GEs Talent Machine Solution Essay

?Question NO 1While most companies fork out difficulty producing sufficient quality candidates for superlative degree management succession, how has GE been able to perform a surplus? What philosophy policies and practices cause made it a CEO factor6y as Fortune and Economist c all(prenominal) it? rattling producing sufficient quality excrete executives is precise difficult task for companies, but if we control case of General Electric, it was producing managers not solo for own, GE was producing these executives in enough amount to meet the need of industry. The philosophy adopt by GE includes several(prenominal) techniques, policies and practiceswhich change GE to fill unemployed top positions.Following be these techniques that we feel dismemberd in this case study. Continuous Improvement management study process of GE was really effective in which employees bedeveloped step by step. Every manager was continuously come to in diversified andinnovative task in whi ch every employee is rotate in various segments which enablethe employees to be expert in around every field. The company was providing on jobtraining to its employees done training programs conducted in university which wasestablished by GE. ego succession plan and session C was also good for improving and shining talent.Focus StrategyTo fill the vacant top positions GE was focusing on internal source. For this GE wasconducting a constituent of training programs for its employees because when these were trained by company, it was well-heeled for company to adjust existing employees at top positions. Emerging Culture community is try not besides to arrive at objectives but also to merge the current employees withthe existing kitchen-gardening followed at GE. smart employees atomic number 18 encouraged to adopt the goalof GE which was very helpful in transferring the floriculture and value from senior executivesto junior executives. ships company StrategyCompany was considering the employees as the asset of the GE.Company was notonly focusing on trade development but 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 performance was measured by quantitative and qualitatively andthe keister 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 atomic number 18 factor that help GE in exposing and polishing thetalent of employees.Question No2How generalizable argon GEs , management development policies and practices? Howtransferable across cultures? Across industries ? Aross companies ? Overall policies and practices are very good and fulfill the unavoidableness and need of management development. These polici es and practices are generalizable in every wherein world up to some extent not completely. Their extent of generazibility depends uponthe wad and situation and environment of geographical areas, laws andregulations of enjoin 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 take by HR department in American organizations fully apply inHR department of Pakistani organizations. Transferability across Culture, Industries and CompaniesOf course policies and practices are implemented in European culture but it seemsvery difficult to implement these policies in Asian culture because HR policies stand todeal with human behavior and culture.Human behaviors are different in differentcountries in corresponding situations. In GE employees are recruited which are fresh graduate. Then these employees were polished by GE by taking into explanation future requirements. Emp loyees at GE have onlyand only experience in GE company but This situation may not happened in other organizations because they do not have such employees who are trained and developed by only one company because almost all organizations are involved in outdoor(a) 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 prerequisite to change and create the circumstances andsituations correspond to that of GE. HR departments have to deal with factors alike value,culture and behavior and these things are different from culture to culture, company tocompany.