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    Class Presentation For Fundamentals of Human Resource Management

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    Shivam Khandelwal
    GE faced challenges when Jeff Immelt became CEO in 2001 due to events like 9/11 and Enron scandal. Many highly valued employees were leaving due to a vitality curve approach that disvalued middle employees. GE also needed to increase non-American managers to match its growing international revenues. Immelt had to make decisions to retain employees, diversify markets, and develop talent. Recommendations included expanding training and rewards to more employees, decentralizing overseas markets, and increasing executive pay bands to reward and retain employees.

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    Class Presentation For Fundamentals of Human Resource Management

    Uploaded by

    Shivam Khandelwal
    5 views5 pages
    GE faced challenges when Jeff Immelt became CEO in 2001 due to events like 9/11 and Enron scandal. Many highly valued employees were leaving due to a vitality curve approach that disvalued middle employees. GE also needed to increase non-American managers to match its growing international revenues. Immelt had to make decisions to retain employees, diversify markets, and develop talent. Recommendations included expanding training and rewards to more employees, decentralizing overseas markets, and increasing executive pay bands to reward and retain employees.

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    GE facing problem with talent development

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    GE

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    GE faced challenges when Jeff Immelt became CEO in 2001 due to events like 9/11 and Enron scandal. Many highly valued employees were leaving due to a vitality curve approach that disvalued middle employees. GE also needed to increase non-American managers to match its growing international revenues. Immelt had to make decisions to retain employees, diversify markets, and develop talent. Recommendations included expanding training and rewards to more employees, decentralizing overseas markets, and increasing executive pay bands to reward and retain employees.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    5 views5 pages

    Class Presentation For Fundamentals of Human Resource Management

    Uploaded by

    Shivam Khandelwal
    GE faced challenges when Jeff Immelt became CEO in 2001 due to events like 9/11 and Enron scandal. Many highly valued employees were leaving due to a vitality curve approach that disvalued middle employees. GE also needed to increase non-American managers to match its growing international revenues. Immelt had to make decisions to retain employees, diversify markets, and develop talent. Recommendations included expanding training and rewards to more employees, decentralizing overseas markets, and increasing executive pay bands to reward and retain employees.

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    of 5

    GE’s TALENT MACHINE

    MAKING OF A CEO

    CLASS PRESENTATION FOR FUNDAMENTALS OF HUMAN


    RESOURCE MANAGEMENT
    Situation Analysis
    General Electric (GE), one of the world’s most admired corporations was founded by Thomas Edison in 1878.
    Throughout its history, GE was regarded as a “CEO Factory” which produced a plethora of skilled managers.

    On September 7, 2001, Jeff Emmelt took over as the twelfth CEO of GE succeeding Jack Welch and
    immediately faced a daunting challenge with the events of 9/11 which threw the business world into chaos.
    Enron Scandal along with other unfortunate events tainted the reputation of the company. They were hard hit
    even after their diverse business model.

    Vitality curve approach made the middle 70 percent employees disvalued which led to headhunting by other
    organizations. They were not successfully rewarding their “highly valued” 70% employees.

    GE needs to align the number of non-American officer rank employees with the proportion of revenues that
    they were generating from the overseas but not being the employer of choice internationally was a big hurdle.

    Jeff Emmelt, the CEO had big decisions to make in order to save the organization and take it to the heights
    that his predecessors took it to.
    Problem Statement

    Based on the results of the recent survey within the organisation, Jeff Immelt, has to now take a
    decision, how to address, various issues like diversification of markets, employee retention and
    talent development.
    Problems and Recommendations
    RECRUITING OVERSEAS
    FLEXIBILITY IN VITALITY
    01 MANAGERS
    CURVE 02
    Expanding of the focus in form of Decentralising the overseas market
    trainings and rewards from top 20% of GE as 40% of GE’s revenue comes
    to top 70% employee band to from overseas sales. A shift in the
    improve employee retention in the recruitment strategies that is more
    middle range. This will allow them indigenous to the local market and
    to feel valued. involving development and training
    of the managers from the overseas

    01 02 region as well.

    INCREASE IN EXECUTIVE
    BANDS
    03

    03 Increase the existing 7 level PL


    structure to a more diverse 15 level
    structure. This would be
    psychologically rewarding for the
    employees.
    Thank You!
    Submitted by:  

    Akshita Jain (H19065) Shubham Agrawal (H190109)

    Yash Murarka (H19120) Sajal Saxena (H19102)

    K Vivek Varkey (H19084)

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