Case Study Analysis: Ge’s Talent Machine

In: Business and Management

Submitted By bbuffins
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Case Study Analysis: GE’s Talent Machine
Brandie Buffins
Grand Canyon University
HRM – 635 Acquiring, Developing, and Leveraging Human Capital
September 19, 2012

Case Study Analysis: GE’s Talent Machine
General Electric (GE) has been well known and valued for embracing quantifying talent as well as rising talent when it comes to leadership. This organization makes sure that this is a key factor when it comes to their business planning. GE requires learning sessions all year long, which entails outside organizations along with GE leaders to allocate amongst one another the best ideas out there for staff enhancement opportunities. Staff receives support in attending such training programs, spending at least 1billion dollars a year. Such cost is seen as an investment from GE on their staff as it is seen development of skills and qualities essential to growing into a good successful leader which ultimately benefits GE. GE has been polishing a succession planning processes at a level unmatched by any other organization to keep performance levels far above the ground. We all have known about GE’s infamous yearly, “‘Session C’ leadership and organizational talent reviews, which are designed to identify individuals suited for bigger roles or individuals who can be groomed to take on higher positions. The annual intensive review has enabled GE to announce successors the same day leave notifications are delivered. Constantly reviewing the talent pool on a variety of layers enables GE to always have an eye on future leadership potential. What makes GE stand out from other agencies is that the company as a whole has the drive to want to grow and be as diverse of an organization as possible. The leaders understand that focusing on renovation and allowing staff to develop creative ideas into apparent proceedings for and within the organization. Amongst…...

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