TRAINING AND DEVELOPMENT - THE GE WAY Associate
Description: TRAINING AND DEVELOPMENT - THE GE WAY Associate Professor Head School of Management Gangadhar Meher University Great people build great companies. Talent development is not a slogan of GE, it is a way of life Developing leaders,
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slide1. TRAINING AND DEVELOPMENT - THE GE WAY Associate Professor & Head
School of Management
Gangadhar Meher University<br>
slide2. “Great people build great companies. Talent development is not a slogan of GE, it is a way of life “ “Developing leaders, developing people takes three things. It takes leadership commitment, it takes disciplined processes and it takes commitment to people it works for us” - Jack Welch, CEO(1981-2001), General Electric Co. - Bob Corcoran, Chief Learning Officer, General Electric Co.<br>
slide3. Establishment Of General Electrics Thomas Alwa Edition, the inventor of the incandescent light bulb set up The Edition Electric Light Company(EELC) in 1872 to conduct experiments on electricity. In 1879 he invented a carbon filament lamp and direct current generator for incandescent electric lighting. The EELC comprised a number of smaller companies involved in different businesses ranging from power station and wiring grids to electrical appliances. The EELC merged with the Thomas Houston Electric Company in 1892 to form General Electric Co.<br>
slide4. INTRODUCTION General Electrics is one of the worlds biggest conglomerates with a presence across 160 countries, 11 varied businesses and employee strength of around 307,000.
It is one of the first companies to establish a Management Development Center to train and develop its employees.
The programs of GE developed to its employees created such an impact that later other companies began to approach GE to try and develop similar programs for their employees.<br>
slide5. INITATIAVES AT GE 1st Initiative The 1st initiative was taken by Ralph Cordiner on taking up the position of CEO in 1950. Cordiner restructured the company by decentralizing it by breaking it into various departments. He felt decentralization would make the company more manageable for rapid growth. As a result of this GE had more than 100 divisions as compared to only 8 units present before and it needed to appoint a general manager for each division.
As a result of this structure the new managers needed to be trained to enable them to handle their divisions successfully. Therefore it required to establish a corporate training center for GE executives.
So, finally the Management Development Center was set up in the year 1956 at crotonville, Newyork. It was the world’s first corporate university and a major milestone in the area of T&D for the company.<br>
slide6. 2nd
Initiative In 1981, Jack Welch became CEO and he wanted to cut redtapism within the company. He was quick to figure out that crotonville could play an important role for an open culture at GE. He made sure that the courses were attended by the best employees at GE who were nominated by their bosses for the training on their superior performance. These top performing employers were called “A Players” and possessed the 4E’s – Energy, ability to energize others , edge and execution along with passion.
In 1983, he sanctioned $46 million to build a residential building at the center and by 1984 he himself began to teach at the Crotonville.<br>
slide7. Work-out referred to unnecessary work out of the system. Through this initiative 40-100 employees started their views with the facilitators from outside the company who were generally renowned professors or consultants from the industry. By 1992, more than 200,000 employees at GE had undergone Work-Out training. It played a vital role as an agent in the transformation of GE into a “Learning Organization”. Crotonville, in its new role, became a platform where GE employees discuss ideas and issues facing GE businesses. WORK-OUT INITIATIVE<br>
slide8. Quality Overview seminars : Basic six sigma awareness.
Team Training : Basic tool introduction to equip employees to participate in Six Sigma Teams.
Master Black Belt, Black Belt and Green Belt Training : In-depth quality training to prepare the team to use high level statistical tools, basic quality control tools, change acceleration process and flow technology tools.
Design for Six Sigma training : Prepares teams for the use of statistical tools to design it right the first time. Six Sigma is a quality measure and improvement program that focuses on the control of process. It includes identifying factors critical to quality as determined by the customer, reducing process variation and improving capabilities, increasing stability and designing systems to support the six sigma goals.
In 1995,GE introduced the six sigma quality management program to make GE products defect free. GE asked each business unit to identify and develop employee as champions, master black belts and green belts. The training was linked to employee promotion. Six Sigma Quality Initiative Six Sigma Training Courses offered at GE<br>
slide9. MAJOR TYPES OF T&D PROGRAMS AT GE GE offered training programs throughout the world. All the programs were open for enrollment not only for GE employees but also for customers, suppliers and other partners. In later as GE expanded, several new courses were launched to meet new requirements. The faculty was a judicious blend of trainers and consultants , GE leaders or distinguished university professors. The company wanted to make sure it delivered the best training.
They are divided into two levels:
Entry level leadership programs.
Experienced level leadership programs.<br>
slide10. Entry level leadership programs These programs aimed at developing individuals for leadership positions. The major programs were the Commercial Leadership Programs For Sales & Marketing(CLP) , Financial Management Program(FMP) and Information Management Leadership Program(IMLP). These programs involved grooming employees across various locations and functions with the aim of developing them for top positions by the end of the program. In addition there were programs for the operations and engineering areas called as the Edition Engineering Development Programs(EEDP).<br>
slide11. EXPERIENCED LEVEL LEADERSHIP PROGRAMS Two major programs offered under this category were the Experienced Commercial Leadership Program (ECLP) and the Human Resources Leadership Programs.
ECLP was meant for high potential individuals seeking a career in sales and marketing. The programs combined four six-monthly rational assignments across selected GE businesses combined with intensive course work. Two of this work focused on marketing and the other two on the sales.
HRLP prepared candidates to take up various roles in the human resource functions of the company. It consisted of a 2 year program with three eight-month rotational assignments. The program groomed participants through two HR assignments and one cross-functional role in finance, quality or business development.<br>
slide12. Focus on E-Learning GE had started implementing on-line training way back in 1998. In 2003, GE implemented Learning Management Software(LMS) to power its e-learning website called mylearning@ge. It helped the company impart training to all its employees globally. The site enabled students to sign on to personal development page which had a description of their curriculum. It also had a list of courses from which could choose courses that suits them. In 2004 almost 200,000 GE employees took e-learning courses.<br>
slide13. Impact of training on GE GE had been successful use its diversity to transform itself into a learning organization where employees could develop themselves continuously.
The on-the-job rational assignments that the company offered enabled the employees to get tremendous exposure across the varied business segments.
GE performed very well since 1980’s.
The company had also been able to generate additional revenues by providing professional training to other organizations in various areas like Six Sigma, Work-Out and various business specific skills.<br>
slide14. Thank you<br>
School of Management
Gangadhar Meher University<br>
slide2. “Great people build great companies. Talent development is not a slogan of GE, it is a way of life “ “Developing leaders, developing people takes three things. It takes leadership commitment, it takes disciplined processes and it takes commitment to people it works for us” - Jack Welch, CEO(1981-2001), General Electric Co. - Bob Corcoran, Chief Learning Officer, General Electric Co.<br>
slide3. Establishment Of General Electrics Thomas Alwa Edition, the inventor of the incandescent light bulb set up The Edition Electric Light Company(EELC) in 1872 to conduct experiments on electricity. In 1879 he invented a carbon filament lamp and direct current generator for incandescent electric lighting. The EELC comprised a number of smaller companies involved in different businesses ranging from power station and wiring grids to electrical appliances. The EELC merged with the Thomas Houston Electric Company in 1892 to form General Electric Co.<br>
slide4. INTRODUCTION General Electrics is one of the worlds biggest conglomerates with a presence across 160 countries, 11 varied businesses and employee strength of around 307,000.
It is one of the first companies to establish a Management Development Center to train and develop its employees.
The programs of GE developed to its employees created such an impact that later other companies began to approach GE to try and develop similar programs for their employees.<br>
slide5. INITATIAVES AT GE 1st Initiative The 1st initiative was taken by Ralph Cordiner on taking up the position of CEO in 1950. Cordiner restructured the company by decentralizing it by breaking it into various departments. He felt decentralization would make the company more manageable for rapid growth. As a result of this GE had more than 100 divisions as compared to only 8 units present before and it needed to appoint a general manager for each division.
As a result of this structure the new managers needed to be trained to enable them to handle their divisions successfully. Therefore it required to establish a corporate training center for GE executives.
So, finally the Management Development Center was set up in the year 1956 at crotonville, Newyork. It was the world’s first corporate university and a major milestone in the area of T&D for the company.<br>
slide6. 2nd
Initiative In 1981, Jack Welch became CEO and he wanted to cut redtapism within the company. He was quick to figure out that crotonville could play an important role for an open culture at GE. He made sure that the courses were attended by the best employees at GE who were nominated by their bosses for the training on their superior performance. These top performing employers were called “A Players” and possessed the 4E’s – Energy, ability to energize others , edge and execution along with passion.
In 1983, he sanctioned $46 million to build a residential building at the center and by 1984 he himself began to teach at the Crotonville.<br>
slide7. Work-out referred to unnecessary work out of the system. Through this initiative 40-100 employees started their views with the facilitators from outside the company who were generally renowned professors or consultants from the industry. By 1992, more than 200,000 employees at GE had undergone Work-Out training. It played a vital role as an agent in the transformation of GE into a “Learning Organization”. Crotonville, in its new role, became a platform where GE employees discuss ideas and issues facing GE businesses. WORK-OUT INITIATIVE<br>
slide8. Quality Overview seminars : Basic six sigma awareness.
Team Training : Basic tool introduction to equip employees to participate in Six Sigma Teams.
Master Black Belt, Black Belt and Green Belt Training : In-depth quality training to prepare the team to use high level statistical tools, basic quality control tools, change acceleration process and flow technology tools.
Design for Six Sigma training : Prepares teams for the use of statistical tools to design it right the first time. Six Sigma is a quality measure and improvement program that focuses on the control of process. It includes identifying factors critical to quality as determined by the customer, reducing process variation and improving capabilities, increasing stability and designing systems to support the six sigma goals.
In 1995,GE introduced the six sigma quality management program to make GE products defect free. GE asked each business unit to identify and develop employee as champions, master black belts and green belts. The training was linked to employee promotion. Six Sigma Quality Initiative Six Sigma Training Courses offered at GE<br>
slide9. MAJOR TYPES OF T&D PROGRAMS AT GE GE offered training programs throughout the world. All the programs were open for enrollment not only for GE employees but also for customers, suppliers and other partners. In later as GE expanded, several new courses were launched to meet new requirements. The faculty was a judicious blend of trainers and consultants , GE leaders or distinguished university professors. The company wanted to make sure it delivered the best training.
They are divided into two levels:
Entry level leadership programs.
Experienced level leadership programs.<br>
slide10. Entry level leadership programs These programs aimed at developing individuals for leadership positions. The major programs were the Commercial Leadership Programs For Sales & Marketing(CLP) , Financial Management Program(FMP) and Information Management Leadership Program(IMLP). These programs involved grooming employees across various locations and functions with the aim of developing them for top positions by the end of the program. In addition there were programs for the operations and engineering areas called as the Edition Engineering Development Programs(EEDP).<br>
slide11. EXPERIENCED LEVEL LEADERSHIP PROGRAMS Two major programs offered under this category were the Experienced Commercial Leadership Program (ECLP) and the Human Resources Leadership Programs.
ECLP was meant for high potential individuals seeking a career in sales and marketing. The programs combined four six-monthly rational assignments across selected GE businesses combined with intensive course work. Two of this work focused on marketing and the other two on the sales.
HRLP prepared candidates to take up various roles in the human resource functions of the company. It consisted of a 2 year program with three eight-month rotational assignments. The program groomed participants through two HR assignments and one cross-functional role in finance, quality or business development.<br>
slide12. Focus on E-Learning GE had started implementing on-line training way back in 1998. In 2003, GE implemented Learning Management Software(LMS) to power its e-learning website called mylearning@ge. It helped the company impart training to all its employees globally. The site enabled students to sign on to personal development page which had a description of their curriculum. It also had a list of courses from which could choose courses that suits them. In 2004 almost 200,000 GE employees took e-learning courses.<br>
slide13. Impact of training on GE GE had been successful use its diversity to transform itself into a learning organization where employees could develop themselves continuously.
The on-the-job rational assignments that the company offered enabled the employees to get tremendous exposure across the varied business segments.
GE performed very well since 1980’s.
The company had also been able to generate additional revenues by providing professional training to other organizations in various areas like Six Sigma, Work-Out and various business specific skills.<br>
slide14. Thank you<br>