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Conference 7.286::digital

Title:	The Digital way of working

Moderator:	QUARK::LIONELON

Created:	Fri Feb 14 1986
Last Modified:	Fri Jun 06 1997
Last Successful Update:	Fri Jun 06 1997
Number of topics:	5321
Total number of notes:	139771

3028.0. "Job Mobility (Jobs not attached to rigid CC)" by RUTILE::AUNGIER (Put the fun back into working) Tue Apr 26 1994 20:37

One of my greatest complaints with Digital have never made it possible to
change groups easily. I came to Digital in 85 as a database expert (DBMS
ath the time) and I thought Digital hired me because of this. I ended up
working on an outdated application (10 years old). Another group in the
building were working on a project using DBMS but they had relatively 
little experience, logically a software house would have transferred me
to this group but Digital couldn't as it was a different cost centre and
I was hired by another cost centre.

Coming to Digital I also had sales and marketing experience and as time 
passed I tried to branch out here as I felt I could use my technical
and business experience to the best for Digital. No, Digital hired 
outside people with relatively little experience in both of these fields.
Nothing has changed despite the bad state of the company. There seems not
to be the flexibility within Digital needed to fight the opposition. Many
other comapnies do not have near the products and range we have, yet they
manage to beat us.

Will Digital ever do anything to change this and when?

Comments.

El Gringo

T.R Title User Personal
Name Date Lines

3028.1 We don't know how! GLDOA::BIRGE Mon May 30 1994 19:01 12

T.R	Title	User	Personal Name	Date	Lines
3028.1	We don't know how!	GLDOA::BIRGE		`Mon May 30 1994 19:01`	12
	Problem is we don't know what skills we do have in the company. In a past life I worked for a firm of 300,000 people. Every year they had a manpower review (seperate from appraisals) where they identified each person's skills, updated training taken, and planned careers. Each manager was required to rank all his/her people's performance and (as a condition of manager's performance rating) identify at least one replacement for himself. If the manager didn't have a replacement in place (might even be from another organization) he wasn't likely to advance. High potential performers (both individual and managerial) were identified at each level, and "high-pots" were kept highly visible - favored for advanced training, etc. In that manner, the company had a steady stream of expertise on tap when needed. it worked!

    Problem is we don't know what skills we do have in the company.  In a
    past life I worked for a firm of 300,000 people.  Every year they had a
    manpower review (seperate from appraisals)  where they identified each
    person's skills, updated training taken, and planned careers.  Each
    manager was required to rank all his/her people's performance and (as a
    condition of manager's performance rating) identify at least one
    replacement for himself.  If the manager didn't have a replacement in
    place (might even be from another organization) he wasn't likely to
    advance.  High potential performers (both individual and managerial)
    were identified at each level, and "high-pots" were kept highly visible
    - favored for advanced training, etc.  In that manner, the company had
    a steady stream of expertise on tap when needed.  it worked!