GE Aircraft Engines,The Ohio State University HR Overview,Susan Hunsberger Amy Dooley February 20, 2003,GE Proprietary / Do Not Distribute,天馬行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632,Agenda,Welcome and Overviewwhat we are all about GE Business GE Operating Rhythm Cultural at GEhow we have evolved Human Resources Roletrue business partner Vision Structure Core Processes Metrics Performance Managementensuring we get the best from everyone Session Ctying it all together,Aircraft Engines,Appliances,Vendor Financial Services,Industrial Systems,Lighting,Medical Systems,NBC,Plastics,Power Systems,Transportation Systems,Employers Reinsurance,Global Consumer Finance,Commercial Equipment Finance,Financial Assurance,Mortgage Insurance,Equity,Real Estate,Aviation Services,Structured Finance Group,Commercial Finance,General Electric Company,Exchanging an Endless Stream of New Ideas & Best Practices,20 World-Class Businesses with $130B in Revenues,GE: A Group of Businesses: - Each #1 or #2 in industry - Growing +10% / year - Returning +15% / year,Built on Common Values - Integrity - Speed - Boundarylessness - Stretch - Diversity - Customer Centricity,Focused on Four Key Initiatives,Services,Globalization,Six Sigma,e.Business,Provide Total Customer Solutions,Build Global Markets, Sources, Intellect,Deliver World- Class Quality,Accelerate GE & Customer Productivity,g,General Electric,Embedded Management Processes Bottoms-Up and Top-Down Minimal Ceremony/Paper Highly Interactive Basis for CEO Resource Allocation,Session 1 Strategy,Session 2 Operating Plan,Session D Compliance,Session C Organization/Staffing,#s People Technology,The GE Management System,Boca Review/Theme January SessionE Environment March SessionC Organization/Staffing May SessionI Strategy June SessionII Operating Plan October SessionD Compliance November,GE Proprietary Information For GE Use Only,The Rhythm of GE Management,CEO Slates,Executive Assessment,Executive Courses,CEO Session C,B u s i n e s s e s S e s s i o n C,Diversity,Chief Executive Office (3),Senior Staff & Business Leaders (20),Officers (150),Senior Executive Band 370,Executive Band 2,500,All Other Exempts 61,000,Employment Profile,GE Proprietary Information For GE Use Only,How we have evolved Values Workout Change Acceleration Process (CAP) Key Leadership Traits,Cultural Change at GE,GE Proprietary Information For GE Use Only,Simple Reasoning,Values Drive Behavior Behaviors Drive Results,GE Values Reasoning,GE Proprietary Information For GE Use Only,GE Culture Breeds outstanding leaders GE Values Building blocks of GE culture,GE Values,GE Proprietary Information For GE Use Only,Unyielding Integrity Thirst for Change Growth Driven, Globally Oriented Embracing Speed and Excellence Creating Meritocracy Every Person, Every Idea Counts Passion for our Customers Living the Hallmarks of GE Leadership Passion for Learning and Sharing Ideas Connected to the workplace, customers and communities Ability to energize and inspire, diverse, global teams,Privileged and Confidential,GE Leadership Values,Work-Out / Town Meetings:,empowerment, bureaucracy busting, action,Productivity / Best Practices:,looking outside GE,Process Improvement:,continuous improvement, re-engineering,Change Acceleration Process:,increase success and accelerate change,Key Strategic Initiatives:,QMI*, NPI*, OTR*, SP*, Productivity, Globalization,high,low,Time,Action Work-Outs Customized Work-Outs,Making Customers Winners:,GE Tool-Kit,Bullet Train Approach,Six Sigma Quality,Best Practice Sharing,E.Business,Work-Out Stages of GEs Culture Change,GE Proprietary Information For GE Use Only,Establishing a Leadership Culture at GE,Successful Leaders Share the Values and Meet Commitments,Grow Leaders,Measure, Reward, Promote Performance,Move Initiative Leaders into Big Jobs,Stretch Assignments,Accountability,De-centralized Leadership Team Culture with Accountable Leaders,From Options for 50 to Options for 30,000,Stretch - A Key Factor in GEs Success,Rationale,Process,Benefits,Focuses team on the “undoable” Prevents incremental thinking,Reward & recognize those who drive for stretch Dont punish them for a miss,Results always higher because you aimed higher Exceeds shareholder expectations Grows leaders,Stretch,Commitment,Measurement,Stretch Drives Creativity and Superior Results,Meets shareholders expectations Drives revenue/cost alignment,Vs. market & competition Drives compensation,Expect More Than Your Team Thinks It Can Deliver!,Human Resources Framework,Vision,Core Processes,Metrics,Structure,Business Strategy,Human Resources Vision,GE the Most Competitive and Exciting Enterprise in the World HR Credible, Visible, Value-Added Business Partner,HR Initiatives and Outcomes Closely Linked to Business Scorecard Anticipating Business Needs . Defining and Creating What Adds Value to Business Performance in Terms of: Individual and Organizational Energy and Capacity (Structure, Leadership, Motivation, Skills Development) Attraction, Deployment and Retention of Best Diverse and Global Talent “Boundaryless” Teamwork (Cross-Functional, Cross-Border, Cross-Business Unit) at All Levels of the Organization . Including Effective Working of External Partnerships (JVs and Alliances) Best HR Talent with World-Class Functional Skills and Business Understanding Making a GE Job the Best Job in Every Community in the World . “Raising the Bar”,The Human Resources Mandate . . . Helping the Business Become More Competitive,Outcome Align HR and Business strategy Manage transformation and processes Develop and implement efficient and contemporary organization structures and HR practices Understand, respond to and advocate employee issues within the context of the business strategy,Business Partner,Change Agent,Infrastructure Expert,Employee Champion,Roles,HR Transformation . . . . The Approach,Digitization,Outsourcing,Employee/Manager Self-Service,Single database to support core HR functions Enhance quality, speed and value Enhance productivity Improve process access,Centralize and outsource non-core HR functions Payroll administration Benefits administration Relocation Disability management Workers compensation,Employee Access,Manager Access,Recruiting,Development,Talent Assessment,Motivating and Rewarding Talent,Human Resources Framework,Vision,Core Processes,Metrics,Structure,Business Strategy,Corporate Executive Office,Plastics,HR,Transportation,HR,Aircraft Engines,HR,Appliances,HR,Indus Systems,HR,Power Systems,HR,NBC,HR,Financial Services,HR,Medical Systems,HR,Information Services,HR,Lighting,HR,HR,HR Structure,Eleven “Independent” Global Businesses Supported by Direct Reporting Global HR Organizations,Human Resources Development Paul Lutmer,Finance and Legal HR Pete Dyke,Organization Development Susan Hunsberger,Military Engines HR -,Master Black Belt Brenda Reynolds,12/02,- Renee Cutright - HRLP (07/01) - Amy Dooley HRLP 01/01) - Susan Fitzhenry - HRLP (06/01) - Marty Blied HRLP (01/02),Andrea Lupu HRLP (06/01) - Cynthia Osmer - HRLP (07/01) Jennifer Waldo - HRLP (06/01)*Fairfield assignment) Bill Gibbons - HRLP (07/02) Alice Bodonnat (01/03),Compensation, Benefits & HR Systems David Frederick,- Steven Howery HRM- Military Projects and IAD.,Aircraft Engines HR Structure,HR Structure Aligns with Centralized Business Structure,Functional Support,Specialist Support,- Babatu Short - Entry Level Recruiting - Judy Lacey - Evendale Staffing/Nonexempt Salaried Relations -Kathy Ward - Expatriate Admin -Karen Clark - Early Ident /Interns/Co-ops,Recruitment , Placement & Employment Jennifer Stites,Human Resources Framework,Vision,Core Processes,Metrics,Structure,Business Strategy,Core HR Processes,Talent Developmentbuilding for the future Recruiting Talent Training Talent Developing Talent Motivating and Retaining Talent,Key Leadership Responsibilities: Pick Winners Allocate Resources Set Vision For Organization,HR Professionals Are Key To Making Sure The Business Is Only Picking And Promoting The Very Best,Staffing Will Support The Business By Providing Our Customers With The Tools, Expertise, and Information To Source, Assess, Select and Attract “the best” To Meet Current and Future Human Resource Needs,Our Mission Statement,Staffing Mission,GE Proprietary Information For GE Use Only,Approach Type of Candidates Non-Exempt Staffing Contractors/5-10 years Experience Early Identification Program Pre-Graduates Entry Level Training Programs Graduates GPA 3.0+ Entry Level Direct Hires Graduates Mid-Career Hires 3-7 Years Experience Leadership Executive 7-10 Years Experience,How GEAE Finds Top Talent,GE Proprietary Information For GE Use Only,g,Edison Engineering Development Program (EEDP),Financial Management Program (FMP),Human Resources Leadership Program (HRLP),Direct Hire,Information Management Leadership Program (IMLP),Operations Management Leadership Program (OMLP),Technical Sales Leadership Program (TSLP),Full-Time Entry Level Paths,GE Proprietary Information For GE Use Only,Entry Level Program,Multi-Faceted Development Programs,Rotational Assignments,Career Development Tools,Sr. Level Visibility & Exposure,Mentoring,Networking,Structured Performance Feedback,Technical Training,Expansion of opportunities through a broad range of experiences,Leadership Training,Entry Level Program Experience,GE Proprietary Information For GE Use Only,Differentiate GE From the Competition: GEs Size/Diversity = Unparalleled Opportunity GE Is a Leader GE Is an Innovator GE Is a People Developer,Our “Product” Is a Future . Not an Entry-level Position,Drive Consistent Image Through People and Campus Media,Recruiting: Building a Powerful Employment Brand,Business-based training,GE Crotonville,Leadership development Project management skills General business skills Functional skills Six Sigma tools,Leadership development Advanced business skills Targeted functional skills GE values reinforcement Best practice sharing,Training Talent,GE Proprietary Information For GE Use Only,Leadership Training & Development,Crotonvilles Mission Is to Create, Identify, and Transfer Organizational Learning to Enhance GEs Growth and Competitiveness Worldwide:,Provide Professional Growth and Development for GE Employees Transfer Best Practices, Corporate Initiatives, Change Acceleration Concepts and Learning Experiences Across the Businesses Partner With the Businesses to Educate, Develop and Build Relationships With Their Customers and External Constituencies Broadcast GEs Culture and Values,GE Proprietary Information For GE Use Only,Leadership Development Crotonville Setting,Core Leadership Development sequence.,Stage IV: Executives Stage III: Senior Functional Professionals Stage II: Experienced Professionals Stage I: New Professional Hires,Business Leadership,Functional Leadership,Mastery,Competency,GE Proprietary Information For GE Use Only,GE Crotonville,Hire Outstanding Talent. Create an Intense Performance Culture. Rigorously Assess Employee Performance and Promotability. Provide Opportunities for People to Excel, to Develop Their Skills, and to Achieve Their Dreams.,GEs Highest Priority Agenda Item,GE Proprietary Information For GE Use Only,Leadership Development The Building Blocks,Career success formula Build solid core of functional expertise Capitalize on opportunities to apply core skills in a business context Perfect leadership skills in a variety of functional/matrix/team environments Cultivate a broad array of business/functional sponsors Develop multi-cultural sensitivity and contribution-based experiences “Evolve” into multi-functional business leadership,Opportunity to contribute Opportunity to develop Opportunity to win,GE Proprietary Information For GE Use Only,Leadership Development,Key Dimensions Energy / Edge Influence Developing People Presence and Impact Building Diverse Teams Strategic Thinking,Key Dimensions Project Management Financial Knowledge Customer/Quality Focus Accountability for Results Managing Marketplace,Business Acumen,Leadership Skills,6s,Leadership Development Curriculum,Business Cycle Energy / Energize Finance 101 Leading Teams Marketplace / Customers Project Management Strategy / Vision Influence Coaching Career Mgmt. Presence & Impact,GE Proprietary Information For GE Use Only,Developing Future Leaders - Six Sigma,How the “system” works: 1. Questions are asked, based on the GE values 2. Data are gathered (by mail, computer, phone, or interview) by Human Resources 3. Data are collated by category or question and/or category of person giving the feedback 4. A consolidated report (numerical scores, graphical representations and/or narrative comments) is given to the employee 5. The identity of the people supplying the inputs is kept confidential, to reduce reliance on the managers lone opinion of an employees performance to gather inputs from all people who deal with an employee, both inside and outside the organization to present this information to the employee in a helpful and non-threatening way to make employees more aware of how their behavior and values impact others in the organization,Peers,Subordinates,Manager,Customers,360 System,Employee,Performance Feedback,The systems vary in design, but all have the same goals ,Leadership Values Assessment,GE Proprietary Information For GE Use Only,360o Feedback,1. Give key employees critical, visible jobs 2. Provide opportunities for visibility to business leaders 3. Reward key employees with big salary increases, special awards and stock options,Motivating and Retaining Talent,GE Proprietary Information For GE Use Only,GE Proprietary Information For GE Use Only,Compensation Philosophy,Keep pay and the pay structure competitive with the market in order to attract and retain necessary skills and talent Maintain equitable internal pay relationships Pay for the overall value of individual contributions, with special emphasis on the treatment of those demonstrating sustained superior performance Recognize employees contributions when they function as part of a team Reward people appropriately for taking greater risks, assuming more responsibility and achieving better results Ensure all compensation systems are in compliance with federal, state and local laws,GE Proprietary Information For GE Use Only,Compensation Model,Long Term Incentive Plan,Stock Options,Annual Bonus,Salary,Long Term Incentive Plan,Stock Options,Annual Bonus,Salary,Stock Options,Annual Bonus,Wages,Production Workers Professional Employees Executives Sr. Executives Officers 22,000 9,000 310 40 12,Salary,+,+,+,+,+,+,Human Resources Framework,Vision,Core Processes,Metrics,Structure,Business Strategy,Digital Cockpit- Key Metric Areas,Metrics Aligned to Critical HR Deliverables,Ensuring we get the best from everyone Expectations Assessments Coaching and feedback Metrics and actions,Performance Management,GE Proprietary Information For GE Use Only,Accountability,Reinforcing the AgendaMaking Commitments,ProcessesMetricsLeadershipValues,Set Expectations Keep it Simple Make it Visible,Communicate, Communicate, Communicate.,Expectations drive behavior,GE Proprietary Information For GE Use Only,Tying it all together Purpose and process Succession planning Talent analysis Leadership Potential,Session C,GE Proprietary Information For GE Use Only,To review the effectiveness of the organization and any plans to change To review and provide feedback on the performance, promotability, and developmental needs of the top management To review plans and suggestions for backup planning for key management jobs Early identification of high-potential talent to ensure appropriate development To focus special attention on key corporate or business messages,While the fundamental process/agenda does not change, it is tailored each year to leverage Company priorities,Purpose of Session C,GE Proprietary Information For GE Use Only,January,February,MarchAprilMay,June,Businesses screen data against Session C agenda, GE Values,Business “C Reviews organization issues, options, and fixes succession rosters for key positions performance and potential of senior leaders talent pools for major functions and businesses,EMS2s & 3s,Organization Issues,Talent Summaries,Succession Plans,Business Snapshots Cross-business issues and personnel moves Growth potential of future business leaders Crotonville executive course nominations Anticipated key openings and back-up plans Best Bets for early-career stretch assignments Diversity activity and pipeline status,GE Proprietary Information For GE Use Only,Session C Process,EMS-2,EMS-3,GE Proprietary Information For GE Use Only,Session C Begins With 2 Forms,GE Proprietary Information For GE Use Only,The EMS-2 . . . Our Internal Resume Used by businesses to inventory internal skills available to fill open jobs Used to track Crotonville course attendance Available to hiring managers and usually their starting point when screening candidates The EMS-3 . . . Performance and Career Review Serves as an annual performance appraisal Tees up career development discussion between individuals and managers Integrates with 360 feedback system,GE Proprietary Information For GE Use Only,Individual Inputs to Business Session C,Identifies best know replacements for key positions,Used to: Check quality and depth of back-ups Encourage discussions about developmental opportunities, cross-functional/organizational moves Gain consensus from peer organizations on people they will team with in the future Identify berths for developing talent or where we lack a pi