from industrial to digital industrial: a culture shiftvideo.glceurope.com/presi/hr6/david...
TRANSCRIPT
From Industrial to Digital Industrial:
A Culture Shift
David Sperl Sr. HR Director, GE Healthcare
February 3, 2017
2GE Title or job number
2/7/2017
TO BE DESIGNED
Digital + Industrial
3GE Title or job number
2/7/2017
FastWorksThe way we work
GE BeliefsThe way we act
and lead
GE BeliefsThe way we act
and lead
Customers determine our success
Stay lean to go fast
Learn and adapt to win
Empower and inspire each other
Deliver results in an uncertain world
5GE Title or job number
2/7/2017
Performance
DevelopmentThe way we grow and
develop
Culture of simplification GE
BELIEFS
Settingthe expectations
Defining the behaviors
FASTWORKS
Providing tools & mindset for growth
Applying the principles every day
PERFORMANCEDEVELOPMENT
Supporting new behaviors
& approach
Driving accountability
Rewarding for outcomes
BETTERCUSTOMER OUTCOMES,
FASTER
Enabling the way we work
PD in the news
7
August 12, 2015 | View here
August 13, 2015 | View here
August 17, 2015 | View here
August 14, 2015 | View here
June 8, 2016 | View here
Nov 14, 2016 | View here
Oct 29 ,2015 | View here
The people aspect of culture change:
How did we get started?
Discovering and listening
Internal
FeedbackReality check
External
benchmarking
“We need a more continuous, fluid
process vs. an event driven one”
“GE has a good culture of downward
feedback …opportunity for upward and
peer feedback”
“Too much time spent looking
backward”
Identifying the problem
Employees
Employees believe that our current performance management approach does not
offer a personal connection to goals, individual development and career aspirations
Managers
Managers believe that our current performance management approach does not
effectively give them the ability to inspire, engage and lead their teams to the best
possible performance
Senior Leaders / Organization
Our current performance management approach lacks the
ability to improve individuals’ and teams’ performance and develop
our employees in support of GE’s business needs and evolving culture
HR function to help shape culture and offer innovative thinking as trusted advisors and strategic business partners
Potential Solution
11
Performance Development
Ongoing conversations
Focusing forward
More informal and
actionable
Conversation-driven
Insights
Impact > Labels
Performance Management
Twice-a-year discussions
Looking backward
Formal and forgettable
System-driven
Top-down approach
5-point rating
Performance DevelopmentA real-time, integrated approach focused on performance, learning and development to support a fast, agile and customer-focused company
Compliance/
Monitoring
Tools
Efforts
Behaviors
Outcomes
Ritual Impact
Coaching
Giving/
receiving
insight
Priority
setting
Career
dialogue/
navigation
Coaching
& ongoing
touchpoint
s
Performance Development
13
Colleague Insights
DEC
Ongoing
Touchpoints
Priority Setting
Touchpoint
JANUARY DECEMBE
R Measure
Impact
Supported by simple technology & data science
Summary
Touchpoint
14
From long, formal forms to a simple App
Digital tools as enabler
Measuring impact, integrated transformation
Payfor Performance
172014 Learning Template
77%
Managers’ self-reported ability to
differentiate as well as, or more
simply than without ratings
THE
SAMEAverage Merit and Bonus increase
between rating and no rating
populations
Salary & Bonus Planning
Some learnings
Some learnings
• Culture Change to
Digital: agility and
learning
• Language = mindset =
behaviors
• This is a personal
transformation
• Focus on people
leaders
From Industrial to Digital Industrial
Q&A