Q:1

Why do you think Freescale focuses on matrices? Why

Don’t more organization follow its approach?
Ans:
Since, Freescale is a large organization with employees
up
to 24,000 and spread across 30 countries. To collect,
rearrange and display the statistics for line managers to
evaluate huge data matrices has always been the best
possible solution. This also helps them retain employees
by looking into their core competencies, and talent needs
required for the project

Q:2 as a manager would u gone to be accountable for the

acquitision and rentention of employees you supervise

ANS: Yes, I would like to be accountable for

employees I
have acquired myself. This give me more space to
control employees I have hired, this also help the
manager to retain those employees who they
have acquired after looking at their skills and talents.
Q:3 In general, what do you think are the
advantages and
limitations of such metrics?

ANS: Foremost the main advantage of the metrics

is that it
arranges huge data in a very presentable way, which
in turn is very easy to analyze and interpret.
 On the other hand it has some limitation as well,

Initially though it elaborates a lot on my other factors but

very little difference can be seen on the same
column of the metrics making it ineffective if you are
to compare on only one standard.
Q:4 Freescale focused on metrics for the acquisition
and
retention of employees. Do you think metrics can be
applied to other areas of management, such as employee
attitude, employee performance, or skill development?
How might those metrics be measured and managed?
ƒ Ans:
 Yes, metrics can me applied to other areas of
management. For example, matrics for employee
performance of a service center can be managed through
the number of calls he took, the amount of time he took to
resolve query of one customer, average amount of time he sat
idle. There are number of performance factors that can
be utilized to measure and manage metrics.

Summary

Frees scale is a semiconductor

manufacturing
company.
Free scale has developed an elaborated and
extensive set of metrics in order to manage its
24000 employees in 30 countries. To them
retaining employee is the top priority.
ƒ

To them, if a tenured employee walks out of

the door its not just the person leaving , its
that persons skills, network and knowledge
ƒ

Free scale holds its line managers

accountable for recruiting, hiring and
retaining employees. Patel (Director Global
Talent) provides census data to its line
managers but at the end of the day its the
responsibility is theirs.
ƒ

Patel also provides benchmark data to its

managers so that they can compare their
effectiveness with other units

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