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red, based on their assumption that IS was different than most of the other business units at Apivita. They finally decided, however, to leave the core MOC intact and simply add some specific questions, as the other units do. When the survey was administered in 1997, it had a 94 percent participation rate. To help the department take action based on the MOC data, one of the HR managers conducted a training session for managers to help them effectively use the MOC results. The HR manager also created a template for managers to guide their efforts to present feedback, identify priorities for improvement areas and solicit ideas for action.

At the quarterly review meetings that the CIO conducts with his direct reports, the managers are asked for progress reports on MOC action items. In sum, MOC is becoming not an event, but part of a continuous improvement process.

The effective use of the MOC results is facilitated by a Lotus Notes database that contains its MOC data and other information related to people management. The pilot was created as a grassroots effort by one of the HR managers and another associate, in response to hearing a senior manager wish that all his MOC data could be readily accessible in one place. Called the “Our People Add Value” database, it now also contains: policies and guidelines for conducting performance reviews; summaries of the CIO’s quarterly meetings; information on various HR- related initiatives, such as the Compensation Council and new associate orientation program; and information on the HR issues and priorities for each group.

Although it is still a prototype in some ways, the “Our People Add Value” database is clearly evolving, and suggestions for new content are welcome from anyone. The database is accessible to all employees and is used regularly, getting about 70 hits a day. Two vice presidents that were interviewed use the database to prepare for monthly management review meetings with their staffs, and for the CIO’s quarterly review meetings. One of them is also on a task force examining compensation issues-—the team is disseminating information by posting its progress on the database. Both find the database a useful, albeit evolving, tool.

The Corporate HR staff views this database as a leading practice within Apivita. HR states that they have received tremendous support from Corporate HR in all they have tried to do with the “My Opinion Counts” results.

The IS group has an effective review process that entails giving formal feedback to associates at least twice a year. It is similar to the review process used across the Apivita organization. All associates are evaluated on how well they accomplish business results and how well they exhibit the “Apivita 12 transformational leadership skills” (which include team skills, problem solving skills, customer service orientation, interpersonal skills, integrity and initiative). All review elements are rated on a scale of 1-to-5.

As part of the “business results” portion of the review process, associates are evaluated on how well they complete/meet their own “individual performance priorities” (IPPs). IPPs are jointly established by the employee and manager, and describe the business results (goals and measures) that the employee is responsible for achieving. This 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。