Development Needed - Great Place to Work

Come le aziende migliori
possono gestire i talenti
Il caso General Electric
Forum della meritocrazia Milano, 10 Novembre 2014
Silvia Stefini GE Power & Water
Imagination at work
GE business units
Energy Management
Healthcare
5% / $7.6 B
12% / $18.2 B
Capital
30% / $44.1 B
Appliances &
Lighting
5% / $8.3 B
Oil & Gas
Aviation
12% / $17.0 B
15% / $21.9 B
Power & Water
17% / $24.7 B
Transportation
4% / $5.9 B
~$146 Billion
Revenue in 2013
~$10 Billion
Revenue in Italy
(70% export)
About 307,000
employees in 170
global locations
11,600 in Italy
2
GE Works
GE works on things that matter. The best people
and the best technologies taking on the toughest
challenges. Finding solutions in energy, health
and home, transportation and finance.
Building, powering, moving and curing the world.
Not just imagining. Doing. GE Works.
ENERGY
MANAGEMENT
OIL &
GAS
POWER &
WATER
HEALTHCARE
AVIATION TRANSPORTATION
CAPITAL
APPLIANCES
& LIGHTING
3
A Great Team
Our culture is about providing everyone who works at GE with opportunities to
exercise their responsibility, integrity, and creativity while growing themselves,
their careers, and our business.
41,000
PEOPLE
HIRED IN 2013
$1B
INVESTED
IN LEARNING
PER YEAR
97%
SENIOR LEVEL
RETENTION
ACROSS GE
15%
MORE LEADERS
OUTSIDE THE U.S.
IN THE LAST 5 YEARS
GE’s global leadership institute
in Crotonville, N.Y. The Crotonville
campus hosts thousands of GE
employees and customers each
year. Thousands more attend
Crotonville leadership courses
around the world.
4
Performance
Management Cycle
Leaders connect people with the
processes that keep us all rising
together.
We set clear goals and define how we want them to be accomplished.
We’re committed to developing leaders across the organization.
Our processes help drive results and build on experience.
Performance management objectives
Goal Alignment
Align individual goals with organizational and business
plans to prioritize activities
Accountability
Establish employee and manager accountability for meeting
commitments and achieving results. It is the opportunity to
recognize success and acknowledge difficulties
Differentiation
Differentiate … based on performance and growth values
Development
Coaching
Build the skill level and competencies of employees to
meet the demands of the business
Provide timely coaching and specific, actionable feedback
Performance management cycle
3
Employee
Self Assessment
Manager Assessment
December
Performance Ratings
January
Oct/ November
One-over-One Reviews
Organization
Reviews
Follow ups
Goals & Objectives
September
Year Round
Process
Feb/March
1
Performance
Discussions
Organization reviews in
businesses / functions
August
April/May
June/July
Mid-year reviews
2
Organization Reviews
with Corporate
Our rhythm seamlessly integrates strategy,
operations and people
Blueprint
Reviews
Quarterly
Updates
Session C
Organization Review
Continuously driving and measuring our performance
Session C helps us put the right people in
the right places to meet our goals.
The process includes:
EMS (employee assessment)
9 Block (performance rating)
Succession Planning/Best Bets
Development Plan
Session C helps us develop our
leaders and track the effectiveness
of the entire organization.
Employee
Differentiation
The Employee Management System
tracks goals and measures performance.
It includes tools to gauge:
Accomplishments
Strengths
Development Needs
Current
Assignment
Performance
Growth
Values
Rating
Summary
Career &
Development
Approve
Appraisal
Career Interests
Development Plan
EMS is a chance for all leaders to
assess and develop their strengths
and plan the future of their career.
Employee ratings
The What…
The How…
Performance
Growth Values
 What you do … in comparison to
goals and objectives
 How you do it
 Objective measures should be used
where available
 Observable results over the past
year
Performance Rating
Scale
1 – Exceeds Expectations
 Assess each Growth Value before
determining the overall values rating
 Behavioral anchors define
expectations at different career
bands
Values Rating Scale
1 – Exceeds Expectations
2 – Consistently Meets
Expectations
2 – Consistently Meets
Expectations
3 – Development Needed
3 – Development Needed
Performance rating scale – The What
Development Needed
Consistently Meets
Expectations
Exceeds Expectations
• Not always able to perform and
contribute at a level that keeps pace
with changing expectations.
• Consistently performing and
contributing at a level that keeps pace
with changing expectations.
• Consistently performing and
contributing at a level that outpaces
changing expectations.
• Falls behind in meeting dynamic
goals.
• Continually meets dynamic goals.
• Continually exceeds challenging
and dynamic goals.
• Doesn’t deliver more, higher quality,
faster, cheaper, greater customer
impact or requires specific direction to
do so.
• Generally delivers more, higher quality,
faster, cheaper, greater customer
impact.
• Delivers more, higher quality, faster,
cost effective, greater customer
impact.
• Waits to be redirected when faced
with new challenges.
• Reacts quickly to new challenges and
resolves issues in a timely fashion.
• Anticipates new challenges and
develops creative solutions to
address them.
• Improvement in quality, timeliness or
scope needed.
• Consistently meets commitments.
• Thinks beyond immediate job for the
good of the component.
• Does not expand personal capabilities
sufficiently to meet changing business
requirements.
• Continually expands personal
capabilities and demonstrates
willingness to take on greater
responsibility.
• Continually expands personal
capabilities and independently takes
on greater responsibility.
• Often reacts to rather than anticipates
problems/opportunities and requires
more than normal direction and followup.
Growth Values – The How
External focus
• Connects effectively with a broad
group of stakeholders
• In tune with outside customers and
environment, sees around corners
• Educated on global issues, curious
about the world
Clear thinker
Inclusiveness
• Embraces ambiguity and uncertainty,
is adaptive
• Connects strategy to purpose and
communicates in a way that inspires
• Decisive, uses knowledge,
experience, network, instinct
Imagination & courage
• Generates innovative ideas and makes
it happen
• Encourages risk taking and learns from
success/failure
• Challenges bureaucracy and non valueadd work, drives speed and simplicity
• Welcomes opposing thoughts
and ideas, listens and is humble
• Works collaboratively, respects
individuals and cultures
• Drives engagement and
commitment
Expertise
• Domain depth, credibility built from
experience and results
• Continuously develops self and
passionate about developing others
• Leverages technology to win
Always with unyielding integrity.
Performance
9 Block helps ensure differentiation and
talent development within GE.
Dev.
Needed
Excellent
Role Model
CONSISTENT
LY
MEETS
EXPECTATIO
NS
Dev.
Needed
Strong
Contributor
Excellent
DEVELOPMEN
T
NEEDED
Unsatisfactory
Development Needed
EXCEEDS
EXPECTATIO
NS
DEVELOPMENT
NEEDED
CONSISTENTLY MEETS
EXPECTATIONS
Values
Development
Needed
EXCEEDS
EXPECTATIONS
the basis for Succession Planning.. Best Bets... Development P
Adapting the culture
New values in 2015
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Clear evaluation criteria
by seniority
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A successful model
At GE, leaders inspire others to be
their best.
This is the foundation of our commitment to
leadership development. We invest so much in our
leaders because they make the people around them
better.
And together,
GE is consistently ranked as one of the
world’s leading corporations
BRANDZ
Most Valuable
Global Brands
FAST
COMPANY
World’s Most
Innovative
Companies
WORKING
MOTHER
Best Companies
for Working
Mothers
ETHISPHERE
BARRON’S
FORTUNE
World’s Most
Ethical
Companies
2103 Most
Respected
Companies
World’s Most
Admired
Companies
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