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Ge Talent Machine (Spanish)

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Universidad anáhuac méxico norte | GE: Talent Machine | Planeación Estratégica | | | 14/05/2011 |

“Great people build great companies. Talent development is not a slogan at GE, it is a way of life."-Jack Welch, CEO, General ElectricJosé Ramón Fernández R.Tamara Franco H. | |

GE Talent Machine: The Making of a CEO
General Electric es uno de los conglomerados más grandes del mundo, está presente alrededor de 160 países. Ge no sólo ha sobrevivido a lo largo de bastantes años sino que también ha generado un valor constante a sus accionistas. Su éxito se debe al excelente manejo de su gente y sus utilidades en potencializar el talento de futuros líderes.
Este factor que ha contribuido al éxito de la compañía es la habilidad que tienen para entrenar y desarrollar a directivos y ejecutivos en el manejo de recursos a través de una transformación de dos décadas.
GE fue una de las primeras compañías que estableció un centro de desarrollo para entrenar, capacitar y desarrollar a sus ejecutivos. Durante los 80´s este centro llevó a la compañía a una trayectoria de crecimiento que muy pocas compañías podían alcanzar e inspiró a otras compañías a modelar sus centros de capacitación igual al de GE.
La han reconocido alrededor del mundo como la universidad de la industria o la fábrica de líderes en reconocimiento por su habilidad de producir líderes excepcionales que se han convertido en directivos de compañías de talla mundial. GE no impartió un entrenamiento tradicional; lo que hizo fue cultivar talentos para sacar el potencial latente en sus empleados.
A pesar de que GE ya contaba con un entrenamiento para sus empleados desde 1920, el entrenamiento corporativo formal no tomo forma hasta que Ralph Cordiner estuvo de CEO. Durante su cargo empezó a reestructurar la compañía descentralizándola y dividiéndola en distintos departamentos. Él sabía que al descentralizarla la compañía iba a ser más maleable en tiempos de rápido crecimiento.
Los nuevos gerentes de los departamentos que surgieron debían de ser entrenados para que fueran capaces de manejar su área de forma exitosa; por lo tanto se creó un centro de entrenamiento para capacitar a los ejecutivos impartidos por universidades y escuelas de negocios.
Los cursos se realizaban por medio de internet ya que de esta manera los empleados no desperdiciaban tiempo fuera del trabajo y la compañía se ahorraba los gastos de transportación y demás.
Un aspecto clave en el gran enfoque de entrenamiento de GE fue la consistencia global que se generó a partir de esta técnica en todos sus negocios, ya que aprovecho la diversidad con la que contaba y se transformó en una organización de aprendizaje en la que los empleados se podían desarrollar constantemente.
Hechos de los diferentes CEOs
Ralph Cordiner * Implementó un sistema de gestión descentralizada que lo llevo a una transferencia de autoridad mediana a cerca de 100 niveles dentro de la organización. * Gastó cerca de 40 mdd en la educación de sus empleados; gestión estratégica, toma de decisiones, etc. Aproximadamente el 10% de los ingresos. * Se preocupó por iniciar una nueva corriente de evaluación de desempeño y un proceso de mejora continua conocido como “Session C” donde evaluaban a los estándares de los empleados. Con una escala del 1 al 6 que iba desde “alto potencial” hasta “insatisfactorio” . * Introdujo un sistema de evaluación de rendimiento a 28 posiciones para estimar el salario de cada empleado, desde los ejecutivos hasta profesionistas. (bandas)
Fred Borsch * Entre sus mayores logros, implemento una red totalmente innovadora de diversificación corporativa. * Superó la tendencia de los directivos de mantener a los talentos dentro de su rango e hizo que el solo el 2% de los empleados le reportaran directamente a él. * Hizo que los lideres de la empresa identificaran todo el talento potencial y el seguimiento de los empleados con alto potencial para asegurarse que fueran expuestos a una gama mas amplia dentro de los negocios de GE.
Reg Jones * El CEO más conservador a lo largo de la historia de GE. * La empresa estaba pasando por un período de expansión muy ambiciosa y debía se controlado por alguien. * Introdujo una estructura mucho mas formal y apegada a los estándares de la planeación estratégica. * Creó una estrategia de 43 unidades de negocio o células. Integro una nueva “capa” organizacional e implementó grupos de trabajo que tuvieran características en común.
Jack Welch * Hizo un recorte de personal de mas de 100,000 trabajadores. * Su principal preocupación fue convertir a GE en la empresa No. 1 o 2 de su sector, sino esta tendía al fracaso y tenia que ser cerrada o vendida. * Colapsó las 28 posiciones de trabajo de Cordiner en tan solo siete bandas. * Invirtió mucho en investigación y desarrollo de gestión estratégica. * Su departamento de RH fue integrado con otros elementos del negocio para seguir en búsqueda constante de personas con “alto potencial”. * Su principal insistencia fue que los ejecutivos vivieran apegados a la cultura organizacional y de acuerdo a los valores de la empresa; siempre teniendo objetivos muy medibles.
Después de un breve período de estancamiento para la empresa. En 1982 GE contrató a Jeff Immelt, de 25 años y graduado del MBA en Harvard. Este joven entro directamente a la empresa debido a sus grandes capacidades y en poco tiempo ya estaba en un puesto directivo reportando directamente para Welch.
Su primera experiencia dentro de la empresa fue en el sector de plásticos donde tuvo asensos muy rápidos. Estuvo siete años y después de un crecimiento importante dentro del área fue uno de los 150 jóvenes del programa de “alto potencial” para ocupar cargos directivos.
Immelt mostró un liderazgo notorio e incurso por muchas áreas de la empresa en las cuales destacó. Después fue llamado para hacer su evaluación Session C en donde recibió una gran retroalimentación de lo que estaba haciendo bien y mal. Tenía que escuchar mas a su equipo de trabajo y encausar todas sus energías para encaminarlos a la búsqueda de resultados. Lo regresaron a trabajar a plásticos y después al sector de medicinas convirtiéndose en uno de los candidatos mas viables en ocupar el puesto de CEO.
En el 2001 ascendió a ocupar el cargo de CEO. Vinieron tiempos muy difíciles para la organización, en su primer año de trabajo la acción de GE cayó mas de 10 dólares. Él estaba consciente que su empresa valía más de $130 mmdd y por consiguiente era una gran responsabilidad.
Vino la tragedia de 9/11 en Nueva York y las acciones de Wall Street se fueron al piso, entre ellas la de GE. El mercado de los aviones, motores y radares, de los que eran potencia se devaluó mucho. También las aseguradoras perdieron mucha credibilidad y el fraude de Enron también afecto a las grandes empresas.
En fin, la recesión económica y los problemas de EUA fueron algunos de los factores que tuvo que enfrentar Immelt estando al mando de GE. Enfocó todas sus fuerzas en un plan de mejora continua enfocado en temas de Recursos Humanos. Aunado a ese enfoque de crecimiento y que dedicó muchas horas de trabajo en asuntos de RH. Declaro cinco iniciativas que deberían ser clave en el desarrollo de GE. Enfatizando en la relación con el cliente y el abrir los canales de comunicación dentro del entorno global (Europa y Asia).
Posibles Resoluciones y Conclusión Jeff Immelt tomó una postura de liderazgo buena. Por un lado la compañía que se desarrollaba en un entorno económico muy difícil y por el otro un desánimo muy fuerte por parte de sus colaboradores y empleados.
Este paralelismo lo llevo a tomar acciones al respecto ya que confiaba plenamente que cuando las cosas volvieran a la normalidad la lealtad de sus clientes y la motivación de los empleados tendrían un desempeño favorable.
Aunque fuera de la empresa crecía la controversia. Immelt pensó que necesitarían, al igual que otras empresas, de una retroalimentación profunda y cierto coaching para perfeccionar sus metas.
Desde nuestro punto de vista la empresa debe seguir con su misma cultura organizacional. Una cultura basada en la meritocracia, el concluir sus metas. El crear oportunidades para todas las personas dentro de la organización que cumplan sus sueños.
Una de las prioridades de la empresa debe de seguir siendo la formación y desarrollo de sus empleados ya que esto es fundamental para que ellos tengan un desempeño óptimo dentro y fuera de la empresa y por consiguiente todo esto se verá reflejado en la producción de la entidad.
Otra parte fundamental en relación a los empleados es la descentralización ya que la opinión de todos es importante y se deben de tomar en cuenta para la toma de decisiones.
El trato de los empleados en una entidad económica se puede llegar a convertir en una ventaja competitiva para la empresa ya que mucha gente querrá trabajar en ella.
GE debe de seguir invirtiendo en la capacitación y en el desarrollo de su capital humano ya que esto ha sido una clave para el crecimiento que ha logrado. Ge debe mantenerse como una empresa que va más allá de ser lucrativa, una empresa que es una comunidad en el que el talento de todos y cada uno de sus integrantes es básico para el desarrollo y crecimiento de la misma.
Agradecimiento
Queremos agradecer de una manera muy especial al Ing. José Andrés Villalpando por sus enseñanzas, por su constante ejemplo y su continua lucha de potencializar el liderazgo de los jóvenes de hoy. Por su capacidad de transmitir conocimientos y mostrarnos una visión mas global y competitiva de lo que es el mundo que nos espera.

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