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Reengineering HR Development Systems to Support a New Computer Chip Factory: A Case Study

In: Reengineering In Action The Quest for World-Class Excellence

Author

Listed:
  • MATT BARNEY

    (Microelectronics International University, Lucent Technologies, 9333 S. John Young Parkway, Orlando, Florida 32819, USA)

  • ASHLEY PRINCE

    (Microelectronics International University, Lucent Technologies, 9333 S. John Young Parkway, Orlando, Florida 32819, USA)

  • DARIN ARTMAN

    (Microelectronics International University, Lucent Technologies, 9333 S. John Young Parkway, Orlando, Florida 32819, USA)

  • SHARON O'TOOLE

    (Microelectronics International University, Lucent Technologies, 9333 S. John Young Parkway, Orlando, Florida 32819, USA)

Abstract

Modern integrated circuit manufacturing requires employees with high levels and diverse types of knowledge, skills and abilities. This chapter describes an effort to support a new Lucent (formerly AT&T) chip factory with reengineered personnel selection, training, and performance appraisal systems. Each system described is fully integrated with each other, since all were based on the same rigorous job analysis. Results indicate positive benefits of the training and performance management systems, and one reengineering effort resulted in a 57% reduction in recruiting cycle time. The selection system validation effort was not supported, however, due to error-ridden criteria. The practical impediments to this major reengineering effort within a mature organization are also discussed.

Suggested Citation

  • Matt Barney & Ashley Prince & Darin Artman & Sharon O'Toole, 1999. "Reengineering HR Development Systems to Support a New Computer Chip Factory: A Case Study," World Scientific Book Chapters, in: Chan Meng Khoong (ed.), Reengineering In Action The Quest for World-Class Excellence, chapter 19, pages 349-362, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9781848160576_0019
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