Training And GE Way Development The

Presentedby: DIMPLE SINGH(20015) HIMANSHU RANJAN(20023) LAVANYA(20029) PARIMALA(20039)

Introduction
In 2005 , General Electric Company (GE) was one of the worlds biggest conglomerates with a presence across 160 countries , 11 varied businesses and employee strength of around 3,07,000. one among the Fortune 500 companies since 133 years. In 1980s , GE was one of the first companies to establish a management development center to train and develop its employees. In the media, GE has been referred to as a "captain-ofindustry university" or "the leadership factory

On-the-job-training had been used at GE since the 1920s,but formal corporate training took shape during Ralph Cordiner in 1950. Cordiner started restructuring the company, decentralizing it by breaking it up into various departments. 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.

Training And Development Initiatives At GE

During the training , executives were instructed in the Plan Organize Integrate Measure (POIM) concept. In 1981 , Jack Welch became the CEO , he started restructuring to cut down red-tapism in the organization. He wanted train managers on successful management and the top performing employees were referred to as Session C managers. The top performing employees were called A Players and possessed the 4 Es Energy, ability to Energize others, Edge and Execution , along with Passion. In 1984, Welch himself started teaching at Crotonville. In 1985, Noel Tichy joined the team and brought the breakthrough concept known as Action Learning.

Participants were asked to step into the shoes of CEO and probe the questions like vision for the company how they would like to go about in selling and developing it or things they would like the company to abandon.

SOME UNIQUE FEATURES OF GE

One of the leading conglomerates of the world 134 years since its establishment Spread across 160 countries involved in 11 businesses and Employee strength of 307000 One of the first company to establish Management Development Centre

Some of the companies who were inspired by GE were Boeing, Toyota Motors, Home Depot to establish their training centre based on GE.

Imagine, solve, build and lead - four bold verbs that express what it is to be part of GE. Their action-oriented nature says something about who we are and should serve to energize ourselves and our teams around leading change and driving performance.

GE CROTONVILLES MISSION

Crotonville's mission is to develop leaders, introduce cultural change and spread key corporate initiatives throughout GE. It's where our people come together to work, learn and share across boundaries and where our customers experience first-hand the culture and the partnership of GE. It's a place of vital information exchange where we:

Educate

employees, focusing on leadership, change, Six Sigma, e-Business and other key corporate initiatives and strengthen our employee's commitment to GE and the GE Values

Communicate

o Build bridges across boundaries :By providing a setting for people to interact across businesses, functions and hierarchies

o Enhance our customer focus:Build relationships with strategic customers and other key constituencies

o Management Development:In addition to our facilities for learning, GE offers intensive management training through special leadership programs. These programs provide a curriculum designed to accelerate learning for GE's high performing employees.

o o

Benchmarking T&D
Investing nearly $1.38billion for both In-house and reimbursing tuition fee for their employee

A solution for increasing size & complexity along with growing need for T&D. Establishing Management development center

A LOST TRACK FROM LEADERSHIP DEVELOPMENT TO TECHNICAL TRAINING

DuringtrainingemployeeswereinstructedinPlan OrganizedIntegrateMeasure A3500pageBLUEBOOKcontainingdosanddontsof managementwasalsogiventoparticipants WithincreasingDecentralizationmoreemphasiswas giventotechnicalaspectandformanagingeffectivelyin crises

THE IMPACT OF GE

GE was recognized for its ability to maximize the value of the enterprise's intellectual capital by producing exceptional leaders. Analysts observed that GE never experienced any dearth of good leaders to take over the reins as and when the need arose Experts pointed out that another key benefit of GE's focus on training was that it brought global consistency to all its businesses.

As Rick Kennedy, manager, media relations, GE Aircraft Engines, remarked, "Despite the company's size, everyone has a common set of objectives to work from and it's very effective. GE had been able to use its diversity to transform itself into a learning organization where employees could develop themselves continuously. The on-the-job rotational assignments that the company offered enabled employees to get tremendous exposure across its varied business segments and divisions and gave them unmatched practical exposure to sharpen their managerial capabilities...

Focus on e-Learning

GE had started implementing on-line training way back in the year 1998. While it was analyzing the return on investment for one of its courses at GE Aircraft Engineering , the company discovered that the three-day course cost the company $47 an hour in terms of productivity loss per customer and $1,500 for travel and living expenses incurred on participants who had to be flown in from various locations to GE Transportation's Cincinnati headquarters.

The existing training facility also needed a revamp and was estimated to cost $4.5 million. It was at this point that the company decided to implement an online course instead Later, when the company assessed the effectiveness of the online program, it turned out that employees were able to absorb nearly the same learning in a three hour online course. It saved the time employees spent away from work. In addition, the company did not have to incur any additional costs for travel and related expenses...