Reference no: EM133045135
Case study 9.2 'Learning by doing': GE's approach to developing people
GE is a US-based multinational corporation (MNC) whose main businesses are in energy, technology, infrastructure, capital finance, consumer products, and industrial services. The corporate vision is 'We bring good things to life' and its mission statement is focused on innovation. It has a worldwide reputation for developing talented and motivated employees in all functional areas, utilizing a variety of development processes. An important component of its success is the alignment of HRD strategies with corporate strategies, and ensuring that employees are at the cutting edge of skill and development capacity.
The GE approach to HRD consists of a combination of development on-the-job with formal learning interventions. It is estimated that GE spends in excess of US$1 billion per annum on formal HRD interventions; however, it acknowledges that the majority of development is job-specfic. GE utilizes four particular HRD interventions that are job-based, as follows.
Challenging job assignments GE provides all employees with opportunities to take on challenging projects and job assignments, and allows them to operate independently. This involves identifying the appropriate resources, building networks, and making decisions independently of hierarchy.
Stretch opportunities Employees are given opportunities to take on unfamiliar roles in different or unfamiliar functional areas. Employees are frequently moved into leadership roles before they appear to be ready. They are assigned tasks outside their area of expertise.
Assessment and feedback GE is a feedback-intensive organization and employees are exposed to feedback from managers, peers, and direct reports. Feedback takes place in both formal and informal ways and is considered critical in helping employees to refocus and redirect their efforts.
Establishing accountability and visibility There is a clear accountability system in which the emphasis is on setting clear expectations and holding employees accountable for both successes and failures. The strong performance-driven culture emphasizes clearly defined metrics. Employees have high levels of visibility, and they have regular interaction with high level managers and executives. GE acknowledges that while formal development interventions are important, the most significant development opportunities are job-based, and are central to GE's approach to HRD.
Sources: GE Capital (2012); GE Crotonville (2015)
Strategic Human Resource Management (2nd Edition) [Texidium version]. (2018).
Questions
1. What are the advantages and disadvantages of a 'learning by doing' approach to talent development?
2. What types of competeny can leaders develop through challenging job assignments and stretch opportunities?