Ge Talent Machine
| General Electric -Talent Machine | | Human Resources |
General Electric (GE) is a true global company with presence in more than 100 countries. Clearly, with a workforce of more than 320’000 employees, GE also has to have proper human resources processes established. Its dynamic Business Operation Model and sophisticated and evolved human resources strategy are results of the steady growth over more than 130 years of corporate history. Since its incorporation in 1878, many CEOs have shaped the company’s products, people and processes – few very intensive and a bit less.
GE’s Human Resources Strategy and Talent Machine:
The word GE evokes the thoughts of People Focus, Performance Oriented growth.Leadership and Talent development, Retention and Maximum Talent utilisation. GE’s HR strategy is completely aligned with the Business goals of the organization. This strategic framework of double sided benefit (Employee and Employer) based on the talent or growth Potential can be called as a Talent Machine.Given by the fact that the CEO and senior leaders spends valuable time helping devise the HR strategic goals division by division at the beginning of every year. They dont‘ work in Silos. Visions are communicated and shared throughout the business process.
GE spends a huge sum of around 1 Billion Dollars every year for the employee development. The growth potential of the employees especially the leadership potential is tracked closely and are rewarded appropriately. The performance review at GE is highly effective and evolved. It has a long-term orientation and constructive criticism and an in built succession planning. The most important HR strategic policy is that more than 90% of the leadership positions are filled from within the organization.Therefore, Success in GE needs not just performance, but also a true display of GE Culture and values. On the whole, GE’s maturity in the area of HR is clear when one looks into the sophisticated performance
General Electric (GE) is a true global company with presence in more than 100 countries. Clearly, with a workforce of more than 320’000 employees, GE also has to have proper human resources processes established. Its dynamic Business Operation Model and sophisticated and evolved human resources strategy are results of the steady growth over more than 130 years of corporate history. Since its incorporation in 1878, many CEOs have shaped the company’s products, people and processes – few very intensive and a bit less.
GE’s Human Resources Strategy and Talent Machine:
The word GE evokes the thoughts of People Focus, Performance Oriented growth.Leadership and Talent development, Retention and Maximum Talent utilisation. GE’s HR strategy is completely aligned with the Business goals of the organization. This strategic framework of double sided benefit (Employee and Employer) based on the talent or growth Potential can be called as a Talent Machine.Given by the fact that the CEO and senior leaders spends valuable time helping devise the HR strategic goals division by division at the beginning of every year. They dont‘ work in Silos. Visions are communicated and shared throughout the business process.
GE spends a huge sum of around 1 Billion Dollars every year for the employee development. The growth potential of the employees especially the leadership potential is tracked closely and are rewarded appropriately. The performance review at GE is highly effective and evolved. It has a long-term orientation and constructive criticism and an in built succession planning. The most important HR strategic policy is that more than 90% of the leadership positions are filled from within the organization.Therefore, Success in GE needs not just performance, but also a true display of GE Culture and values. On the whole, GE’s maturity in the area of HR is clear when one looks into the sophisticated performance