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    GE Talent Machine: The Making of A CEO

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    HEM BANSAL
    The document summarizes GE's approach to developing and promoting top leadership talent internally over decades. It discusses how previous CEOs like Coffin, Cordiner, Borsch, and Welch established processes like the Session C and vitality curve to evaluate employees, identify high potentials, provide career development, and generate succession plans. This helped GE promote from within and produce a pool of skilled managers to meet its needs as well as become a major source of CEO talent for other large companies.

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    GE Talent Machine: The Making of A CEO

    Uploaded by

    HEM BANSAL
    819 views8 pages
    The document summarizes GE's approach to developing and promoting top leadership talent internally over decades. It discusses how previous CEOs like Coffin, Cordiner, Borsch, and Welch established processes like the Session C and vitality curve to evaluate employees, identify high potentials, provide career development, and generate succession plans. This helped GE promote from within and produce a pool of skilled managers to meet its needs as well as become a major source of CEO talent for other large companies.

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    The document summarizes GE's approach to developing and promoting top leadership talent internally over decades. It discusses how previous CEOs like Coffin, Cordiner, Borsch, and Welch established processes like the Session C and vitality curve to evaluate employees, identify high potentials, provide career development, and generate succession plans. This helped GE promote from within and produce a pool of skilled managers to meet its needs as well as become a major source of CEO talent for other large companies.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    819 views8 pages

    GE Talent Machine: The Making of A CEO

    Uploaded by

    HEM BANSAL
    The document summarizes GE's approach to developing and promoting top leadership talent internally over decades. It discusses how previous CEOs like Coffin, Cordiner, Borsch, and Welch established processes like the Session C and vitality curve to evaluate employees, identify high potentials, provide career development, and generate succession plans. This helped GE promote from within and produce a pool of skilled managers to meet its needs as well as become a major source of CEO talent for other large companies.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 8

    GE Talent Machine:

    The making of a CEO


    Prateek Sarin – PGP09219
    Shankul Mishra – PGP09232
    Sameet Khan – PGP09228
    Ritu Singh – PGP09225
    Sagar Rastogi – PGP09226
    Raj Ratan Soren – PGP09222
    Samiksha Jain – PGP09229
    Shivam Gupta – PGP09235
     General Electric (GE) had been recognized as one of the world’s leading diversified
    businesses
     GE always promoted its top leaders from its own ranks
     Followed a meritocracy based on measured performance

    General  Coffin laid the foundation of the Talent Machine which produced a pool of skilled
    managers that not only met the company’s own needs, but also became a major
    Electric : An source of CEO talent for corporate America.
     Four successive CEOs each made the development of management talent a high
    overview priority, and in doing so, made GE’s human resource management processes
    among the most sophisticated in the world
     40% of the time was devoted to people issues
    History of GE’s HR Practices
    Cordiner’s contribution : Strenghtneing the foundations(1958)

     Implemented a bold decentralization plan of responsibility and authority for making business decisions
     New corporate system : Session C, was designed to support an ongoing dialog about managers’ career interests
    and development needs
     Session C Process Flow :- Generated evaluations , career forecasts and succession plan
     Each subordinated would compare their self evaluation with the boss
     Managers then prepared an Individual Career Forecast, rating each subordinate on a six-point scale from “high
    potential” to “unsatisfactory.”

    Systematizing HR Processes: Borsch and Jones(1972)

    • Created a corporate Executive Manpower Staff (EMS) reporting directly to him

    • Challenged business leaders to identify potential managerial talent from the engineers and
    professionals on their staff

    • Asked EMS consultants to participate fully in all Session C reviews, compile a central corporate
    inventory on management talent
    GE’s HR Practices(Continued..)

    Supercharging the System: Welch’s Initiatives(1981)

     Radically restructured the organization :- eliminated over 100,000 jobs


     Invested heavily in management development
     “Work Out” initiative : managers could discuss what was wrong at GE and how to fix it
     Follow-on commitment to “boundaryless behavior” signaled a cultural shift towards
    breaking down the barriers that divided businesses, functions, and geographic regions
     Initiated an annual employee survey that polled employees on issues ranging from GE’s
    overall attractiveness as an employer to personal job satisfaction and career opportunities
     By the end of Welch’s tenure, the formal HR systems were tightly integrated with the other
    elements of what he called GE’s “operating system.”
     25-year-old Harvard MBA
     Entered on a commercial leadership track that included work
    assignments in several different GE businesses
     Started as the Chairman and CEO of GEO in September 2001
     Immelt’s Priority: Leveraging Human Capital for Growth
    Jeff Immelt
     Goal was to improve earnings at least 10% annually, with a 20%
    plus return on total capital
     Growth strategy was based on five key elements: technological
    leadership, services acceleration, enduring customer
    relationships, resource reallocation, and globalization
    The Talent Machine in 2003
    • The rankings-based vitality curve had long been one of the most
    controversial elements of its HR practices
    Vitality curve • Major area of concern was if the vitality curve be modified to
    differentiate within the group

    • Immelt was concerned if GE was not over-reliant on its U.S.-based


    recruitment programs
    Recruitment • Concerned if the company should reenergize its MBA recruiting
    activities

    • Employees felt that their promotion opportunities were limited


    • Immelt was concerned if there was a need to compromise the
    Executive Bands clarity and simplicity of GE’s management bands and create more
    levels in the organization
     Appropriate reward and recognition for the
    “the highly valued 70%”
     Expand global recruitment
    Recommendation  To implement measures so as to increase
    the frequency of clearly defined job
    promotions
    Thank you!

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