Science Applications International Corporation has long enjoyed a very focused and substantive self-development program. However, the self-development program for individual employees is guided by management determination of where the employee best fits into the organization. This suggests a mid-level, management centric approach to employee self-development. The challenge for SAIC is to create a systems approach for self-development that allows significant latitude for the employee to chart their unique, self-development strategy. SAIC does not allow the employee to develop a road-map for their self-development.
It is often dictated by SAIC management. I will propose that SAIC executive leadership consider this proposal for changing the entire self-development strategy within SAIC. Individual employee morale and inclusiveness will drastically improve if SAIC were to empower the employee to chart their own, self-development process. Current State SAIC requires a standard set of individual, self-development tasks be completed annually. These standard, corporate generated tasks are critical in establishing a baseline standard for every employee.
Time-charging training, corporate ethics training and certification, and performance review process training are all required to be completed annually. This establishes a solid foundation of skills and knowledge required of all SAIC employees. What is lacking in the corporate
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