Organizational Change Proposal
Organizational Change Proposal
Science Applications International Corporation
Self-Development Process at SAIC
Introduction Science Applications International Corporation has long enjoyed a very focused and substantive self-development program. However, the self-development program for individual employees is guided by management determination of where the employee best fits into the organization. This suggests a mid-level, management centric approach to employee self-development. The challenge for SAIC is to create a systems approach for self-development that allows significant latitude for the employee to chart their unique, self-development strategy. SAIC does not allow the employee to develop a road-map for their self-development. It is often dictated by SAIC management. I will propose that SAIC executive leadership consider this proposal for changing the entire self-development strategy within SAIC. Individual employee morale and inclusiveness will drastically improve if SAIC were to empower the employee to chart their own, self-development process.
Current State SAIC requires a standard set of individual, self-development tasks be completed annually. These standard, corporate generated tasks are critical in establishing a baseline standard for every employee. Time-charging training, corporate ethics training and certification, and performance review process training are all required to be completed annually. This establishes a solid foundation of skills and knowledge required of all SAIC employees. What is lacking in the corporate strategy for employee training and certifications are certifications and web-based training that can produce a better, more well-rounded employee. If additional training is required, it is the mid-level manager that determines what training is needed, and when. An example of management directed training would be business development training. The individual employee does not have a
Science Applications International Corporation
Self-Development Process at SAIC
Introduction Science Applications International Corporation has long enjoyed a very focused and substantive self-development program. However, the self-development program for individual employees is guided by management determination of where the employee best fits into the organization. This suggests a mid-level, management centric approach to employee self-development. The challenge for SAIC is to create a systems approach for self-development that allows significant latitude for the employee to chart their unique, self-development strategy. SAIC does not allow the employee to develop a road-map for their self-development. It is often dictated by SAIC management. I will propose that SAIC executive leadership consider this proposal for changing the entire self-development strategy within SAIC. Individual employee morale and inclusiveness will drastically improve if SAIC were to empower the employee to chart their own, self-development process.
Current State SAIC requires a standard set of individual, self-development tasks be completed annually. These standard, corporate generated tasks are critical in establishing a baseline standard for every employee. Time-charging training, corporate ethics training and certification, and performance review process training are all required to be completed annually. This establishes a solid foundation of skills and knowledge required of all SAIC employees. What is lacking in the corporate strategy for employee training and certifications are certifications and web-based training that can produce a better, more well-rounded employee. If additional training is required, it is the mid-level manager that determines what training is needed, and when. An example of management directed training would be business development training. The individual employee does not have a
References: Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31. Hyatt, M. (2012). Platform: Get noticed in a noisy world. Nashville, TN: Thomas Nelson. Northouse, P. G. (2010). Leadership: Theory and Practice. Thousand Oaks, CA: SAGE Publications. Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall. Senge, P. M. (1990). The Fifth Dsicipline: The Art and Practice of the Learning Organization. New York: Doubleday Press.