Ge’s Talent Machine: the Making of a Ceo

GE’s Talent Machine: The Making of a CEO General Electric (GE) is a true global company with attendance in more than 100 countries. Clearly, with a workforce of more than 320’000 employees, GE also has to have proper human resources processes established. Its energetic Business Operation Model and sophisticated and evolved human resources strategy are results of the steady growth over more than 130 years of corporate history. Since its incorporation in 1878, many CEOs have shaped the company’s products, people and processes, few very intensive and a bit less (GE, 2011). GE has been able to create a surplus while most companies have difficulty producing sufficient quality candidates for top management succession. Producing sufficient quality top management is very difficult for most companies, GE was producing managers not only for own, but enough quantity to meet the need of industry. The philosophy that GE had adopted included some techniques, policies, and practices which allow GE to fill vacant top positions. These techniques were continuous improvement, focus strategy, emerging culture, company strategy, and meritocracy (Bartlett, 2003). As for continuous improvement, management development process of GE was very successful in which employees are developed step by step. As a focus strategy and to fill vacant top positions, GE was focusing on internal foundation. For company strategy, the company was trying not only to gain objectives but also to unite the new employees with the existing culture followed at GE. And lastly for meritocracy, GE employee’s performance was measured by quantitative and qualitatively and the basis of this evaluation, the employees were promoted. GE’s policies and practices were so good that it was producing the surplus managers. Values, culture, training programs, and performance assessment measures are factors that help GE in revealing and polishing the talent of every employee (Bartlett, 2003). Overall policies and

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