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Excerpts
Focus on e-Learning
GE had started implementing on-line training way back in the year 1998. While it
was analyzing the return on investment for one of its courses at GE Aircraft
Engineering , the company discovered that the three-day course cost the company
$47 an hour in terms of productivity loss per customer and $1,500 for travel and
living expenses incurred on participants who had to be flown in from various
locations to GE Transportation's Cincinnati headquarters.
The existing training facility also needed a revamp and was estimated to cost
$4.5 million. It was at this point that the company decided to implement an
online course instead.
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Later, when the company assessed the effectiveness of the online program, it
turned out that employees were able to absorb nearly the same learning in a
three hour online course.
It saved the time employees spent away from work.
In addition, the company did not have to incur any additional costs for
travel and related expenses...
The Impact
GE was recognized for its ability to maximize the value of the enterprise's
intellectual capital by producing exceptional leaders.
Analysts observed
that GE never experienced any dearth of good leaders to take over the reins
as and when the need arose.
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Experts pointed out that another key benefit of GE's focus on
training was that it brought global consistency to all its
businesses. As Rick Kennedy, manager, media relations, GE Aircraft
Engines, remarked, "Despite the company's size, everyone has a
common set of objectives to work from and it's very effective." GE
had been able to use its diversity to transform itself into a
learning organization where employees could develop themselves
continuously. The on-the-job rotational assignments that the company
offered enabled employees to get tremendous exposure across its
varied business segments and divisions and gave them unmatched
practical exposure to sharpen their managerial capabilities... |
Exhibits
Exhibit I: GE's Distinguished Alumni
Exhibit II: Top Companies for Executive Development
Exhibit III: Crotonville's Mission
Exhibit IV: Various T&D Programs at Major Businesses of GE
Exhibit V: Financial Management Program
Exhibit VI: Information Management Leadership Program
Exhibit VII: Edison Engineering Development Program
Exhibit VIII: Operations Management Leadership Program
Exhibit IX: Distinguished FMP Graduates
Exhibit X: Experienced Commercial Leadership Program
Exhibit XI: Human Resource Leadership Program
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