GE : imagination at work - General Electric

职 业 加 油 站 Career DevelopmentMutually BeneficialMentor/Mentee Relationships— On the GE Mentoring Program“You never stop learning,” as the old saying goes. The Chinese philosopher Confucius once said: "When there arethree people walking, my teacher is bound to be among them." As of the end of 2011, GE’s Career MentoringProgram included 71 mentors and 157 mentees in 17 cities across China – these figures are expected to increaseas the program undergoes expansion throughout 2012. Mentee recruitment will be open to all GE employees andrecruiting candidate mentors will also be extended to all employees above the SPB level.We sat down with Hu I-Pung and Michael Liu, a successful mentor-mentee relationship spanning three years, for aspecial interview. In those three years, they’ve consistently met for monthly face-to-face talks. During the interview,we asked them about their thoughts on the mentoring program and ask for their suggestions.I-Pung’s open-mindedness and positive attitude immediately convinced Michael to select him as his mentor. During the followingthree years, the communication between the two never stopped, and the monthly meetings have become part of their regular routine.Gradually, the topics discussed became increasingly broad, from new developments in their jobs and career challenges, to hobbiesand personal problems. Now, they discuss topics such as culture, current affairs, economic development, and even personal hobbieslike reading.In Michael’s view, the mentoring program has provided a platform for him to carry out in-depth exchanges with an experiencedcolleague, and these exchanges have become part of a regular routine. It has not only helped him make progress in his career, but hasalso allowed him to have a deeper understanding of GE’s corporate culture and inclusive spirit. And perhaps most importantly, he hasfound a close friend. Michael hopes that more GE employees will participate in this mentoring program. Those just getting started inthe program should take a proactive approach to interacting with their mentors which will help them build a solid foundation for theircareers.The mentee-mentor relationship is notnecessarily one of a superior teacher guiding aninferior student. Their differences may only existin the stages of their career and experienceThe usefulness of mentoring and peer tutoringWhen Michael first learned about the mentoring program, he was on the quality teamfor GE China’s Energy division. He had just been granted the annual global quality star award and was also the first to be awarded theQuality Cup that year. As he embarked on an accelerated career path, Michael was desperately in need of guidance from a veteran,who could offer him professional career tips. While discussing his career development with his supervisor, the mentoring program wasbrought to his attention.At the time, he had little knowledge about the specifics of the program. At the recommendation of the Human Resources Department,Michael was put in touch with Hu I-Pung, a senior executive who had transferred to GE China’s Energy and Water Resources division.The pair started by communicating via e-mails. Afterwards, they agreed to schedule monthly meetings. I-Pung told Michael that theirexchanges did not need to be confined to serious business subjects. They could also talk about various challenges, including workrelated and personal issues, or just meet for a friendly chat. Their relationship now is not just a mentor/mentee relationship but morelike friends who meet up and catch up on each other’s lives.As the General Manager of Global Projects Operation, Asia, HuI-Pung has worked at GE for 21 years, holding positions from GEUS, Hong Kong to Harbin and Beijing. His extensive experiencesmake him the ideal candidate for the GE mentoring program.From his own experiences, he has learned that an employee-- whether at a junior or a senior level -- will always encounterchallenges in his or her work and personal life. Reflecting on hisown career path over the years with GE, and all the informalguidance and assistance he has received, I-Pung was more thanhappy to join the program as a mentor.I-Pung has worked with a number of mentees since 2005,allowing him to develop a unique mentoring process. When hefirst met with Michael, the topics they discussed centered on hisjob and various problems encountered at work. When talkingabout the guidance he gave Michael, I-Pung says, “Really, I didn’thelp solve one particular problem. I addressed a range of issues,like how to write an EMS or how to deal with different divisions.That’s about all we discussed and I feel like I’m the one whogained more from those meetings. We also talked a lot about theissues in quality control when I was tasked to form a new qualityteam in 2008, such as the direction for the team building processand which persons I should look for. Indeed, that was a processthat benefitted us both greatly.”When discussing the program and offering his suggestions,I-Pung says, “participating in the program is like joining a clubto make new friends. Both parties involved need to be willing toenter into a relationship of long lasting friendship and regularcommunication. The mentee should not rely too much on thementor, and shouldn’t look to the mentor to solve all his or herproblems. “I think a lot of people still don’t have all the informationon this program, or about the relationship between the mentorand mentee. An open, patient and persistent mindset should bethe foundation of the mentoring program. The mentor is neithera driving force nor a teacher responsible for answering all of thequestions. Knowing his or her mentees, treating them with anopen mind and taking the program seriously is what the mentorneeds to focus on.”29 LIFE at GELIFE at GE 30