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    GE Talent Machine

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    Pratyaksh Jain
    Jeff Immelt faces the challenge of whether to adjust or overhaul GE's talent management practices due to recent layoffs, economic downturn, and employee dissatisfaction. Three options are considered: modifying the vitality curve to better retain the valued 70% of employees, expanding international recruitment, and tailoring executive bands to different country contexts. It is recommended to focus retention efforts on the 70% through comprehensive rewards, expand campus recruiting globally, and customize executive bands based on each country's social and work environments.

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    GE Talent Machine

    Uploaded by

    Pratyaksh Jain
    75 views8 pages
    Jeff Immelt faces the challenge of whether to adjust or overhaul GE's talent management practices due to recent layoffs, economic downturn, and employee dissatisfaction. Three options are considered: modifying the vitality curve to better retain the valued 70% of employees, expanding international recruitment, and tailoring executive bands to different country contexts. It is recommended to focus retention efforts on the 70% through comprehensive rewards, expand campus recruiting globally, and customize executive bands based on each country's social and work environments.

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    GE Talent machine

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    Jeff Immelt faces the challenge of whether to adjust or overhaul GE's talent management practices due to recent layoffs, economic downturn, and employee dissatisfaction. Three options are considered: modifying the vitality curve to better retain the valued 70% of employees, expanding international recruitment, and tailoring executive bands to different country contexts. It is recommended to focus retention efforts on the 70% through comprehensive rewards, expand campus recruiting globally, and customize executive bands based on each country's social and work environments.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    75 views8 pages

    GE Talent Machine

    Uploaded by

    Pratyaksh Jain
    Jeff Immelt faces the challenge of whether to adjust or overhaul GE's talent management practices due to recent layoffs, economic downturn, and employee dissatisfaction. Three options are considered: modifying the vitality curve to better retain the valued 70% of employees, expanding international recruitment, and tailoring executive bands to different country contexts. It is recommended to focus retention efforts on the 70% through comprehensive rewards, expand campus recruiting globally, and customize executive bands based on each country's social and work environments.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 8

    Contents

    01
    Situational Analysis

    02
    Problem Statement

    03 Evaluation Criteria

    04 Recommendation
    Situational Analysis
    Company Background
    The Birth of GE Welch’s Initiatives The Rise of Immelt

    1878 1981 2001


    Jack Welch, widely
    regarded as one of
    the greatest CEOs in In the wake of 9/11
    General Electric (GE) the world was and economic slump,
    was started by aggressive in his the onus was on Jeff
    Thomas Edison and approach towards Immelt to figure out
    the company grew to improving whether to change the
    be a titan in electrical performance and he existing GE talent
    generation and use. focused heavily on machine?
    management
    development.
    Situational Analysis
    The HR implications of transformation

    GE’s Traditional HR Practices The Vitality Curve


    GE has traditionally been known to
    01 use sophisticated HR practices in 04 Vitality curve even though successful
    for GE could be a cause of
    order to gain a competitive dissatisfaction amongst employees
    advantage
    Tumultuous year for new CEO Recruitment
    Major layoffs, Enron scandal, GE has to weigh in the pros and
    02 recessionary environment and falling cons of MBA recruiting as well as
    stock prices all contributed to general 05 international recruitment in
    sense of disillusionment at GE general instead of relying on
    domestic recruitments
    Priorities for new CEO
    Executive Bands
    03 Key priorities were emphasis on
    technological leadership, bridging 06 Collapsing of 29PL’s into seven broad
    geographical barriers and drive his bands effectively reduced scope of
    globalization strategy promotions, an important psychological
    reward for many
    Problem Statement

    “
    In the wake of major layoffs GE’s cyclical businesses, the post-Enron disillusionment, fall
    of employee stock options, employee dissatisfaction with GE-specific factors and a
    general sense of unease in the economic downturn, the newly appointed CEO, Jeff
    Immelt is facing a challenge-is it time to adjust or even overhaul GE’s finely tuned talent
    machine?
    “
    Criteria For Evaluation
    Criterions that should be considered before deciding on a plan of action

    01 02

    Add Contents Title


    Satisfying the highly Reduce overseas unit’s
    valued 70% employees dependence on US managers

    03 04
    GE’s aspiration for continuing Providing satisfactory promotion
    .
    as the talent machine opportunities to employees
    Options
    Option 1 Option 2 Option 3

    Vitality Curve Recruitment Executive Bands

    GE employees were one of GE should focus on more


    most headhunted set of GE should implement a
    international recruitment different band structures for
    employees in the world , targeting outshore talent. This
    however the point to be noted different countries based on
    would add positive diversity to work & social environment in
    was that it was not the top most business.
    20% but the 70% that came the country.
    after that which was being
    targeted and poached.
    Recommendations
    Vitality Curve
    • Smallest details like referring to the executive

    01 band, so they would not feel like they were


    middle of the pack or simply average.
    • Introduction of a comprehensive rewards and
    incentives system focused on this 70% which
    could include performance bonuses, travel
    allowances, fastracks to Crotonville courses etc.
    Recruitment

    02 • Expand campus recruiting model to multiple


    outshore universities
    • Enact tools like entry level leadership programs

    Executive Bands
    • Create separate structure for each country basis

    03 its social and work environment


    • Example : In India, position in an organization is
    considered as a social status. Hence, more
    bands are required

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