Search results

Describes how an aircraft factory British Aerospace Defence Ltd (Military Aircraft Division), Brough forged links with local institutions of higher education (Hull University and Humberside Polytechnic) to create two new in‐house training programmes for supervisory and middle management attaching these to nationally recognized qualifications (i.e. The CMS and DMS), and which might usefully serve as a blueprint for similar courses elsewhere. Outlines the distinctive content of each programme and shows how they are arranged and monitored; explains how they fit in with possible future developments (e.g. a company MBA); and concludes with a review of progress to date.

Considers the benefits and pitfalls of 360‐degree feedback – drawing from experiences at British Petroleum (BP) and current thinking at British Aerospace (BAe), Brough. A distinction is made between “assessment” and “development” (necessary for understanding what appraisal is trying to achieve) and the different forms of appraisal – downward, upward, peer and self – are defined. The BAe Brough appraisal scheme is outlined and reference made to a “Manager as a Developer” training programme where the notion of 360‐degree feedback is being considered. Suggests there are 11 key issues that should be considered when introducing upward appraisal and that most of these also apply to peer appraisal and self appraisal. The BP scheme is used as a model for contrasting the author′s own views and those of his BAe colleagues. Concludes by warning of the dangers associated with 360‐degree feedback and favours, in most instances, an “informal, voluntary, qualitative” approach.