energizing and retaining top talent.

ATK Aerospace Systems, a major player in defense and space engineering, faced a period of instability driven by sweeping changes in NASA’s budget, evolving Defense Department priorities, and the economic downturn of the late 2000s. Adding to the challenge was the imminent end of the Space Shuttle program—one of ATK’s major contracts—leading to widespread uncertainty and potential workforce disruption.

With reduced business confidence and cost-cutting on the horizon, ATK had to address the morale, engagement, and retention of its high-performing employees. The company recognised that developing internal career pathways and empowering employees to shape their own futures could not only stabilize the organisation, but help it thrive. The human resources team, led by Jeff Brody and Saundra Stroope, set out to create a structured, values-driven approach to career development that would re-energise employees and align talent with the company’s evolving needs.

Solution

Career development workshops using the Strong Interest Inventory®.

ATK's HR team collaborated with Executive Development Associates to design a career development workshop for high-potential leaders. The goal was to help employees identify how their personal interests, values, and skills aligned with organisational priorities—thereby building fulfilment, retention, and long-term agility.

The programme was built on the AIM model: Understand ATK's business and cultural context, Assess personal Interests using the Strong Interest Inventory, and Develop Multiple career options and a plan of action.

Each participant took the Strong assessment before attending the workshop. The results were then discussed in detail during a full-day session that explored how interests matched up with potential job roles—both current and aspirational. Employees used their reports to develop ideal job descriptions and began creating personal career action plans.

The workshop also included the Work/Life Values Checklist, enabling participants to evaluate whether their current roles aligned with their core values. This added a deeper layer of self-reflection and helped participants identify gaps between their work and what truly motivated them.

Throughout the programme, participants were supported with tools for career conversations, coaching guidance, and an online platform (Total Talent @ ATK) to track progress and implement their goals.

Key Programme Elements:

  • A: Understand ATK’s business and cultural context
  • I: Assess personal Interests using the Strong Interest Inventory
  • M: Develop Multiple career options and a plan of action

Results

Stronger employee engagement, clearer career direction, and reduced turnover risk.

Feedback from the initial cohort of 95 high-potential leaders was overwhelmingly positive. Participants reported a renewed sense of ownership over their careers and increased clarity about how to align their interests with business needs. Ninety days after the workshop, follow-up surveys showed that participants were actively taking steps toward their development goals—networking internally, discussing plans with leaders and mentors, and exploring new roles or learning opportunities.

Post-workshop evaluations averaged 4.3 out of 5. Many employees said the Strong assessment gave them valuable insights they hadn’t previously considered—especially when it helped them reframe career paths not only within their current role, but beyond it. One employee, for example, realized his need for outdoor activity and made lifestyle changes to improve his overall effectiveness and satisfaction.

As the programme matured, it also became clear that employees saw the workshop as evidence that ATK genuinely cared about their growth. It built goodwill and loyalty at a time when many companies were downsizing or standing still. By aligning employee interests with strategic direction, ATK positioned itself for resilience—and built a more energised, future-ready workforce.

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