Ge Talent Machine

1947 Words8 Pages
ORIENTATION CASE GE’S TALENT MACHINE
DESCRIPTION GE believes its ability to develop management talent is a core competency that represents a source of sustainable competitive advantage. This case traces the development of GE 's rich system of human resource policies and practices under five CEOs in the post-war era, showing how the development of talent is embedded into the company 's ongoing management responsibilities. It describes the development of a 25-year-old MBA named Jeff Immelt, who 18 years later is named as CEO of GE, arguably the biggest and most complex corporate leadership job in the world and how he frames his priorities for GE and implements them, pulling hard on the sophisticated human resource levers his predecessors
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He was a 25-year old Harvard MBA who impressed the GE Harvard MBA recruiting executive so much that Immelt didn’t even need to go through the normal process of going through the corporate referral center. The recruiting executive recommended Immelt to senior management and suggested that Jack Welch get involved to make sure Immelt didn’t take a job somewhere else. Within 30 days of his hiring, Immelt was part of a team presenting to Welch. The Plastics Experience: Building Skills Immelt started out as a regional sales manager for GE Plastics with 15 people reporting directly to him. Over the next seven years, Immelt held positions as product manager, sales manager and global marketing manager. He was one of 150 other young “high potentials” being tracked for positions at the highest levels of the company. In 1987, Immelt was selected to attend the Executive Development Course at Crotonville. This course was important for Immelt’s possible selection as a company officer and provided him excellent networking opportunities with other high potential managers. 3|GE’s Talent Machine

The Appliances Challenge: The Turnaround Test In 1989, Immelt was moved to the Appliances service business. He was placed in the Appliances business to figure out what to do with over one million defective refrigerators that had been sold by GE. Immelt knew this
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