GEs Talent Machine Solution Essay

?Question NO 1While most companies have difficulty producing sufficient character candidates for twinge management succession, how has GE been able to draw a surplus? What philosophy policies and practices have made it a CEO factor6y as Fortune and economist call it? Really producing sufficient quality top executives is very difficult task for companies, but if we see case of General Electric, it was producing managers not whole for own, GE was producing these executives in enough quantity to meet the need of industry. The philosophy adopted by GE includes some techniques, policies and practiceswhich enable GE to fill vacant top positions.Following atomic number 18 these techniques that wehave analyzed in this case study. Continuous ImprovementManagement using process of GE was very effective in which employees aredeveloped whole step by step. Every manager was continuously involved in diversified andinnovative task in which every employee is rotate in different departments w hich enablethe employees to be serious in close every field. The company was providing on jobtraining to its employees through training programs conducted in university which wasestablished by GE. Self succession plan and session C was similarly good for improving and polishing talent.Focus StrategyTo fill the vacant top positions GE was focusing on internal source. For this GE wasconducting a kettle of fish of training programs for its employees because when these were trained by company, it was easy for company to adjust existing employees at top positions. Emerging CultureCompany is try not only to gain objectives but also to merge the new employees withthe existing culture followed at GE. New employees are encouraged to adopt the cultureof GE which was very utile in transferring the culture and value from senior executivesto junior executives. Company StrategyCompany was considering the employees as the asset of the GE.Company was notonly focusing on business development bu t also on employees development. It wasspending 10% of its pre tax income on employees development. It was also givingtraining to employees in university established by GEMeritocracyIn GE employees surgical process was heedful by quantitative and qualitatively andthe basis of this evaluation the employees were promoted. While concluding we analyze that actually GEs policies and practices were so goodthat it was producing the surplus managers. Values, culture, training programs, and performance appraisal measures are factor that help GE in exposing and polishing thetalent of employees.Question No2How generalizable are GEs , management development policies and practices? Howtransferable across cultures? crossways industries ? Aross companies ? Overall policies and practices are very good and fulfill the requirement and need of management development. These policies and practices are generalizable in every wherein world up to some consequence not completely. Their extent of generaz ibility depends uponthe circumstances and situation and environment of geographical areas, laws andregulations of state because these factors vary from culture to culture.E. g. moral valuesand ethics followed in American culture are not followed in Pakistan so we cannot saythat policies adopted by HR department in American organizations fully implemented inHR department of Pakistani organizations. Transferability across Culture, Industries and CompaniesOf parentage policies and practices are implemented in European culture but it seemsvery difficult to implement these policies in Asian culture because HR policies have todeal with human demeanour and culture.Human behaviors are different in differentcountries in same situations. In GE employees are recruited which are fresh graduate. Then these employees were polished by GE by taking into account future requirements. Employees at GE have onlyand only experience in GE company but This situation may not happened in other organizatio ns because they do not have such employees who are trained and developed by only one company because almost all organizations are involved in external hiring, so policies to develop employees cannot be implemented in those companies.How we transfer policies and practices to other culture, industries and companies. For transferring these policies it is necessary to change and create the circumstances andsituations according to that of GE. HR departments have to deal with factors like value,culture and behavior and these things are different from culture to culture, company tocompany.