GEs Talent Machine Solution
Question NO 1:While most companies have difficulty producing sufficient quality candidates for top management succession, how has GE been able to create a surplus? What philosophy policies and practices have made it a “CEO factor6y” as Fortune and Economist call it?
Really producing sufficient quality top executives is very difficult task for companies, but if we see case of General Electric, it was producing managers not only for own, GE was producing these executives in enough quantity to meet the need of industry. The philosophy adopted by GE includes some techniques, policies and practiceswhich enable GE to fill vacant top positions. Following are these techniques that wehave analyzed in this case study. Continuous Improvement:Management development process of GE was very effective in which employees aredeveloped step by step. Every manager was continuously involved in diversified andinnovative task in which every employee is rotate in different departments which enablethe employees to be expert in almost every field. The company was providing on jobtraining to its employees through training programs conducted in university which wasestablished by GE. Self succession plan and session C was also good for improving and polishing talent.Focus Strategy:To fill the vacant top positions GE was focusing on internal source. For this GE wasconducting a lot of training programs for its employees because when these were trained by company, it was easy for company to adjust existing employees at top positions.Emerging Culture:Company is try not only to gain objectives but also to merge the new employees withthe existing culture followed at GE. New employees are encouraged to adopt the cultureof GE which was very helpful in transferring the culture and value from senior executivesto junior executives.Company Strategy:Company was considering the employees as the asset of the GE. Company was notonly focusing on business development but also on employees development. It
Really producing sufficient quality top executives is very difficult task for companies, but if we see case of General Electric, it was producing managers not only for own, GE was producing these executives in enough quantity to meet the need of industry. The philosophy adopted by GE includes some techniques, policies and practiceswhich enable GE to fill vacant top positions. Following are these techniques that wehave analyzed in this case study. Continuous Improvement:Management development process of GE was very effective in which employees aredeveloped step by step. Every manager was continuously involved in diversified andinnovative task in which every employee is rotate in different departments which enablethe employees to be expert in almost every field. The company was providing on jobtraining to its employees through training programs conducted in university which wasestablished by GE. Self succession plan and session C was also good for improving and polishing talent.Focus Strategy:To fill the vacant top positions GE was focusing on internal source. For this GE wasconducting a lot of training programs for its employees because when these were trained by company, it was easy for company to adjust existing employees at top positions.Emerging Culture:Company is try not only to gain objectives but also to merge the new employees withthe existing culture followed at GE. New employees are encouraged to adopt the cultureof GE which was very helpful in transferring the culture and value from senior executivesto junior executives.Company Strategy:Company was considering the employees as the asset of the GE. Company was notonly focusing on business development but also on employees development. It