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

Matt Barney, Ashley Prince, Darin Artman and Sharon O'Toole
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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

Chapter 19 in Reengineering in Action:The Quest for World-Class Excellence, 1999, pp 349-362 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractModern 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.

Date: 1999
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