Original Date: 02/19/2007
Revision Date: / /
Best Practice : Human Resources
Raytheon’s Network Centric Systems Manufacturing Center in Largo, Florida, implemented an improved tracking and review system to better assist employees and managers pursue leadership development of the facility’s top performers.
In 2006 Raytheon Network Centric Systems (NCS) Manufacturing Center in Largo, Florida, revamped its Human Resources (HR) program to better evaluate and track employee performance and progress. Prior to 2006 the Raytheon corporate-required Individual Development Plan was the sole document used to evaluate employee performance. Employees were evaluated on an annual basis only, which led to inconsistent performance tracking and career planning. The facility’s top performers were often known to segments of senior leadership but were frequently unaware of their own special status. Furthermore, succession plans were being verbalized among Raytheon Largo leadership, but formal documentation was not created on a consistent basis.
Raytheon Largo management decided that to better evaluate employee performance, a quarterly review was an essential supplement to the annual review. Tracking sheets were implemented to better assist employees and management track and monitor career planning, mentoring, coaching, mobility, and job assignment goals. Largo’s top performers were also treated differently under the new HR system. The top 10% of all employees evaluated are considered “People on the Move” and are now required to establish a “Key Development Plan,” a collaborative document created by both the employee and management. The entire leadership team at the Largo facility was made aware of all “People on the Move” throughout the plant to better enhance top performers’ career development. Managers were also evaluated by how well they helped mentor Raytheon’s high-potential employees. Raytheon Largo also formalized its succession plans by documenting those candidates most qualified to assume key leadership roles in the future.
The increased frequency of employee reviews has helped improve career development and growth opportunities. Employees are better able to actively manage their careers and have a better understanding of their job performance. Leadership is also better able to assess employee talent, which has led to increased skills and career development support. Top performers are formally made aware of their up-and-coming status within the company and are challenged with increased goal achievement. Those employees that are not in the top 10% of their peers have something to strive for if they want to rise through the company ranks. This can only benefit the individual and Raytheon as employees seek to reach their full potential. Formal succession plans are intended to ensure that talented and qualified employees are receiving the appropriate training and skill mix necessary to achieve upward mobility in the organization as new management positions become available.
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