HRM / Organizational behaviour Case Study

Talent Management: The GE Way

OR

Abstract:
As many companies were expanding their operations on a global scale, human talent assumed prime importance under such expansion. An increasing number of companies had started focusing on nurturing and retaining its talents. General Electric (GE) was a leading global conglomerate with varied businesses. The company had more than 315,000 employees and its operations were spread over 100 countries. In 2006, Fortune magazine placed GE on the top of the list of the '500 most admired companies' and Financial Times rated it as the 'most respected company'. Such recognition was due to GE's innovative talent management practices. The case discusses the changing paradigm of GE's human resource philosophy and its present day innovative talent management practices. It states how the systematic process of recruitment and selection had helped GE in picking the right person for the right job. Its training and development processes were so formulated to impart the right measure of technical and managerial skills to its employees. Its compensation packages were developed to provide incentives for superior performances and align the employees' and the share holders' interests. The company's policies were also directed towards providing support to the employees so that they could take care of their families.

Pedagogical Objectives:

• To discuss the Talent Management strategies of GE
• To discuss the changing HR philosophies and policies of GE’s CEOs
• To discuss the various HR tools used at GE.

Keywords : Talent management, General Electric (GE), Jeffrey Immelt, Crotonville, Management Training School, Recruitment and selection, Action learning, HRM Case Study, Six Sigma, Vitality Curve, 9 Block, Accomplishment analysis, Stock appreciation rights, Change acceleration process, Work out, Compensation management, Performance appraisal