Original Date: 09/15/2003
Revision Date: 01/18/2007
Information : Employee Development
United Defense, L.P. Ground Systems Division Aiken implemented a successful employee development program that is employee driven, appraised and supported by supervision, and meets the needs of the company.
United Defense, L.P. Ground Systems Division (UDLP GSD) Aiken provides its employees with the resources and management support needed to direct their own personal and professional development. Employees are responsible for their own improvement by developing the skills, knowledge, and abilities that result in high levels of achievement and satisfaction in their current positions, or by developing new skills, knowledge, and abilities to enable progression to other positions, not only at the Aiken facility, but elsewhere within UDLP.
Employees review their position description to ensure that the duties, responsibilities, and qualifications are accurately defined and understood. Employees and their managers discuss and reach agreement on the relative importance of the duties, and define individual objectives for the following year after reviewing the manager’s objectives and business goals. The standard of performance that defines whether or not the objectives were accomplished is also defined. Non-exempt employees do not have formal objectives established, but have a performance appraisal to provide continuous communication and coaching. The appraisal provides feedback on how employees accomplish their objectives or perform position responsibilities. The appraisal provides the mechanism for the supervisor to guide the employee in achieving optimum results. Employees communicate their career aspirations to the managers, and the managers provide suggestions and encouragement regarding their growth. Employee development plans are applicable to all UDLP GSD Aiken’s employees, and cover the upcoming twelve- month period. The categories of development covered in the plans are customer focus, interpersonal and technical skills, communication, motivation and commitment, planning and organization, problem solving and decision making, and leadership. Managers commit to providing support with budget, time away from other duties, and providing opportunities for employees to use their skills. Employees commit to fully execute planned activities. The development action plans include one to three focus areas, desired results, and activities. Several examples of development activities include acting as manager, advisor, or trainer for less experienced co-workers; attending relevant conferences or seminars; participating in audits; leading or facilitating conferences or meetings; attending college courses; making presentations; and participating in community or civic affairs.
UDLP GSD Aiken’s employee development program increased employees’ participation in managing their job performance, and improved communication between employees and managers. Employees can be appraised and rewarded since the establishment of a solid plan, which provides the platform to constructively discuss job performance, pay, and development. Employees are focused on the objectives of the organization, and the development activities are in line with the long- and short-term needs of the organization. Employees who are dedicated to completing the development plan have been very successful in their advancement as shown with the current Manufacturing Area Manager, who began as a shop welder.
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