What Are The Strengths And Weaknesses Of The Ge's Recruitment And Selection Process?

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

For this paper, I will specifically speak to the undergraduate recruitment and selection process at Liberty Mutual. It starts with HR Generalists working with the business to determine need, budget, job description, and specifications. Business provides information for HR to create the job profile in the company portal. Competencies are determined based on examination of previous employees’ performance in the same role. Typically, the key attributes possessed by all successful candidates make their way onto the job positing. In order to attract qualified candidates, recruiters attend information sessions, career fairs, and other networking events in partnership with colleges. Liberty also values internal employee referrals.

1.What philosophy, policies, and practices have made GE a “CEO factory” as Fortune called it? General Electric (GE) has traditionally had a hands-on approach to talent management. There is a high degree of involvement of the top management in its people policies. There is a top-down approach to human resource policy. Also, GE recognized the need to be a strategy focused organization early on. The people policy of GE and its HR systems show a high degree of alignment to its strategy implementation. The emphasis on management talent development by four successive

Training and professional development are key to the maintenance of any company’s growth and culture. Leaders of any strong company should realize that improving skill set, increasing knowledge, and employees’ job satisfaction are important to the positive growth of the company. Providing training and development provides opportunities for workers to gain managerial skills and gain managerial skills and gain upward mobility in the company.

GE’s strategy in the period when Jack Welch was the CEO (1981-2001) was mainly focused on performance and efficiency. The improvements of these factors had been achieved through organizational restructuring, elimination of several layers of management and a large number of jobs. Moreover, a major restructure of GE’s business portfolio was undertaken, focusing on sectors with promising growth potential. This led to divestments, series of acquisitions and the emphasizing of GE’s technology business especially in the power segment and finance division. A big part of the strategy planning involved the annual budget, the development of initiatives focused on improving performance and speed, and enhancing the competitiveness among

They can well support GE’s development at every specific period. After Welch took the lead, his mission priority was to restructure GE, and he needed to push many radical ideas through the whole company. If the whole structure was still as bureaucratic as before, he cannot move one step. So Welch began to slim the whole organization and finally eliminated sector level. With the new structure, the whole company can move lightly and easily.

The key aspects discussed in this paper will center around recruiting strategies. Recruitment can be seen as the process of seeking personnel with a certain set of skills or knowledge to perform a fill in a particular job vacancy (Bethel, 2011). In a time when the emphasis of most organizations has been on efficiently and successfully running an organization, selecting the right person for the job is a top priority. Individuals that is chosen from recruitment ends up being a direct reflection of said organization.

a) Describe the new culture of Henkel, in terms of its artifacts as well as content. Critically compare Henkel’s culture before 2008 and after Kasper Rorsted’s arrival. Which key Differences can you identify? How can the new culture drive forward the new strategic objectives?

In this case GE in the Jack Welch Era able to meet its primary economic responsibility to the society, as an evidence, GE able to generated high profit, Welch has managed to achieve the main goal for organizations which is profit

Training and development are two very important components of human resources within an organization. The main objection of human resources training and development is to ensure that there is an availability of skilled and trained workers for an organization. An organization’s strategies for training and development can have an effect on the organization’s performance. Training and development helps to make sure that workers have the knowledge and skills to perform their jobs to the best of their ability. When employees are happy, trained, and motivated they can provide quality service or quality products for their organization.

In this project I am going to look at importance of training and development in organizations. Firstly, different company attitudes to training and development and cost and benefits associated with it are going to be discussed.

Learning and development (L&D) is an important element of human resource management. This is because it relates to the organizational activity and strategy aimed at improving the performance of individuals as well as groups within the organizational setting (Harrison,2005).The concept of training and development is made up of three main activities: employee training, employee education as well as employee development. The three activities even though are separate, are inevitably interrelated. The training element is an activity which is focussed on as well as evaluated against the job descriptions of a given individual (Montana & Charnov,2000).The education element is mainly concerned with the jobs that a given individual may hold in the future and is

OBJECTIVE: The main objective was to study the recruitment procedure and know the various sources of recruitment used. The objective was also to study the selection process and to learn the selection methods adopted.

Section F posits five questions which examine effect of training and development on employee’s productivity.

To remain competitive and seeking for competitive advantages, the organisation must ensure that their employees continuously learn and develops. Training and development intervention only can bring organisations to adopt, compete, challenge the business environment, demands of the customers and achieve the organisational goals. Training and development programs determine the organisation as well as employee’s development, growth, success and survival. So it is believed that organisation should give utmost importance to training and development programmes in the organisation. Thus role of training and development becomes imperative for success and survival of the organisation.