Flat orgs and LO LO5172

DAVID REED (DPR9989@KGV1.bems.boeing.com)
Thu, 25 Jan 1996 14:07:53 -0700 (PDT)

Replying to LO5004 where Roxanne wrote:--
>Compensation is skill based. Work is assigned based on the
>demonstrated competencies of work group members. Promotions no
>longer exist since there no longer are any defined job levels.
>Titles were never formally eliminated, but just became
>irrelevant. Work teams determine skill shortages and employees
>are encouraged to get the necessary training. Those who take
>advantage of learning opportunities and develop new skills, get
>paid higher, and, at the same time, make themselves more
>marketable. (And they don't do performance reviews!) would it
>work at Boeing? Can you afford not to try?

Hi Roxanne and thank you for your reply. We have organizations where we
have 'broadened' the job descriptions. In one facility they have but 4 job
descriptions for the whole plant and people rotate through the various
positions and learn. But that is not the norm when working in a seniority
based job system. In all our facilities we are seeking to broaden the job
descriptions but are having difficulty with promotion and compensation
systems. Thats not to say we aren't having limited success...its just
slow.

My concerns stem from work I am currently engaged in which is to develop
people strategies that provide direction toward an end- state 20 years
from now. To develop this strategy, we are defining our desired end state
which is becoming quite an eye-opener. We see people having greater
movement in and out of companies, the half-life of skills being 3 years,
and the processes of learning organizations being influenced by constant
change. Companies will become more global, employing a variety of skills,
cultures, and belief systems. We will use a 24 hour/7day clock much like
the software company that designs here in the states, sends the design to
be coded in India, and then returns the code to be tested the next day;
using the many time zones as they become globalized.

Keeping this in mind, what will make people bring their hearts and hearts
and their minds to work each day instead of just their skills? What are
the attributes desired by business? Will people (20 years from now)
continue to look toward a single corporation, a single career, a single
job, as their means for lifestyle support? Or will people be motivated to
move between businesses, careers, jobs, while continuously learning and
adapting? What becomes of the company - employee contract? Any thoughts?

--
For now...
David Reed
(206)655-3245  Web:dpr9989@kgv1.bems.boeing.com
Human Resources Strategy Development