英文版人力資源管理資料

1、GE Aircraft Engines,The Ohio State UniversityHR Overview,Susan HunsbergerAmy DooleyFebruary 20, 2003,GE Proprietary / Do Not Distribute,Agenda,Welcome and Overview…what we are all about?GE Business ?GE O

2、perating RhythmCultural at GE…h(huán)ow we have evolvedHuman Resources Role…true business partner?Vision?Structure?Core Processes?MetricsPerformance Management…ensuring we get the best

3、 from everyoneSession C…tying it all together,,Aircraft Engines,Appliances,Vendor Financial Services,Industrial Systems,Lighting,Medical Systems,NBC,Plastics,Power Systems,Transportation Systems,,Employers Reinsuranc

4、e,Global Consumer Finance,Commercial Equipment Finance,Financial Assurance,Mortgage Insurance,Equity,Real Estate,Aviation Services,Structured Finance Group,Commercial Finance,General Electric Company,Exchanging an Endles

5、s Stream of New Ideas & Best Practices,20 World-Class Businesses with $130B in Revenues,GE: A Group of Businesses:- Each #1 or #2 in industry- Growing +10% / year- Returning +15% / year,Built on Common Values-

6、 Integrity - Speed - Boundarylessness - Stretch - Diversity - Customer Centricity,,Focused on Four Key Initiatives,Services,Globalization,Six Sigma,e.Business,Provide Total Cust

7、omer Solutions,Build Global Markets, Sources, Intellect,Deliver World- Class Quality,Accelerate GE & Customer Productivity,,,g,General Electric,Embedded Management ProcessesBottoms-Up and Top-DownMinimal Ceremon

8、y/PaperHighly InteractiveBasis for CEO Resource Allocation,Session 1 Strategy,Session 2Operating Plan,Session DCompliance,Session COrganization/Staffing,#sPeopleTechnology,The GE Management System,,BocaReview/The

9、meJanuarySession–EEnvironmentMarchSession–COrganization/StaffingMaySession–IStrategyJuneSession–IIOperating PlanOctoberSession–DCompliance November,GE Proprietary InformationFor GE U

10、se Only,The Rhythm of GE Management,,,,,,,,,,,,,,,,CEO Slates,ExecutiveAssessment,ExecutiveCourses,CEOSession C,Businesses’SessionC,Diversity,,Chief Executive Office (3),,Senior Staff &Business

11、 Leaders (~20),,Officers(~150),SeniorExecutive Band~370,Executive Band~2,500,All Other Exempts~61,000,,Employment Profile,GE Proprietary InformationFor GE Use Only,,How we have evolved…?Values? Workout

12、?Change Acceleration Process (CAP)?Key Leadership Traits,Cultural Change at GE,GE Proprietary InformationFor GE Use Only,Simple Reasoning,Values Drive BehaviorBehaviors Drive Results,GE Values — Reasoning,GE Prop

13、rietary InformationFor GE Use Only,GE Culture…Breeds outstanding leadersGE Values…Building blocks of GE culture,GE Values,GE Proprietary InformationFor GE Use Only,Unyielding IntegrityThirst for ChangeGrowth Dri

14、ven, Globally Oriented Embracing Speed and Excellence Creating MeritocracyEvery Person, Every Idea CountsPassion for our CustomersLiving the Hallmarks of GE LeadershipPassion for Learning and Sharing Ideas Connect

15、ed to the workplace, customers and communitiesAbility to energize and inspire, diverse, global teams,Privileged and Confidential,GE Leadership Values,,,,,Work-Out / Town Meetings:,,,empowerment, bureaucracy busting, ac

16、tion,Productivity / Best Practices:,,,looking outside GE,Process Improvement:,,,continuous improvement, re-engineering,Change Acceleration Process:,,,increase success and accelerate change,Key Strategic Initiatives:,,,QM

17、I*, NPI*, OTR*, SP*, Productivity, Globalization,high,low,Time,Action Work-OutsCustomized Work-Outs,,Making Customers Winners:,,,GE Tool-Kit,,Bullet Train Approach,,Six Sigma Quality,Best Practice Sharing,,E.Business,Wo

18、rk-Out – Stages of GE’s Culture Change,GE Proprietary InformationFor GE Use Only,Establishing a Leadership Culture at GE,Successful Leaders Share the Values and Meet Commitments,,Grow Leaders,,Measure, Reward, Promote P

19、erformance,Move Initiative Leaders into Big Jobs,Stretch Assignments,,,Accountability,De-centralized LeadershipTeam Culture with Accountable Leaders,From Options for 50 to Options for 30,000,Stretch -- A Key Factor in G

20、E’s Success,,,Rationale,Process,,Benefits,Focuses team on the “undoable” Prevents incremental thinking,Reward & recognize those who drive for stretch Don’t punish them for a miss,Results always higher because you a

21、imed higher Exceeds shareholder expectations Grows leaders,,Stretch,Commitment,Measurement,,,,Stretch Drives Creativity and Superior Results,Meets shareholders expectationsDrives revenue/cost alignment,Vs. market &

22、; competitionDrives compensation,Expect More Than Your Team Thinks It Can Deliver!,Human Resources Framework,Vision,CoreProcesses,Metrics,Structure,BusinessStrategy,,,,,,,,,Human Resources Vision,GE – the Most Competi

23、tive and Exciting Enterprise in the WorldHR – Credible, Visible, Value-Added Business Partner,HR Initiatives and Outcomes Closely Linked to Business ScorecardAnticipating Business Needs ... Defining and Creating What

24、Adds Value to Business Performance in Terms of:Individual and Organizational Energy and Capacity (Structure, Leadership, Motivation, Skills Development)Attraction, Deployment and Retention of Best Diverse and Global Ta

25、lent“Boundaryless” Teamwork (Cross-Functional, Cross-Border, Cross-Business Unit) at All Levels of the Organization ... Including Effective Working of External Partnerships (JVs and Alliances)Best HR Talent with World-

26、Class Functional Skills and Business UnderstandingMaking a GE Job the Best Job in Every Community in the World ... “Raising the Bar”,,The Human Resources Mandate . . . Helping the Business Become More Competitive,Outco

27、meAlign HR and Business strategyManage transformation and processesDevelop and implement efficient and contemporary organization structures and HR practicesUnderstand, respond to and advocate employee issues within t

28、he context of the business strategy,,,Business Partner,Change Agent,,Infrastructure Expert,,Employee Champion,Roles,HR Transformation . . . . The Approach,Digitization,Outsourcing,Employee/ManagerSelf-Service,Single dat

29、abase to supportcore HR functionsEnhance quality, speed and valueEnhance productivityImprove process access,Centralize and outsource non-coreHR functionsPayroll administrationBenefits administrationRelocationD

30、isability managementWorkers’ compensation,Employee Access,Manager Access,,,,,Recruiting,Development,TalentAssessment,Motivating andRewarding Talent,Human Resources Framework,Vision,CoreProcesses,Metrics,Structure,Bus

31、inessStrategy,,,,,,,,,,,,,,,,,,,,,Corporate Executive Office,,Plastics,,HR,,Transportation,,HR,,Aircraft Engines,,HR,,Appliances,,HR,,IndusSystems,,HR,,Power Systems,,HR,,NBC,,HR,,Financial Services,,HR,,Medical System

32、s,,HR,,Information Services,,HR,,Lighting,,HR,,HR,HR Structure,Eleven “Independent” Global BusinessesSupported by Direct Reporting Global HR Organizations,Human Resources DevelopmentPaul Lutmer,Finance and LegalHRPet

33、e Dyke,Organization DevelopmentSusan Hunsberger,,Military Engines HR -,,,,,,,,Master Black BeltBrenda Reynolds,,,12/02,-Renee Cutright - HRLP (07/01)-Amy Dooley – HRLP 01/01)- Susan Fitzhenry - HRLP (06/01)

34、-Marty Blied – HRLP (01/02),Andrea Lupu – HRLP (06/01)-Cynthia Osmer - HRLP(07/01) Jennifer Waldo - HRLP(06/01)*Fairfield assignment) Bill Gibbons - HRLP (07/02) Alice Bodonnat (01/03),Compensation, Benefits &

35、amp; HR SystemsDavid Frederick,,- Steven Howery – HRM- Military Projects and IAD.,Aircraft Engine’s HR Structure,HR Structure Aligns with Centralized Business Structure,,,,,,Functional Support,Specialist Support,- Babat

36、u Short - Entry Level Recruiting - Judy Lacey - Evendale Staffing/Nonexempt Salaried Relations-Kathy Ward - Expatriate Admin-Karen Clark - Early Ident /Interns/Co-ops,Recruitment , Placement & EmploymentJennifer

37、 Stites,,,,,,,,,,,,Human Resources Framework,Vision,CoreProcesses,Metrics,Structure,BusinessStrategy,,,,,,,,,Core HR Processes,Talent Development…building for the future?Recruiting Talent?Training Talent

38、?Developing Talent?Motivating and Retaining Talent,Key Leadership Responsibilities:Pick WinnersAllocate ResourcesSet Vision For Organization,HR Professionals Are Key To Making Sure The Business Is Only Pickin

39、g And Promoting The Very Best,,Staffing Will Support The Business By Providing Our Customers With The Tools, Expertise, and Information To Source, Assess, Select and Attract “the best” To Meet Current and Future Huma

40、n Resource Needs,,Our Mission Statement,Staffing Mission,GE Proprietary InformationFor GE Use Only,ApproachType of CandidatesNon-Exempt Staffing Contractors/5-10 years ExperienceEarly Identification Program

41、Pre-Graduates Entry Level Training ProgramsGraduates GPA 3.0+Entry Level Direct HiresGraduates Mid-Career Hires3-7 Years ExperienceLeadership Executive7-10 Years Experience,How GEAE Finds Top Talent,GE Propri

42、etary InformationFor GE Use Only,g,Edison Engineering Development Program (EEDP),FinancialManagementProgram(FMP),Human ResourcesLeadership Program(HRLP),Direct Hire,Information ManagementLeadership Program(IMLP

43、),OperationsManagement Leadership Program (OMLP),Technical Sales Leadership Program (TSLP),,,,,,,,Full-Time Entry Level Paths,GE Proprietary InformationFor GE Use Only,,,,,,,,,,Entry LevelProgram,Multi-Faceted Deve

44、lopment Programs,RotationalAssignments,CareerDevelopmentTools,Sr. LevelVisibility & Exposure,Mentoring,Networking,StructuredPerformanceFeedback,Technical Training,,Expansion of opportunities through a broad

45、range of experiences,Leadership Training,Entry Level Program Experience,GE Proprietary InformationFor GE Use Only,Differentiate GE From theCompetition:GE’s Size/Diversity = UnparalleledOpportunityGE Is a LeaderGE

46、Is an InnovatorGE Is a People Developer,Our “Product” Is a Future ... Not an Entry-level Position,Drive Consistent Image Through People and Campus Media,Recruiting:Building a Powerful Employment Brand,Business-basedtr

47、aining,GE Crotonville,Leadership developmentProject management skillsGeneral business skillsFunctional skillsSix Sigma tools,Leadership developmentAdvanced business skillsTargeted functional skillsGE values

48、 reinforcementBest practice sharing,,Training Talent,GE Proprietary InformationFor GE Use Only,,,Leadership Training & Development,Crotonville’s Mission Is to Create, Identify, and Transfer Organizational Learning

49、 to Enhance GE’s Growth and Competitiveness Worldwide:,Provide Professional Growth and Development for GE EmployeesTransfer Best Practices, Corporate Initiatives, Change Acceleration Concepts and Learning Experiences A

50、cross the BusinessesPartner With the Businesses to Educate, Develop and Build Relationships With Their Customers and External ConstituenciesBroadcast GE’s Culture and Values,GE Proprietary InformationFor GE Use Only

51、,Leadership Development — Crotonville Setting,Core Leadership Development sequence...,Stage IV:ExecutivesStage III:Senior FunctionalProfessionalsStage II:ExperiencedProfessionalsStage I:New Professional

52、Hires,,BusinessLeadership,FunctionalLeadership,Mastery,Competency,GE Proprietary InformationFor GE Use Only,GE Crotonville,Hire Outstanding Talent.Create an Intense Performance Culture.Rigorously Assess Employee

53、Performance and Promotability.Provide Opportunities for People to Excel, to Develop Their Skills, and to Achieve Their Dreams.,GE’s Highest Priority Agenda Item,GE Proprietary InformationFor GE Use Only,Leadership Dev

54、elopment — The Building Blocks,Career success formula…Build solid core of functional expertiseCapitalize on opportunities to apply coreskills in a business contextPerfect leadership skills in a variety offuncti

55、onal/matrix/team environmentsCultivate a broad array of business/functionalsponsorsDevelop multi-cultural sensitivity andcontribution-based experiences“Evolve” into multi-functional businessleadership,Opportu

56、nity tocontributeOpportunity todevelopOpportunity towin,,GE Proprietary InformationFor GE Use Only,Leadership Development,,,,,Key DimensionsEnergy / EdgeInfluenceDeveloping PeoplePresence and ImpactBuildi

57、ng Diverse TeamsStrategic Thinking,Key Dimensions Project ManagementFinancial KnowledgeCustomer/Quality FocusAccountability for ResultsManaging Marketplace,BusinessAcumen,LeadershipSkills,6s,,,Leadership Developm

58、ent Curriculum,Business Cycle Energy / Energize Finance 101 Leading TeamsMarketplace / Customers Project Management Strategy / Vision InfluenceCoaching Career Mgmt. Presence & Impact

59、,GE Proprietary InformationFor GE Use Only,,Developing Future Leaders - Six Sigma,How the “system” works:1.Questions are asked, based on the GE values2.Data are gathered (by mail, computer, phone, or interview

60、) by Human Resources3.Data are collated by category or question and/or category of person giving the feedback4.A consolidated report (numerical scores, graphical representations and/or narrative comments) i

61、s given to the employee5.The identity of the people supplying the inputs is kept confidential,?to reduce reliance on the manager’s lone opinion of an employee’s performance?to gather inputs from all people wh

62、o deal with an employee, both inside and outside the organization?to present this information to the employee in a helpful and non-threatening way?to make employees more aware of how their behavior and value

63、s impact others in the organization,Peers,Subordinates,,,Manager,,Customers,,360° System,,,,,,Employee,PerformanceFeedback,The systems vary in design, but all have the same goals …,Leadership Values Assessment,

64、GE Proprietary InformationFor GE Use Only,360o Feedback,,1.Give key employees critical, visible jobs2.Provide opportunities for visibility to business leaders3.Reward key employees with big salary increases, sp

65、ecialawards and stock options,Motivating and Retaining Talent,GE Proprietary InformationFor GE Use Only,GE Proprietary InformationFor GE Use Only,,Compensation Philosophy,Keep pay and the pay structure competitive wi

66、th the market in order to attractand retain necessary skills and talentMaintain equitable internal pay relationshipsPay for the overall value of individual contributions, with special emphasis on the treatment

67、of those demonstrating sustained superior performanceRecognize employees’ contributions when they function as part of a teamReward people appropriately for taking greater risks, assuming moreresponsibility and ac

68、hieving better resultsEnsure all compensation systems are in compliance with federal, state and local laws,GE Proprietary InformationFor GE Use Only,,Compensation Model,Long Term Incentive Plan,StockOptions,Annual