The Ge Way,Talent Development at General Electric
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Transcript of The Ge Way,Talent Development at General Electric
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TALENT DEVELOPMENT at
GENERAL ELECTRIC
Submitted by :
Delphine Allain(20081)Pallavi Bali (71079)Tarika Chopra (71044)
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« 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
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OVERVIEW OF THE PRESENTATIONI. Talent Development at GEII. Company OverviewIII. T&D triviaIV. Training and Development at GEV. Major MilestonesVI. « Crotonville »VII. Jack Welch’s InterventionsVIII. MDP courses at CrotonvilleIX. ImpactX. Six-Sigma FocusXI. Major types of Training at GEXII. GE’s Training SuccessXIII. Recognition in T&D
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Talent Development at GE
A philosophy, a way of existence: not merely a HR/management function
GE Advantage:1. Leadership commitment2. Disciplined processes3. Commitment to people
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Company Overview« Imagination at work » Global Conglomerate:18961. Across 160 countries2. 11 diversified businesses (Stand alone Fortune 500 businesses)3. 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
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Infrastructure•Aviation
•Enterprise Solutions •Healthcare
•Transportation
Energy Infrastructure
GE Capital
NBC Universal
Businesses Across the World
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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
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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)
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Major MilestonesOn-the-job training used since 1920s
Formal corporate training during Ralph Cordiner’s tenure (1950) owing to decentralisation
Establishment of corporate training centre: Crotonville in 1956 (Ossining New York)
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
1988: Strength increases to 5000
1992: 200,000 employees trained
1995: Six-sigma quality management program
2001: Crotonville renamed after Welch: ‘John. F. Welch Leadership Centre’
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III. « Crotonville »
World’s first corporate university Divisions to run as profit centres Plan-organise-Integrate-Measure (POIM) Blue-book: 3500 pages of Do’s and
Don’ts Initial goal of developing leaders was
lost to imparting technical training and communication in times of crisis
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« Crotonville » contd..
1981 : Jack Welch CEO
Only the best employees can attend the training courses at Crotonville (« A players »), and possessed the 4E’sEnergy, ability to Energize others, Edge and Execution
Concept of « Action Learning »
Concept of « Work-Out »
Crotonville’s mission
Now called the Welch Leadership Centre (WLC)
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Crotonville’s mission
«Crotonville’s mission is to develop leaders, introduce cultural change and spread key corporate initiatives throughout GE.
It’s 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. It’s 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 employee’s 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
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Jack Welch’s 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: 4E’s (Energy, ability
to energize others, edge & execution) & Passion Felt that returns on T&D long-lasting Noel Tichy introduced Action Learning (Step
into CEO’s shoes, discuss actual business problems faced)
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MDP courses at CrotonvilleCourse Duration Frequency Level/No. of
participants p.a
Executive Development course
3 weeks Once a year Highest potential managers(50)
Business Management Course
3 weeks Thrice a year
Middle level managers (180)
Management Development Course
3 weeks Six-eight months in a year
Junior Level Managers (400-500)
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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.
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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.
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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 GE’s training was online 2003 : learning website myLearning@ge 2004 : 200,000 employees had on-line courses with about 20,000 courses
on offer
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GE’s 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 CEO’s were FMP graduates.
GE Gene pool: succession planning/ leadership across influential businesses
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GE ALUMNI COMPANY 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
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Recognition in T&D GE recognized for its ability to maximize the value of the
enterprise’s 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
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THANK YOU!
QUESTIONS?