Training and Development - The GE Way
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Case Details:
Case Code : HROB072
Case Length : 18 Pages
Period : 1981-05
Pub Date : 2005
Teaching Note : Available
Organization : General Electric Company
Industry : Diversified
Countries : USA
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"Great people build great companies. Talent development is
not a slogan at GE, it is a way of life."1
- Jack Welch, Chief Executive Officer (1981-2001), General
Electric Co. in 2005.
"Developing leaders, developing people takes three things.
It takes leadership commitment, it takes disciplined processes and it takes
commitment to people. It works for us." 2
- Bob Corcoran, Chief Learning Officer, General Electric Co.
in 2004.
"There is reason to believe that they are a better
training ground than we are."3
- Nitin Nohria, Professor, Harvard Business School in 2003,
commenting on GE's ability to develop managerial talent.
Introduction
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In 2005, General Electric Company4 (GE)
was one of the world's biggest conglomerates with a presence across 160
countries, 11 varied businesses and employee strength of around 307,000. Some of
its businesses were large enough to make it to the Fortune 500 list on their
own. GE had not only survived successfully for 133 years5
but had also consistently generated great value for its shareholders, despite
its size. GE was the only company with a continuous listing in the Dow Jones
Industrial Average6 since the original
index was constructed in 1896. GE had won many accolades as the world's most
respected company7 in appreciation of its
people management and sustained profitability.
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One of the factors that contributed to the company's success was its ability
to train and develop its multinational, diverse workforce in a successful
manner.
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GE was one of the first companies to establish a management
development center to train and develop its employees. During the
1980s, this center put the company on a growth trajectory that very
few corporations could match. It inspired many other renowned
companies like Boeing Co., Home Depot and Toyota Motors to model
their training centers on the one at GE.
In the media, GE has been referred to as a "captain-of-industry
university" or "the leadership factory" in recognition of its
ability to produce exceptional leaders who went on to became CEOs at
other Fortune 500 companies (Refer Exhibit I). |
Training and Development - The GE Way
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