Page 224 - MY STORY
P. 224

strengths  and  weaknesses,  differing  attitudes  about  our

            top performers, and a few other minor things.  We had a
            completely uniform driving force and vision to make this
            combination of forces work to the benefit of McDonnell

            Douglas,  and  make  S/CSA  a  world-class  signature
            control organization. We were eminently successful.


            WHAT’S WRONG WITH PERFORMANCE APPRAISALS?
            Retaining my job as director meant that I was supervisor
            to around 300+ scientists, engineers, and technicians  in

            the newly merged S/CSA organization.  As a manager, I
            had  the  dubious  honor  of  conducting  performance

            appraisals  at  the  end  of  every  year  with  people  that
            reported to me. Since I was a director my reports were
            generally Branch Chiefs and Chief Engineers, generally
            highly rated people with good salaries.


            The  performance  appraisal  form  listed  a  number  of

            technical and leadership attributes with a choice of three
            (3) ratings consisting of, from high to low, of
                             1) exceeds expectations,

                             2) meets expectations, or
                             3) does not meet expectations.
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