...com/0262-1711.htm Integrating leadership development and succession planning best practices Kevin S. Groves College of Business and Economics, California State University, Los Angeles, California, USA Abstract Purpose – Organizations often fail to utilize managerial personnel effectively for leadership development and succession planning systems, and many execute these critical practices through separate human resource functions that shift the responsibility for leadership development away from line managers. The purpose of this article is to present a best practices model for optimal development of the leadership pipeline and a series of practical recommendations for organizations. Design/methodology/approach – A group of 30 CEOs and human resource executives across 15 best practice organizations were asked via semi-structured interviews to describe the content and delivery of their respective organizations’ leadership development and succession planning practices. Findings – Analysis of interview data indicated that best practice organizations effectively integrate leadership development and succession planning systems by fully utilizing managerial personnel in developing the organization’s mentor network, identifying and codifying high potential employees, developing high potentials via project-based learning experiences and manager-facilitated workshops, establishing a flexible and fluid succession planning process, creating organization-wide forums for exposing high...
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...high‑energy approach to getting things done with aggressive marketing instincts. He’s just 36 now, but Jack can already boast a wealth of management experience, largely because he’s been quite adept at moving around in order to move up. He started out in sales for a technology company, outsold his colleagues by wide margins for two years, and was promoted to regional sales director. After a year, he began angling for a position as marketing manager, but when the job went to a senior sales director, Jack left for a job as a marketing manager with a company specializing in travel products. Though a little impatient with the tedious process of sifting through market‑research data, he devoted his considerable energy and creativity to planning new products. His very first pet project— a super‑lightweight compact folding chair—outstripped all sales projections and provided just the impetus he needed to ask for a promotion to vice president of marketing. When the company took too much time to make a decision, Jack moved on again, having found a suitable vice presidency at a consumer‑products firm. Here, his ability to spot promising items in the company’s new‑product pipeline— notably a combination oral‑hygiene and teeth‑whitening rinse for dogs—brought him to the attention of upper management. Jack expected to go to the top of the list of candidates for president of some division within the company, but instead the president of overseas operations called Jack into...
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...GE’s Two Decade Transformation: Jack Welch’s Leadership Submitted by: Group 11 When Jack Welch took over GE as CEO in April 1981, GE comprised of a complex diversified conglomerate consisting of 10 overlaying groups of 46 divisions and 190 departments all supporting 43 business units. GE was already considered as a bench mark for its sophisticated strategic planning and management practices. But at that time US was facing recession, an economy of high unemployment, high interest rates, and strong U.S dollar. So Welch set in motion a series of changes that were to radically restructure the company over the next few years. Welch set the target for each of the businesses to be number 1 or 2. He laid down a three circle concepts in which each business was categorized as core, with the priority of investing in productivity and quality, high technology, with the purpose of having an edge over competitors and services, to add outstanding people and to make contiguous acquisition. He also followed a ‘fix, sell or close’ policy under which many businesses were sold. The money which was collected through sales was invested in acquisition. He tried to make GE more lean and agile which resulted in a highly disciplined de-staffing process. He chipped away bureaucracy, laborious strategic planning system was scrapped and instead real time planning system was bought in. Hierarchy was removed and confined to four levels and made all businesses to report directly to himself. Due to this drastic...
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...also. Performance reviews are not a completely objective measure of an employee, but surely, a correlation exists between excellent reviews and excellent performance. If employees cannot be rated, there is no basis for reward or remediation. At General Electric, every manager is ranked, and it is known throughout the industry as succession planning. GE spends a great deal of time recording and evaluating management ratings of subordinates, subordinate ratings of management, and ratings of effectiveness. Managers must learn to manage effectively, or they effectively must look for other employment. Before accepting my position at General Electric, I had to submit to a drug test (blood and hair), formal background check including calls to former managers and employees, verification of degrees and grades, and interviews with seven GE cross-functional departments (not just my department but departments that would be working with me). Additionally, a personality test, and a competency test, which includes In-basket training and case studies was administered. There is nothing left to the imagination once a job offer is submitted to a potential candidate at GE. In a sense, after going through this process, I can at least be absolutely sure that the people I work with are exactly who they say they are. This by no means assures the selection process is infallible, as many of the qualities of an effective leader are subjective, but it is our responsibility (GE’s) to assure that every training...
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...in hoc signo vinces = in this sign you will conquer vitam impendere vero=to devote one’s life to truth maximus in minimis=the very greatest in trifling things best hr in hospitality sector Job Number | 1529565 | Business | GE Healthcare | Business Segment | Healthcare Eastern & African Growth Markets | About Us | What do you envision for your future? At GE Healthcare, we strive to see life more clearly. Our "healthymagination" vision for the future invites the world to join us on our journey as we continuously develop innovations focused on reducing healthcare costs, increasing access and improving quality and efficiency around the world. We are a $17 billion unit of General Electric Company (NYSE: GE), employing more than 46,000 people worldwide and serving healthcare professionals in more than 100 countries. We believe in our strategy - and we'd like you to be a part of it. As a global leader, GE can bring together the best in science, technology, business and people to help solve one of the world's toughest challenges and shape a new age of healthcare. Something remarkable happens when you bring together people who are committed to making a difference - they do! At work for a healthier world. | Posted Position Title | HR Director, Turkey and Central Asia (TCA) | Career Level | Experienced | Function | Human Resources | Function Segment | HR Client Support | Location | Turkey | City | Istanbul | Relocation Assistance | No | Role...
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...What is Strategic Management, and why is it critical to the success of an organization in meeting its goals and mission? What is Strategic Management? The concept of "strategy" is based in a war scenario, the constant fights and battles over the centuries have caused the military to start thinking before you act- the battles are analyzed and planned in advance. In General Sun Tzu’s words: “The general who wins a battle makes many calculations in his temple ere the battle is fought.” When translating it to today’s Strategic Management’s words, it means: “Those companies and individuals who win in the business world make much calculation, planning and deliberations on their strategy and plans. Those who plan less have lower chance of success, much less those who don’t plan anything at all.” (Soo, 2011). Developing a Strategic Planning increases the likelihood that in the future, the organization will be in the right place at the right time. Strategic Management collects all activities and processes utilized by an organization in order to align resources and actions with mission, vision and strategy throughout the organization. When applied correctly, strategic management activities transform the vision into performance and enable the plan to evolve and grow as requirements and other circumstances change. Apple – Both sides of the fruit The right side In researching the Apple’s success, we can find a myriad of reports appreciating this fact. According to...
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...What is Strategic Management, and why is it critical to the success of an organization in meeting its goals and mission? What is Strategic Management? The concept of "strategy" is based in a war scenario, the constant fights and battles over the centuries have caused the military to start thinking before you act- the battles are analyzed and planned in advance. In General Sun Tzu’s words: “The general who wins a battle makes many calculations in his temple ere the battle is fought.” When translating it to today’s Strategic Management’s words, it means: “Those companies and individuals who win in the business world make much calculation, planning and deliberations on their strategy and plans. Those who plan less have lower chance of success, much less those who don’t plan anything at all.” (Soo, 2011). Developing a Strategic Planning increases the likelihood that in the future, the organization will be in the right place at the right time. Strategic Management collects all activities and processes utilized by an organization in order to align resources and actions with mission, vision and strategy throughout the organization. When applied correctly, strategic management activities transform the vision into performance and enable the plan to evolve and grow as requirements and other circumstances change. Apple – Both sides of the fruit The right side In researching the Apple’s success, we can find a myriad of reports appreciating this fact. According to Denning...
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...2012 Case Study Analysis: GE’s Talent Machine General Electric (GE) has been well known and valued for embracing quantifying talent as well as rising talent when it comes to leadership. This organization makes sure that this is a key factor when it comes to their business planning. GE requires learning sessions all year long, which entails outside organizations along with GE leaders to allocate amongst one another the best ideas out there for staff enhancement opportunities. Staff receives support in attending such training programs, spending at least 1billion dollars a year. Such cost is seen as an investment from GE on their staff as it is seen development of skills and qualities essential to growing into a good successful leader which ultimately benefits GE. GE has been polishing a succession planning processes at a level unmatched by any other organization to keep performance levels far above the ground. We all have known about GE’s infamous yearly, “‘Session C’ leadership and organizational talent reviews, which are designed to identify individuals suited for bigger roles or individuals who can be groomed to take on higher positions. The annual intensive review has enabled GE to announce successors the same day leave notifications are delivered. Constantly reviewing the talent pool on a variety of layers enables GE to always have an eye on future leadership potential. What makes GE stand out from other agencies is that the company as a whole has the...
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...Cultural Assessment of General Electric Learning Team A Human Relations and Organizational Behavior March 14, 2005 Cultural Assessment of General Electric The corporate culture of General Electric (GE) is a composite of its people, leadership, organization, structure, and processes from past to present. This paper will provide an assessment of the corporate culture of GE, and provide an insight into the dynamics, which have made it one of the world’s premier companies. The aspects of General Electric’s culture begin with its leadership, and progress through its management, workforce, policies, and objectives. GE leadership provides corporate direction with a formalized set of values and action verbs, which guide the organization (GE, 2005). In lieu of a corporate mission statement, GE identifies its key strategies and initiatives in its annual Letter to Stakeholders (GE, 2004). The corporate office maintains a distinct presence among its sprawling empire. This empire is composed of a worldwide workforce, which is involved in a myriad of activities. To lead this powerful organization, management is trained and indoctrinated into the GE culture. The myths, and legends, surrounding General Electric, lend to the cultural identity shared by the entire workforce. Training, organization, and structure are established and maintained through several processes, and programs, which contribute to GE’s cultural identity. General Electric’s...
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...from America •Strongly performance-driven appraisal system •Strong sacking policy for under performers •Less weightage given to experience and position for appraisal and promotion •In more hierarchial business cultures, like India, it is difficult to attract & retian managers Opportunity Threat •Aggressive international approach for recruiting •Better candidates could be hired for top positions if GE were open to hiring from external sources (just not focus on internal progression) •Have more external talent acquisition engagements to attract industry experts rather than shifting people from within to leadership roles from different verticals. •Initially, post MBA the top talent preferred to go to Wall Street •People with ambition to become chairman/CEO in their early days, left the organisation •Strict people management system with low flexibility •Competitors opffering leadershiop positions to GE "Highly Valued 70%" employees Q2: a) What kind of people have helped GE to manage and run the business and meet business goals? Answer: GE always promoted its top leaders from its own ranks. The company’s executive development practices were...
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...GE Sessions One way that GE ensures leaders play an active role in governance is by conducting regular annual review periods for key operating functions within the Company, including compliance, environment, health & safety, and people development. This allows GE to create a cycle of continuous improvement at the senior level and incorporate evolving best practices. These sessions provide a vital system of accountability and allow topical focus as needed through the year. They create a singular point of focus to surface any issues, review performance and disseminate new information. Session/council Timing Global Leadership Meeting January Session D Compliance review Ongoing throughout year—once per business CEC Corporate Executive Council Quarterly Session C Organizational staffing and succession review April, May Growth Playbook Long-term business strategy June, July Operating Plan Annual strategy, including budget October, November Session E Environment, Health & Safety Ongoing, 25 sessions per year Risk Committee Review environmental, compliance, liquidity, credit, market and event risks Quarterly Operating System—These regular, annual reviews create a cycle of continuous improvement in areas including compliance, environment, health & safety, and people development. Global Leadership Meeting The annual GLM has been a foundation of GE’s management processes for over 35 years. At this session over 600 of GE’s top leaders...
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...leadership of Jack Welch, CEO of General Electric. When he took over GE as CEO in 1981, Jack Welch had big shoes to fill. His predecessor, Reg Jones, had been referred to as a “management legend” and been voted “CEO of the Year” and “CEO of the Decade” 3 and 1 times, respectively. Jones had led the company for 8 years and had done well both professionally and politically. Upon his initiation as CEO in 1981, the Wall Street Journal had already likened Welch’s replacing Jones to replacing a legend with a “live wire.” The business climate was shaky when Welch took over in April 1981, with the economy in recession. Welch had only one option: success. And to achieve success in the current climate, he would need his team to be “better than the best.” In fact, the choices were to be #1, #2, or nothing at all. He soon used this philosophy in his categorization of businesses into core, high-technology, and services. Welch’s 10 year vision was to lead GE to a state in which it would be viewed as “the most profitable, highly diversified company on earth, with world quality leadership in every one of its product lines” (Bartlett/Wozny); he sought to achieve this via a massive restructuring of the business. His philosophy of “fix, sell, or close” businesses was born, yet the reality was often that in the economic state of that time, most of the businesses ended up closing or being sold rather than being fixed. In fact, in 9 years GE sold of businesses that represented 25% of its total sales....
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...the previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting, the company was also engaged in businesses as diverse as aircraft engines, medical systems, and diesel locomotives. Long regarded as a bellwether of American management practices, GE was constantly undergoing change. In the 1930s, it was a model of the era’s...
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...previous two decades seemed justified judging by the many accolades GE was receiving. For the third consecutive year, it had not only been named Fortune's "Most Admired Company in the United States," but also Financial Times' "Most Admired Company in the World." And, on the eve of his retirement, Fortune had named Welch "Manager of the Century" in recognition of his personal contribution to GE's outstanding 20 year record. Yet while the mood at GE's 2001 annual meeting had clearly been upbeat, some shareholders wondered whether anyone could sustain the blistering pace of change and growth characteristic of the Welch era. And specifically, many worried if any successor could generate the 23% per annum total shareholder return Welch had delivered in his two decades leading GE. It would be a tough act to follow. (See Exhibit 1 for financial summary of Welch’s era at GE.) The GE Heritage Founded in 1878 by Thomas Edison, General Electric grew from its early focus on the generation, distribution, and use of electric power to become, a hundred years later, one of the world’s leading diversified industrial companies. A century later, in addition to its core businesses in power generation, household appliances, and lighting, the company was also engaged in businesses as diverse as aircraft engines, medical systems, and diesel locomotives. Long regarded as a bellwether of American management practices, GE was constantly undergoing change. In the 1930s, it was a model of...
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...Dept.: • Company: KTskylife • Dept.: Strategy planning & Coordination Team 박지만 김진우 • Company: • Dept.: • Company: BC Card • Dept.: Card Information Processing Team • Company: Hanmi Pharmaceutical • Dept.: Global Business Development • Company: DK Corporation • Dept.: Overseas Sales Team 이영규 신경식 Shin, Kyung Sik 김지연 Kim, Ji Yeon 1 Contents of Presentation 1. HD Introduction 2. Summary of Article 3. Issues 4. Recommendation & Implementation 5. Conclusion PRESENTATION TITLE GOES HERE 2 Home Depot 3 Home Depot [Company History] • Founded in 1978 (by Bernard Marcus, Arthur Blank, Ron Brill and Pat Farrah) • American retailer of home improvement and construction products and services. • Head Quarter : Atlanta, US Stores • US: Including all 50 US states • Canada: All 10 provinces • Mexico, China, South America and UK Market Position • Largest home improvement retailer in US in terms of overall revenue based on strong customer service ethos Culture “Everybody here feels that it is their company” - Home Depot director, Don Keough “Directors were required to meet with customers & offer insights…” - Business Week 4 Nardelli career history • 1971 : joined General Electric in 1971 as an entry-level manufacturing engineer • 1988 ~ 1991 : executive for a division of the construction equipment maker, J. I. Case Company • 1995 :president and CEO of GE Power Systems, also having the title of GE senior vice president. Also known as "Little...
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