GE Company's Talent Machine Solution

While many companies have difficulty producing adequate quality prospects for top management succession, how has GE been able to produce a surplus? What approach policies and practices have made it a "CEO factory" as Fortune and Financial expert call it

Actually producing sufficient quality leading executives is very uphill struggle for business, but if we see case of General Electric, it was producing managers not only for own, GE was producing these executives in sufficient quantity to fulfill the requirement of market.

The approach embraced by GE consists of some methods, policies and practiceswhich make it possible for GE to fill uninhabited top positions.

Following are these methods that wehave examined in this case research study. Continuous Improvement: Management development procedure of GE was really reliable in which staff members aredeveloped step by action. Every supervisor was constantly associated with varied andinnovative job in which every staff member is turn in different departments which enablethe employees to be expert in nearly every field.

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The company was providing on jobtraining to its staff members through training programs conducted in university which wasestablished by GE. Self succession strategy and session C was also helpful for enhancing and polishing talent.

Focus Technique: To fill the vacant leading positions GE was concentrating on internal source. For this GE wasconducting a lot of training programs for its employees because when these were trained by company, it was simple for company to change existing employees at leading positions. Emerging Culture: Business is attempt not just to get objectives but likewise to combine the new employees withthe existing culture followed at GE.

New workers are motivated to adopt the cultureof GE which was really useful in moving the culture and worth from senior executivesto junior executives. Company Strategy: Company was considering the workers as the property of the GE.

Company was notonly focusing on business development but also on employees development. It wasspending 10% of its pre tax income on employees development. It was also givingtraining to employees in university established by GEMeritocracy:In GE employee’s performance was measured by quantitative and qualitatively andthe basis of this evaluation the employees were promoted. While concluding we analyze that actually GE’s policies and practices were so goodthat it was producing the surplus managers. Values, culture, training programs, and performance appraisal measures are factor that help GE in exposing and polishing thetalent of employees.

How generalizable are GE’s , management development policies and practices? Howtransferable across cultures? Across industries ? Aross companies

Overall policies and practices are very good and fulfill the requirement and need of management development. These policies and practices are generalizable in every wherein world up to some extent not completely. Their extent of generazibility depends uponthe circumstances and situation and environment of geographical areas, laws andregulations of state because these factors vary from culture to culture.

E. g. moral valuesand ethics followed in American culture are not followed in Pakistan so we cannot saythat policies adopted by HR department in American organizations fully implemented inHR department of Pakistani organizations. Transferability across Culture, Industries and Companies:Of course policies and practices are implemented in European culture but it seemsvery difficult to implement these policies in Asian culture because HR policies have todeal with human behavior and culture.

Human behaviors are different in differentcountries in same situations. In GE employees are recruited which are fresh graduate. Then these employees were polished by GE by taking into account future requirements. Employees at GE have onlyand only experience in GE company but This situation may not happened in other organizations because they do not have such employees who are trained and developed by only one company because almost all organizations are involved in external hiring, so policies to develop employees cannot be implemented in those companies.

How we transfer policies and practices to other culture, industries and companies. For transferring these policies it is necessary to change and create the circumstances andsituations according to that of GE. HR departments have to deal with factors like value,culture and behavior and these things are different from culture to culture, company tocompany.