GE : imagination at work - General Electric

职 业 加 油 站 Career DevelopmentECLP. We also try to implement policies by launching variouscommercial curriculums to enhance the professional abilities ofcommercial employees.• Strengthening Loyalty and Building an EfficientHR Team“Devotion” means building a united team for local commercialdepartments, and creating company loyalty and satisfactionbetween employees and the company. We have also launched a• Sales Career PathThe Sales Career Path aims to help managers lead employees indeveloping their career paths to help them reach their full potential.The Sales Career Path emphasizes four things:• Employees should take the reins of their own careerdevelopment, initiating their inspirations when it comes to work.• Different career paths lead to success. For example, both being aleader of a sales team and a sales star are success.• Improving professional abilities and leadership skills are thekeys to success, which are even more important than careeradvancement.number of meaningful activities, such as conducting interviewswith some of our top employees and learning what they thinkcan be improved at GE. We then sent feedback to the applicabledepartments for future decisions on personnel management.Apart from having an excellent commercial team, it is importantto build an outstanding commercial HR team. To do this weestablished a Commercial HR Council in 2011, bringing HRmanagers from different areas and departments together everythree months to share their experiences and other best-practices.New Programs in 2011 from the GE Commercial HR Department• Being a professional. Employees should learn more aboutproduction knowledge and accumulate practical management skills.We implemented some activities to display these four tips moreeffectively. First, we launched several specific curriculums formanagers to teach them the tools of various career paths so theyin turn can relay this information to their employees. Second, weinterviewed sale leaders and talents to share their career storieswith other salespeople. In 2012, we will facilitate communicationsamong employees by holding Group Career Coaching. Weencourage employees to participate in this program.• Talent Development EffortsAs GE’s business develops in second- and third-tier cities,salespeople will be required to be more professional and capablein answering the call for working in the modern world. As humanresources become scarce, it’s increasingly difficult for commercialleaders from the business units to expand their businesses. Butfrom a local sales staff’s perspectives, the company shouldprovide more training and opportunities. To balance resources,we set up a project specifically aimed at offering a series oftraining courses for leaders in second- and third-tier cities. Tomake sure the training sessions cater to leaders’ needs, weconducted interviews with local leaders and top employees tolearn about their actual needs in improving the sales department.After preparing for ten months, the project was approved in Apriland launched in May 2011. The whole training mechanism wasdivided into three stages: the first stage promoted knowledge ofthe company culture and professionalism among the entire localsales staff; then we set up four workshops to discuss and analyzethe problems facing business development, including topics onhow to seize sales opportunities and formulate new businessstrategies; and during the third and final stage we invited localsales leaders to hold regular seminars on the difficulties they faceand the support required to overcome challenges in the workplace.This will allow them to learn the business trends of other units.Employees in second- and third-tier cities have welcomed the Greater China, attended the opening ceremony for the 2012project since its launch. Diao Ming, the leader of GEIP Southwest commercial learning forum and we plan to invite more GE leadersregion, noticed that the project improved the overall quality of and industry experts to the forum this year.the local employees and leaders, allowing the employees to feellike they were part of the GE family; the regular seminars also • ECLP Rethinkstrengthened the relationships between each team, allowingThe Experienced Commercial Leadership Program (ECLP) aims tothem to develop business practices more effectively. Fan Lei,train sales staff with better marketing knowledge and leadershipSales Manager of the GE Healthcare Northwest region, saidabilities, developing a stronger GE commercial team and a topnotchleadership team. To enhance ECLP’s overall quality andhe has benefited from the seminars. From discussions amongdifferent business leaders and on various working procedures, hefoster more commercial talents, we launched ECLP Rethink at thehas been able to learn about the trends of other units and formend of 2010 to add new, updated content to ECLP.helpful networks with those units.In 2011, we focused on ECLP management and tried to• GE China Commercial Learning Forumoptimize job rotations and position arrangement systems toIn order to help GE China’s commercial talents improve their streamline certain business practices in China. At the same time,methods and share best-practices, GE launched a commercial we launched a global MBA internship program to attract andlearning forum in March 2011. The monthly forum aims to help cultivate a broader talent pool. We also wanted to strengthenentire commercial teams become familiar with the latest trends the project management of ECLP, so we appointed a Marketingand actions at GE China and the most up-to-date business Director as the manager for the ECLP leadership project.development processes. It also allows them to explore moreopportunities to cooperate with other units, and hear opinions Our goal for 2012 is to recruit more international commercialfrom outside experts.talents, and continue to develop and retain employees. Atthe same time, we want to continue focusing on graduatesIn the past year, we have invited more than ten leaders tofrom ECLP, offering them professional guidance and arrangingshare their career stories and experiences with our employees. reunion activities to strengthen their professional development,In February 2012, Mark Hutchinson, President and CEO of GE leadership and business skills.Through these themes – the GE Commercial HR Department will continue to be able to make decisions based on the actualneeds of employees. The new 2011 programs contributed to fostering regional talents and ECLP students while embodyingthe GE spirit of valuing talent and respecting employees. The GE Commercial HR Department will launch more programs andactivities to strengthen the relationships between different GE HR Departments while striving to build a united team to propelGE into another successful year.35 LIFE at GELIFE at GE 36