TRAINING AND DEVELOPMENTTHE GE WAY

PREPARED BY GROUP NO I

GROUP MEMBERS
y RAMEES RASHEED y NAYANA y NIMMI y NITHIL DAS y PRABITHA A.P y PEHMATH REHMAN y RAMEES MEERAN y RASEENA y RESHMA

ABOUT GE
y General Electric Company (GE) y one of the world's biggest conglomerates with

a presence across 160 countries y Have 11 varied businesses and employee strength of around 307,000. y GE was the only company with a continuous listing in the Dow Jones Industrial Average. y GE had won many accolades as the world's most respected company in appreciation of its people management and sustained profitability.

y GE

was one of the first companies to establish a management development centre to train and develop its employees y In the media, GE has been referred to as a "captain-of-industry university" or "the leadership factory" in recognition of its ability to produce exceptional leaders who went on to became CEOs at other Fortune 500 companies

y GE spent around $1 billion on in-house

Training and Development (T&D) every year. In addition, GE invested over $38 million annually for reimbursement of tuition fees for employees who enrolled for outside degree programs. y GE was chosen as the best company for executive development in a survey conducted by Executive Development Associates8 for the year 2005

T&D Initiatives at GE
y on-the-job-training had been used at GE since y y y y

the 1920 formal corporate training took shape during Ralph Cordiner9 (Cordiner)'s tenure as CEO He started restructuring the company by decentralization. Cordiner decided that GE would establish its own facility for training. The management development center was set up in the year 1956, at Crotonville in the village of Ossining, New York. It was the world's first corporate university and a major milestone in the area of T&D for the company...

John F. Welch Leadership Centre (WLC)

y Crotonville centers had trained thousands of

GE employees to take responsibility for the operation of the divisions and to run them as profit centers y In 1981 Jack welch became CEO and began a major restructuring effort to cut red-tapism within the company y That is the courses were attended by the best employees who were nominated for the training by their bosses based on their superior performance y In 1983 welch sanctioned $46 million to build a residential building at the center

y In 1985 Noel Tichy join the team at

crotonville and brought in the break through concept of action learning y In 1988 the no.of employees being trained at crotonville each year had risen to 5000 y Welch introduced the concept of work out y In 1995 GE introduced the six sigma QM program to make GE products practically defects free

Controvilles mission
y Educate employees focusing on leadership,

change, six sigma, e-business and other keep corporate initiatives y Communicate and strengthen our employees commitment to GE and GE values y Build bridges across boundaries by providing a setting for people to interact across businesses, functions and hierarchies y Enhance our customer focus; build relationships with strategic customers and other key constituencies.

Six sigma training course offered at GE

y Quality overview seminars: basic six sigma

awareness y Team training: basic tool introduction to equip employees to participate in six sigma teams y Master black belt, black belt and team 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 y Design for six sigma training: prepare the teams for the use of statistical tools to design it right the first time.

Major Types of T&D Programs at GE

y The majority of GE programs are run at WLC

(Welch Leadership Centre ), many other programs are also offered at business training centers at Ohio ,New York ,France and India.
y All the programs are open for enrollment not

only for GE employees but also for customers, suppliers and other partners.

y The programs at WLC were delivered at two

main buildings the education building and learning centre.

y The education building has a unique

architecture with three modern amphitheatres of different sizes instead of traditional classrooms. The largest of these called The pit ,it could accommodate up to 100 participants at a time.

y The learning centre could accommodate

around 150 participants at a time and was aptly called The great room.
y GE expanded several new courses were

launched to meet new requirements.

y The company wanted to make sure it

delivered the best training. The participants are also expected to do their best performance.
y All successful participants would be given

promotions and raises based on their performance in the training programs

y The programs offered to GE employees

focused on leadership and development aspects. They are divided in to two levels;
1. The entry level programs 2. Experienced level programs

y The entry level programs are meant for fresh

recruits
y The experienced level programs are offered to

employees with work experience.

1.ENTRY LEVEL LEADERSHIP PROGRAMS

Aimed

at developing individuals for leadership positions. major programs were the commercial leadership program for sales and marketing(CLP),financial management programs(FMP) and information management leadership program(IMLP). were programs for operations and engineering areas called as the Edison engineering development program(EEDP) and the operations management leadership program(OMLP).

The

There

FINANCIAL MANAGEMENT PROGRAM

PROGRAM SUMMARY
1.Two year entry level program 2.Hands on experience may include financial planning, accounting, operations analysis ,auditing, forecasting, treasury management ,commercial finance and six sigma quality. 3.Combines course work, job assignments, and the interactive seminars to equip you with exceptional technical, financial and business skills.

4.Led by senior GE professionals and mentors . 5.Develops world class financial leaders for exciting positions .

ELIGIBILITY CRITERIA
y Under graduate degree only, no MBA or masters degree . y Less than one year external work experience. y Demonstrated interest or competency in finance. y Mobility.

Preferred criteria
y

Leadership experience.

y Communication skills. y Finance or business related internship.

IMLP
PROGRAM SUMMARY
A

2 year program consisting of four six month rotational assignment through different areas of a GE business. strategies, communication skills, problem solving, decision making and project leadership.

On-the job training in business dynamics, career

 Formal course work in advanced information

technology and systems , and their strategic application within GE.

Develops strong technical foundation, project

management skills and process knowledge that cuts across functions to support GEs boundless culture.

ELIGIBILITY CRITERIA
y Strong

interest applications.

in

information

technology

y Solid analytical abilities and sharp business

acumen.
y Bachelors

degree in computer science, information systems or computer engineering preferred . Business degree or other related experience may be applicable.

EEDP
PROGRAM SUMMARY 1.A 2 year entry level program providing 3 or more rotational assignment. 2.Assignments are engineering projects driven by real GE business priorities. 3.Diverse experiences may include systems , analysis, design, quality,reliability,integration and test. 4.Technical problem solving skills developed via Advanced engineering course work, formal reports and presentations to senior leadership.

5.Business skills developed leadership courses.

in

corporate

6.Opportunity to earn credit towards an MS degree in engineering and in real world application technology.

ELIGIBILITY CRITERIA
y Passion for technology. y Demonstrated academic excellence. y Commitment to technology and quality. y Strong

analytical, problem communication skills.

solving

and

y Engineering

degree and relevant internship/co-op experience preferred.

OMLP
PROGRAM SUMMARY 1.Intensive 2 year entry level program with at least 3 rotational assignments. 2.Possible assignments include manufacturing shop operations, process engineering, six sigma quality, materials management, supply chain management, environmental health & safety. 3.mentoring,team work, ongoing reviews and defined deliverables.

4.Technical training in contemporary manufacturing, global supply chain management, APICS certification, six sigma quality training, environmental health & safety. 5.Business training and challenging experience in project management, team leading, negotiation, manufacturing finance.

ELIGIBILITY CRITERIA
y Academic excellence , business acumen and

leadership ability.
y Strong communication and analytical problem

solving skills.
y Geographic flexibility and global mindset, able to

operate across cultures.

y Degree in engineering or a technical discipline

and relevant internship/co-op experience preferred.

EXPERIENCED LEVEL LEADERSHIP PROGRAMS /MASTERS LEVEL PROGRAMS

y Offered to employees with work experience. y 2 major programs experienced commercial

leadership program (ECLP) and the human Resources leadership program (HRLP).
y These programs were offered to executives

with 2-5 years of experience.

EXPERIENCED COMMERCIAL LEADERSHIP PROGRAM

y Consists of 4 six month across business rotations

within a commercial segment. y Meant for high potential individuals seeking a career in sales and marketing. y Among the rotation ,2 focused on marketing while other 2 focused on sales. Recruitment process -4 stages: screening of the resume was undertaken.it was followed by an online assessment and a 45 minutes on campus interview. The final stage is to appear For an interview at WLC.

Experienced Commercial Leadership Program [ ECLP] Program Summary Eligibility Criteria

ECLP consists of 4-6 month, cross-business MBA with 2-5 years of marketing or sales rotations within a Commercial Segment. experience, or bachelors degree with 4+ years marketing or sales experience. Program members rotate between 2-3 different Demonstrated leadership, communication and GE Business within a given segment. analytical skills.

Two rotations are Marketing focused and two are Geographic mobility is required. Sales. Participants can strengthen their commercial UnrestrictedWork Authorization. business and leadership skills by completing an intensive curriculum consisting of: classroom and online training, in-residence symposiums at WLC.

HUMAN RESOURCE LEADERSHIP PROGRAM

y HRLP prepared candidate to take up various

roles in the human resource function of the company.

y It consisted of a two year program with three

eight month rotational assignments.

y The courses covered various aspects of

business and HR.

y It helped the participants expand their

knowledge base.

Human Resource Leadership Program Program Summary Eligibility Criteria

A two year program consisting of three Demonstrated academic excellence, business challenging eight- month assignments acumen and leadership ability.

Develop broad business skill via hands -on self- confidence, strong analytic problemexperience in two HR assignments, plus a third solving skill and exceptional communication assignment in an area such as finance, quality or skills. business development. Formal classroom training in HR leadership and M.B.A./M.A. in Business or an HR- related business skills and concepts. discipline plus several years work experience preferred. Extensive contact with peers and senior business Geographic flexibility and global mind-set; able leaders from around the world Expansion of knowledge base, critical problemsolving skills and professional network to operate across culture

FOCUS ON E LEARING
y E-learning

comprises all forms of electronically supported learning and teaching. The information and communication systems, whether networked learning or not, serve as specific media to implement the learning process. The term will still most likely be utilized to reference out-of-classroom and inclassroom educational experiences via technology, even as advances continue in regard to devices and curriculum.

Focus on e learning
GE

had started implementing on training way back in the year 1998 While it was analyzing the return investment for one of its courses at Aircraft Engineering, The company discovered the cost training

line on GE for

y The company assesses the effectiveness of y y

y y

the online program It saved the time employees spent away from work. The company did not have to incur any additional costs for travel and related expenses. In 2003, GE implemented Learning Management Software (LMS) The website called my learning@ge.

y It helped the company imparting training to all y y

y y

its employees globally. LMS enables us to provide real time tracking and global touch with all our employees The site enabled students to sign on to a personnel development page which had a description of their curriculum. It also had a list of courses from which they could choose courses suited to them. The company could also schedule the resources needed for running various T&D programs through this software.

y In 2004 almost 200000 GE employees took

e learning courses y The courses were a blend of classroom (60%) and online coaching (40%). y GE was also developing virtual learning communities to enable students to learn through business management simulation. y Three to six month after their course was over, students would run virtual business through e mail, phone calls etc.

The Impact
y GE was recognized for its ability to maximize the value of the

y y y y

enterprise's intellectual capital by producing exceptional leaders. GE never experienced any dearth of good leaders to take over the reins as and when the need arose. Benefit of GE's focus on training was global consistency to all its businesses. GES diversity transformed into a learning organization where employees could develop themselves continuously. On-the-job rotational assignments enabled employees to get exposure across business segments and divisions and gave them practical exposure to sharpen their managerial capabilities.

y Companys net earnings between 1980 ($1.5 bn) to 2000 ($12.5

bn) increased more than 8 times even with redused workforce during the same period. y Company could generate additional revenue by providing professional training to other organizations in various areas like Six Sigma,Work-Out and various business specific skills. y Most GE divisions generated huge revenue by under taking training and development activities. y Example: - Health care unit of GE build a $80 million state- ofthe- art training center to develop educational programs. Offered courses for hospitals to train executives and doctors in handling specialised and advanced technology-based procedure for a fee.