[global hr forum 2014] how ge acquires and nurtures talent in the 21st century
DESCRIPTION
Identifying and making use of human resources plays even more decisive role in the success of a business, especially after the global financial crisis. As such, businesses are making significant efforts to increase their hiring expertise. After the high expenses and efforts on recruiting process, companies also have difficulties in managing their employees. In that, it is not only difficult to attract and select excellent talents but also needing much effort to train, motivate and retain them. In this session, speakers will share their know-how on recruiting/managing key human resources and discuss the ways to avoid miss-matching between the recruitment and management process.TRANSCRIPT
Imagination at work.
Misa Yamashita, General Manager, HR, GE Healthcare Asia Pacific November 6, 2014
How GE acquires and nurtures talent in the 21st century
“I find out what the world needs, then I proceed to invent it .”
– Thomas Edison
2
Our business units
3
~$146 Billion Revenue in 2013
$16.9 B Operating Earnings
Capital
30% / $44.1 B
Appliances & Lighting
5% / $8.3 B
Healthcare
12% / $18.2 B
Aviation
15% / $21.9 B
Transportation
4% / $5.9 B
Energy Management
5% / $7.6 B
Oil & Gas
12% / $17.0 B
Power & Water
17% / $24.7 B
Key statistics • About 307,000 employees
worldwide
• Operating in more than 170 global locations
• Rated AA+ with stable outlook by S&P
• Only current DJIA company in original index
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Our culture
• We invest in people and develop global leaders in a high-integrity environment.
• We perform with excellence…
focused on organic growth, productivity and risk management.
A Great Team Our culture is about providing everyone who works at GE with opportunities to exercise their responsibility, integrity, and creativity while growing themselves, their careers, and our business.
41,000 PEOPLE HIRED IN 2013
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$1B INVESTED IN LEARNING PER YEAR
97% SENIOR LEVEL RETENTION ACROSS GE
15% MORE LEADERS OUTSIDE THE U.S. IN THE LAST 5 YEARS
Hire
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Broadening talent strategy Create global talent pool … HR’s #1 strategic imperative
Great heritage New & young
GTR CoE
• Sourcing / talent mapping
• Strategic / exe. Search
• Technology / e-tools
• Market intelligence
Buy • University / EID
• Leadership programs
• Crotonville
• Exe. development
• SC / Perf. management
Build
BUY is as important as Build … need investment & commitment! Evolving from “tactical/commodity” to “strategic/differentiator”
+
~70% talent found externally in Growth Markets … need to build GE’s world-class reputation here – now! GTR can be GE’s competitive advantage
GE: world-class
Develop
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GE Values - foundation of GE Culture
We have always evolved… .
5 themes driving our transformation
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A distinct repositioning of how we work together
1. Customer/user driven vs.
make the sale
2. Lean with speed and urgency vs.
controlled
3. Adapting, learning & iteration vs.
perfection
4. Talent & empowerment vs.
hierarchical
5. Changing the game vs.
changing the world
Our journey continues….
What stays the same… . • Performance culture …
meritocracy • Differentiation
• Integrity
What we need to continue to evolve… .
• From GE Growth Values to
GE Beliefs
• Focus on talent developm’t
• From Performance
Management to Performance Development
Performance Development
Current Future
Meritocracy continues …
• GE Beliefs
• Outcome-based priority setting
• On-going dialog ‘insights’ … touchpoints
• Reinforce good behaviors
• More e-tools and technology
• GE Growth Values
• ‘Goals and Objectives’
• ‘Official’ feedback session once a year
• Focus on development areas
• Utilize e-tools
14 HR Learning Café | 23 September 2014
Every interaction is an opportunity to provide insight and coaching; don’t waste it. And remember to use coaching not only to address gaps, but to
reinforce good behavior, too. The outcome should motivate the employee to continue doing great work and change what’s not going
well. These few simple rules will help you be a better performance coach.
Talent strategy in Korea Young Talents Experienced & Accelerators
Global Offshore & Marine
Energy/EPC solutions
6 month internship program for university students having practical on the job training, one-on-one mentoring, monthly based leadership training, mini-MBA, and volunteering activities, etc.
Talent development and nurturing to foster our local employees to become global leaders. ( 250+ hiring in 2014) Leadership program hiring (CLP, ECLP, EEDP, PMLP, OMLP, FMP, HRLP, CLS, etc.) with increasing local engineering talent development and nurturing. Engineering/R&D Capabilities
POWER &
WATER
OIL &
GAS
Strengthening partnership & localization
ENERGY
MANAGEMENT