Sie sind auf Seite 1von 24

TALENT DEVELOPMENT at GENERAL ELECTRIC

Submitted by : Delphine Allain(20081) Pallavi Bali (71079) Tarika Chopra (71044)

Great people build great companies. Talent development


is not a slogan at GE, it is a way of life.
Jack Welch, CEO (1981-2001), General Electric Co., in 2005

OVERVIEW OF THE PRESENTATION


I. II. III. IV. V. VI. VII.

VIII.
IX. X. XI. XII. XIII.

Talent Development at GE Company Overview T&D trivia Training and Development at GE Major Milestones Crotonville Jack Welchs Interventions MDP courses at Crotonville Impact Six-Sigma Focus Major types of Training at GE GEs Training Success Recognition in T&D

Talent Development at GE

1.

A philosophy, a way of existence: not merely a HR/management function GE Advantage:


Leadership commitment Disciplined processes Commitment to people

2.
3.

Company Overview Imagination at work


1. 2. 3.

Global Conglomerate:1896 Across 160 countries 11 diversified businesses (Stand alone Fortune 500 businesses) Headcount: 3,07,000 (Dec 2007)

Products :
Aircraft Jet Engines, Electricity, Entertainment, Finance, Gas Turbine, Generation, Industrial Automation, Lighting, Medical Imaging, Equipment, Medical Software, Motors, Railway Locomotives, Wind Turbines

(GE Advanced Materials, GE Commercial Finance, GE Consumer Finance, GE Consumer & Industrial, GE Energy, GE Equipment Services, GE Healthcare, GE Infrastructure, GE Insurance Solutions, GE Transportation, NBC Universal)
Rising Shareholder Value; sustained profitability, recognised people focus

Businesses Across the World


Infrastructure Aviation Enterprise Solutions Healthcare Transportation Energy Infrastructure GE Capital NBC Universal

T&D Trivia

Challenge: Multi-national/diverse workforce Solution: Develop people, go beyond traditional training, nurtured talent Pioneers/Captain of Industry University/leadership Factory Management Development centre (1980s) Emulated by Boeing, Home Depot, Toyota GE Jargon: The Pit, the Great Room: Global culture

Training & Development at GE

$1 billion spent in training in one year Combination of formal and informal training

$38 million for reimbursement of tuition fees for employees who enrolled for outside degree programs
The best company for executive development (Survey conducted
in 2005 by Executive Development Associates)

Major Milestones
On-the-job training used since 1920s Formal corporate training during Ralph Cordiners tenure (1950) owing to decentralisation

2001: Crotonville renamed after Welch: John. F. Welch Leadership Centre

Establishment of corporate training centre: Crotonville in 1956 (Ossining New York)

1995: Six-sigma quality management program

Major restructring at GE 1981 Jack Welch takes over and develops a residential facility at Crotonville in 1983. Starts teaching at Crotonville in 1984. Action Learning pedagogy

1992: 200,000 employees trained

1988: Strength increases to 5000

III. Crotonville

Worlds first corporate university Divisions to run as profit centres Plan-organise-Integrate-Measure (POIM) Blue-book: 3500 pages of Dos and Donts Initial goal of developing leaders was lost to imparting technical training and communication in times of crisis

Crotonville contd..
1981 : Jack Welch CEO
Only the best employees can attend the training courses at
Crotonville ( A players ), and possessed the 4Es
Energy, ability to Energize others, Edge and Execution

Concept of Action Learning Concept of Work-Out Crotonvilles mission Now called the Welch Leadership Centre (WLC)

Crotonvilles mission
Crotonvilles mission is to develop leaders, introduce cultural change and spread key corporate initiatives throughout GE. Its where our people come together to work, learn and share across boundaries and where customers experience first-hand the culture and the partnership of GE. Its a place of vital information exchange where we : - Educate employees, focusing on leadership, change, Six Sigma, e-business and other key corporate initiatives - Communicate and strengthen our employees commitment to GE and the GE values - Build bridges across boundaries by providing a setting for people to interact across businesses, functions and hierarchies - Enhance our customer focus; build relationships with strategic customers and other key constituencies.
Source : www.ge.com

Jack Welchs Intervention

Took over as CEO in 1981 Major restructuring;1/4th of workforce laid off Envisioned an open culture, reduced red-tapism Crotonville: Instrumental for culture change Best employees to attend: 4Es (Energy, ability to energize others, edge & execution) & Passion Felt that returns on T&D long-lasting Noel Tichy introduced Action Learning (Step into CEOs shoes, discuss actual business problems faced)

MDP courses at Crotonville


Course Duration Frequency Level/No. of participants p.a Highest potential managers(50)

Executive Development course

3 weeks

Once a year

Business Management Course


Management Development Course

3 weeks

Thrice a year

Middle level managers (180)


Junior Level Managers (400500)

3 weeks

Six-eight months in a year

Impact of MDPs & Action Oriented Learning

Participants imbibed qualities of in-house consultants Unhesitant in advising top management: OPEN CULTURE To increase impact of open culture and communication across businesses and levels: Welch introduced work-outs Work out: take unnecessary work out of system Crotonville: energy centre, powerhouse of ideas, learning organisation Employees, suppliers, customers discuss issues Courses outside Crotonville in Ohio, New York GE customers, suppliers and partners also included.

Six-sigma focus

To make GE products defect-free, six-sigma has to become a way of life. In-house training became focus at Crotonville Champions, Master-blackbelts, green belts 1996: US$200 million invested in training 200 MBB, 800 BB. Training linked to employee promotions Annual savings of $ 2.5 billion for GE through six-sigma implementation in 2000.

Major types of training at GE

Entry Level Leadership Programs(Grooming & Developing future leaders)


Commercial Leadership Program for Sales & Marketing (CLP) Financial Management Program (FMP) (Highly recognised in the world) Information Management Leadership Program (IMLP) Edison Engineering Development Program (EEDP) Operations Management Leadership Program (OMLP)

Experienced Level Leadership Programs


Experienced Commercial Leadership Program (ECLP) Human Resources Leadership Program (HRLP)

E-learning
implemented in 1998 ; in 2001, 50% of GEs training was online 2003 : learning website myLearning@ge 2004 : 200,000 employees had on-line courses with about 20,000 courses on offer

GEs Training Success

Long-term benefits of employee training : between 1980 and 2000, the net earnings of the company increased more than 8 times Additional revenues because GE provided professional training to other organizations Merit-based culture: Linking training to promotions. Cannot move to the next level until assignments are cleared. As of 2003: 75% of GE business CEOs were FMP graduates. GE Gene pool: succession planning/ leadership across influential businesses

GE ALUMNI

FORTUNE 500 RANK Bob Nardelli Home Depot 13 Larry Johnston Albertsons 35 David Cote Honeywell 75 Jim McNerney 3M 105 Kevin Sharer Amgen 212 Peter Cartwright Calpine 242 Christopher Kearney SPX 345 Matt Espe IKON 415 Mark Frissora Tenneco Automotive 453 Barry Perry Engelhard 456

COMPANY

Recognition in T&D

GE recognized for its ability to maximize the value of the enterprises intellectual capital by exceptional leaders. Best succession planning: no dearth of good leaders as need arose Brought global consistency to all its businesses GE used its diversity to transform itself into a learning organization where employees could develop themselves continuously. Extend professional expertise to other organizations/ additional revenue. Inculcate skill of coaching in team members Other companies cant afford to spend on training to the tune of $1 billon Spare employees for training GE IS TRULY PASSIONATE ABOUT DEVELOPING ITS EMPLOYEES

THANK YOU!
QUESTIONS?

Das könnte Ihnen auch gefallen