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Strategic Talent Management

Talent Management at GE

Rodrigo Arantes

on 8 December 2013

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Transcript of Strategic Talent Management

Talent Management at GE

About GE
Together, WE ALL RISE
1. What is the definition of Talent Management at GE as we have discussed it?
2. What are the objectives of the TM program?
Get the best people in the right jobs at the right time
What if "the wrong people are on the bus?"
Manager engagement with employees
No surprises on the performance review

Opinion survey (Every 2 years)
50 questions & 9 categories
10% increase

"Performance standards are about simplicity and accountability." - Jeff Immelt
3. What was the genesis of it? Why was it born?
HR managers business leaders
If it is done right it makes the business leaders jobs easier

Welch's tenure

Interview with David Telep
Sr. Human Resource Manager - GE Capital
Bethel University
4. Explore each of the following:
Session C process
Helps to identify the next group of leaders
Diversity goals
Can be tailored (e.g. attrition & baby boomers retiring)

Succession planning is "alive and well".
Two people that could take David's role.

4 people to back fill (Executive Level and Up)
10. What recommendations would you make to this organization and why?
More strategic engagement
Maintain “human touch”
A HR contact for everyone

Lack of community involvement
GE remains a presence in the community

Focus on emotional intelligence
130 Years
300k Employees
Rodrigo Arantes
Julie Binkley
Gregg Ovsak
"All Rise Together"
HR Slogan (Leadership Philosophy)

Strategic workforce planning
3-5 year plan

Leaders inspire others to be their BEST
It is the Foundation

"Everyone can be a leader"
b. Training and Development; for who, for what and why
Training and development is a requirement for everyone, every year

Managers help with employee development plans

Plans change as employee positions change

Developed a learning center specific to GE employees
Crotonville – NY
Mini college campus
Utilized beyond executive level
c. The Selection process that relates to hiring the right talent
Resume and phone screening

On site meetings with 8-9 individuals

Behavioral based interviewing

No set guidelines on mix of internal and external hires

Growth values
External Focus
Imagination & Courage
Clear Thinking

150 Countries
#5 Best Global Brands (InterBrand, 2011)
#1 world’s best company for leadership (Forbes / Hay Group, 2012)
#1 world’s most admired companies
(Fortune Magazine, 2012; #1 in electronics, #14 overall)
The only original Dow Jones listing that’s still listed
Aaron Russell
HRMA641 - Strategic Talent Management
Bud Becker
18 years at GE

Started in finance
Finance group is a feeder dept for HR

HR for 13 years
HR leadership program
Compensation/benefits are a separate group

HR transfer toward sales

d. Technology that is used to facilitate the TM program
Employee Management System (EMS)

My Organization app

Online learning
e. The Performance Appraisal philosophy
(include all of the following)
Metric driven (what and how)

6 mo. for new hires, mid & year end reviews

Goals, objectives & reviews are tied to business cycle

5. To what extent does their process involve their international employees?
Talent evaluation is the same globally.
Goals and objectives for the year.
Mid-year check
Can add/delete things
EMS system (year end evaluation)
Re-adapt people to a new place (e.g. Cultural assimilation)
Hold people accountable
Values = around world
Very transparent (Goals & Objectives)

Motivation vs. technical skills
Look at record over time, behavioral based & at performance history
"Leaders inspire others to be their best" - Transformational

= Challenges bureaucracy
= Welcomes ideas, listens and is humble
= One unifying principle: always act with unyielding integrity
= We all rise together

"Our culture drives our longevity. Our leaders drive our culture."

6. To what extent does our 4-R model play a role in their definition of competencies?
Current Transformation: “Things are fresh and new”

Forced transformation
2008 Financial Crisis
Regulated by the Fed
New reporting guidelines

Leadership transformation
Time spent in role

Transformation driving depth and domain

7. What have they changed in their TM program in the last five years and why?
Still a need for depth and domain

Decentralize the HR function

Giving managers tools to accomplish more
My Org App
“What do my employees need?”

Drive more flexibility within the system

8. Looking forward to the next five years, what do they think their business will demand that is different and will require change to their TM programs?
iii. Bell curve application
a. Succession Planning
Tell people what's expected
Help people get there
Hold people accountable
Do not do Force Ranking
Now have self-selected 360s
20 people to take their 360
Need managers for approval
Technical jobs also have criteria to be met (like number of calls answered, etc.)
360 tied to Growth Values (previous slide)
ii. Forced ranking
Performance appraisals are tied to compensation

The “what” and the “how” are both tied to compensation

iv. Relationship to compensation vs independence of P/IDP's
9. How do they know if they are succeeding? What measurements are used to determine success?
Shareholders gain value

Results driven business

Strategy Workforce planning
Data analysis
Goals and Objectives
Full transcript