Human Resource Management–Staffing case analysis

Human Resource Management–Staffing case analysis

This is Human Resource Management–Staffing case.

Please read the case and answer 2 questions.

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Use the files I uploaded (see the ppt below) for the references.

Original work, no copy!!

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Read the case and answer two questions:

 General Electric (GE) is widely recognized and respected for its leadership talent and its succession management system. One of the best examples of succession management is how GEs former CEO, Jack Welch, shaped and elevated the companys philosophy, practice, and reputation for developing leaders. In a 1991 speech, Welch stated, “From now on, choosing my successor is the most important decision Ill make.” GEs commitment to developing leaders from within has yielded positive results for both the companys employees and for GE. In fact, the program has been so successful that its been widely emulated by other global organizations.

Measuring and developing talent lies at the forefront of GEs business strategy discussions. GEs operating system, referred to as its “learning culture in action,” entails year-round learning sessions in which leaders from GE and outside companies share best practices with one another and generate ideas for new practices. Harry Elsinga, manager of executive development at GE, notes, “We really have a tight organization around how we combine our leadership meetings and how we approach our business. We have a constant cycle going on throughout the year where we talk about business and people at the same time. How do we develop talent in those businesses, how do we make sure that we have the right people to open a particular plant or to do an acquisition, etc.? Those discussions always go hand in hand. And its not a one-time kind of conversation; this is a constant, ongoing process.”

GEs succession management system is fairly simple. GE managers and executives are moved from job to job every two to three years, and each job change or promotion is a well-thought-out process that provides managers with much-needed experience and exposure to certain elements of the business. This has allowed GE to build a management team that is very knowledgeable and experienced.

Questions

    1      Do you think that GEs approach to succession management would work for all organizations? Why or why not?

    2      What are some possible disadvantages of moving people to new jobs every two to three years?

Answer Preview
Yes, the approach adopted by GE’s to succession management would work for all organization. Succession management is a process that makes sure that there are no major challenges happening when a position needs to be filled. It provides for a smooth transition and guarantees…
(467 Words)
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