GE has placed significant emphasis on developing and training employees since its founding. It established the first corporate university called Crotonville in 1956. Under various CEOs, GE designed processes for employees to self-assess and identify strengths, encouraged promotions from within, and implemented incentive-based compensation. Key elements of GE's human resources practices include vitality curves, bottom-up initiatives, annual employee surveys, and a focus on professional integration of HR. GE has introduced leadership development programs and recruits top MBA students. Investing in training improves employee and organizational capabilities, leading to benefits like increased productivity and quality.
GE has placed significant emphasis on developing and training employees since its founding. It established the first corporate university called Crotonville in 1956. Under various CEOs, GE designed processes for employees to self-assess and identify strengths, encouraged promotions from within, and implemented incentive-based compensation. Key elements of GE's human resources practices include vitality curves, bottom-up initiatives, annual employee surveys, and a focus on professional integration of HR. GE has introduced leadership development programs and recruits top MBA students. Investing in training improves employee and organizational capabilities, leading to benefits like increased productivity and quality.
GE has placed significant emphasis on developing and training employees since its founding. It established the first corporate university called Crotonville in 1956. Under various CEOs, GE designed processes for employees to self-assess and identify strengths, encouraged promotions from within, and implemented incentive-based compensation. Key elements of GE's human resources practices include vitality curves, bottom-up initiatives, annual employee surveys, and a focus on professional integration of HR. GE has introduced leadership development programs and recruits top MBA students. Investing in training improves employee and organizational capabilities, leading to benefits like increased productivity and quality.
GE has placed significant emphasis on developing and training employees since its founding. It established the first corporate university called Crotonville in 1956. Under various CEOs, GE designed processes for employees to self-assess and identify strengths, encouraged promotions from within, and implemented incentive-based compensation. Key elements of GE's human resources practices include vitality curves, bottom-up initiatives, annual employee surveys, and a focus on professional integration of HR. GE has introduced leadership development programs and recruits top MBA students. Investing in training improves employee and organizational capabilities, leading to benefits like increased productivity and quality.
Download as DOC, PDF, TXT or read online from Scribd
Download as doc, pdf, or txt
You are on page 1/ 3
GE: The Talent Machine (Ivey Publishing)
EMBA 2018
GE has been running a surplus since 1956. Cordiner built the first corporate university, which is also seen as a strategic learning industry called Crotonville. Given the amount of management tasks and detailed information about the organization that was needed to succeed, they spent about 10% of their profits to educate management. GE designed a process that enabled employees to self-assess their strengths and weaknesses regarding opportunities. The results of the process were determined for supervisors to review and identify the most appropriate employee based on their strengths and weaknesses. After Fred Borsch became CEO, he explained that the manager's materials should be shared among all departments and parts of the company. His goal was to ensure a balanced Scales of experience and talent in all departments, and to establish a well-managed company. This provided a model for a successful company. Charles Coffin established merit and helped pave the foundation for the years to come. The company encouraged promotions from within, which in turn offered the company's investments in employees, demonstrating interest in the success of employees and the company. While Jack Welch was CEO, he used a compensation philosophy that included incentive options and eligibility for higher-paying salaries. This reinforces employee dedication and desire to achieve personal and corporate goals. When rewards are distributed, they reflect the potential for realism and build trust in company practices within employees.
Harnessing the capacity to mainstream human resources (GE) practices and policies is indeed possible. GE is constantly looking for ways to increase the overall performance of diverse business centres located around the world. Achieving the required focus on human capital with slowly defined skills is at the forefront. Key elements of GE's human resources practices include (1) “Vitality curves” (2) “bottom-up initiative” (3) annual employee surveys and (4) a stronger focus on professional integration of human resources. All four elements can be used as a basic basis for HR programs. The only exception to easy application is Dynamic Curves. GE's long-standing taxonomy curve has been one of the most controversial elements in HR practices, at least for outsiders
Mainstreaming GE's HR practices is one issue, but the conversion part is more difficult. In order to successfully transfer practices across cultures, industries and companies, an accredited organization must conduct compliance assessments. GE's human resource practices have evolved through years of business diversification that ultimately requires a redesigned organizational culture. In order to achieve this, the institution must commit to its human resources programs and allow it to initiate and lead the required cultural changes. Jeff Immelt started from the bottom and worked his way. He was recruited in 25 years of Harvard by Dennis Dammerman. For the first time, the company has embarked on a leadership path that includes many GE companies. He was then appointed Regional Sales Manager for GE Plastics in Dallas, Texas. Over the next few years, he had duties as Product Manager, Sales Manager and Global Marketing Manager. In each of these positions, he gained a great deal of knowledge and skills that eventually led him to the highest position in GE. The training and development program can play a strategic role in ensuring that employees have effective tools to perform their duties efficiently. The comprehensive training and development program help discuss the knowledge, skills and attitudes necessary to achieve organizational goals and create a competitive advantage. From the beginning of GE, leadership has placed great emphasis on developing and training its employees in the hope of improving upcoming talent. The development programs of the past and those of GE's future allow the company to access a wide range of talent to acquire and develop for the enterprise. GE has taken a major step in the search and recruitment of outstanding students from some MBA programs at leading universities.
The leadership at GE has introduced several training programs such as the Edison Engineering Development program (EEDP), Financial Management Program (FMP),
2 Information Management Leadership Program (IMLP), Risk Management Leadership Program (RMLP) and other such programs. GE’s leadership is committed to the “development of management talent a high priority” which helps to contribute to the effective success of the organization. This type of commitment on GE’s behalf creates an effective relational bond between training, development strategies and organizational performances as well as job satisfaction which is needed to meet organizational goals. When considering employees training and development, an organization should consider its return on its investment from employee training. Investing in human resources through training and management development improves individual employee capabilities and organizational capabilities. maintain that organizations can achieve a sustainable competitive advantage through people Human capital is valuable resource that improves the efficiency or effectiveness of the organization. An organization should also consider the benefits of a training program such as improved productivity, improved quality of service and time savings. GE has capitalized on the benefit of training and development by producing some of its top manager through their training programs.
Conclusion During the process of examining the unique elements of GE's training and development program, we discussed the ways in which GE continually produces several key well- qualified candidates, develops policies and practices conducive to corporate success, and their ability to use training and development as a strategic tool for achieving organizational goals. Several key elements of GE's human capital operations are discussed in detail in several sections of this document. One of the key factors that clearly brings all the elements together, GE realized that a change in its organizational culture was needed early rather than later. Once this need was identified, cultural change served as the basis for all future initiatives as GE implemented changes aimed at achieving the desired results. Developing the ability to change its culture and achieve its desired strategic goals is one of the key features that distinguish GE from its competitors.
