Ge Talent Machine - 1603 Words

| 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†¦show more content†¦The business model of GE eventually went through a period of decentralization in 1950s, where the transfer of power went to over one hundred different departments. As a result, there were massive management tasks (such as budgeting, forecasting) that GE managers were responsible for. As a result of this need for greater management focus, HR developed better internal management development programs, such as Session C, which focused on identifying management interests and career development for existing managers. In the 1960s, GE grew its business across a variety of industries, such as nuclear power, computers, and plastics. As a result of their increased breadth, GE decided to change its business model to incorporate better strategic planning. Notably, the company added an additional layer of organization called â€Å"the sector,† which made it easier for managers to track employees, as well as prepare for CEO succession plans. This was also the time period during which the Executive Management Services HR team was established, to keep an eye on the top 2% of employees of GE. As we move to the 1980s, GE was led by the ‘legendary’ Jack Welsh, who made it clear that he wanted every one of GE’s business to become in the top 1 or 2 ranking of their respective industries or close the business. Even though he focused on cutting costs, he still made it a top priority to continue to develop managers withinShow MoreRelatedGe Talent Machine1947 Words   |  8 PagesORIENTATION CASE GE’S TALENT MACHINE DESCRIPTION GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE s rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company s ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18Read MoreGe Talent1121 Words   |  5 PagesGE Talent Machine: The Making of a CEO Question 1: GE claims that it has been able to develop management talent as a sustainable source of competitive advantage. How has it managed to do so? Answer: GE has been able to develop management talent as a sustainable source of competitive advantage. This is because it has always tried to recruit the higher level employees from within the organization rather than hiring them from outside sources. GE used a very through succession management processRead MoreCase Study Analysis: Ge’s Talent Machine Essay1498 Words   |  6 PagesCase Study Analysis: GE’s Talent Machine Brandie Buffins Grand Canyon University HRM – 635 Acquiring, Developing, and Leveraging Human Capital September 19, 2012 Case Study Analysis: GE’s Talent Machine General Electric (GE) has been well known and valued for embracing quantifying talent as well as rising talent when it comes to leadership. This organization makes sure that this is a key factor when it comes to their business planning. GE requires learning sessions all year long, which entailsRead MoreGe’s Talent Machine: the Making of a Ceo1458 Words   |  6 PagesGE’s Talent Machine: The Making of a CEO General Electric (GE) is a true global company with attendance 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 energetic 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 productsRead MoreGeneral Electrics HR Policy Essay843 Words   |  4 PagesGE’s Talent Machine : The Making of a CEO Founded in 1878 by Thomas Edison, General Electric is nowadays a leading business in electrical generation, distribution and use in America and in the world. The company has been experimenting successful business models since its creation, and its human resources policy has been considered for a century one of the most sophisticated. It consists in a strong focus on human potential through executive development to the top ranks of the firm: this performanceRead MoreEmerging Economies And Globalization Of India And China1396 Words   |  6 Pagesimproving the quality, access and affordability of care.â€Å" (GE Healthcare, n.d.) For GEH, the position that they needed was clear, to find a cost effective way to meet their goal. And their choice was to expand their operations into India and China. Specifically, according to Kumar (2012), India is on the brink of an innovation boom where many companies like GEH are establishing operations due to the influx of talented human capital. â€Å"...talent is going to be based out of India and China, and the largestRead MoreSocial and Ethical Values of Teamwork and Diversity: the Benefits of Diverse Teams1263 Words   |  6 Pagesgood example of this is the GE ultrasonic ultrasonic imaging machine that has been developed for third world markets {particularly OBGY patients}. This particular product was given the green light after engineers from India were able to express their ideas. To begin with, the device was developed with simple, rugged, and cheap parts. This was done to keep costs down. It can function in a dirty, dusty, third world environment with little or no service. Second, the machine is lightweight, and easilyRead MoreThe Lead Up For Current Business Level Strategy1271 Words   |  6 PagesElectric competitive advantage over its rivals. This Research Laboratory revolutionized the industry, by bringing new innovations such as the X-ray machines, trans Atlantic broadcasting, many kinds of kitchen appl iances, different types of power generators, loud speakers, new types of material, first television network, MRI machines, jet engines, and many more. GE even helped develop and manufacture the nuclear bomb. In 1982 the lab produced its first hybrid car with implementation of computers to saveRead MoreGeneral Electrics ( Ge ) Ceo1172 Words   |  5 Pages1. Jeff Immelt, General Electric’s (GE) CEO as of September 7th 2001, has made tremendous improvements to the organizations strategy in terms of the firm-strategy interface and the environment-strategy interface. The foundation had been set by the â€Å"near legendary CEO† Jack Welch, his predecessor who had been the CEO for 20 years and built GE into a â€Å"highly disciplined, extremely efficient machine that delivered consistent growth in sales and earnings—not only through effective operations managementRead MoreGe Jeff Immelt1815 Words   |  8 Pages3/25/2011 Ge Making Of Ceo Management of Organizations Case Write-up 1 – GE’s Talent Machine: The Making of a CEO http://www.papercamp.com/print/GeMaking-Of-Ceo/10993 1.What philosophy, policies, and practices have made GE a â€Å"CEO factory† as Fortune called it? General Electric (GE) has traditionally had a hands-on approach to talent management. There is a high degree of involvement of the top management in its people policies. There is a top-down approach to human resource policy. Also, GE recognized