GE's Talent Tool Kit
From the 100-year-old Corporate Audit Staff for finance types to a new Corporate Leadership Staff that aims to get people ready to run a big business by age 30, multiyear training programs annually rotate almost 3,000 enrollees to keep the pipeline full.
Launched in the 1950s, the intense appraisal process rolls through the company over a period of months. Immelt personally reviews the top 625 over 10 days. Until 2008, only the top and bottom tier knew where they stood. Now everyone does.
Being tapped to spend weeks in training at the leafy corporate campus is a sure sign you're viewed as a potential leader. While there's more team-based training and cultural trips these days, the effort to gather people in a central spot remains strong.
The annual leadership meeting of GE's top 625 officers. The mission: Share your best ideas, network, and understand the company's strategy for the next 12 months.
THE NEXT BIG THING
From Six Sigma and Work-Out under Welch to Innovation and Growth Traits under Immelt, the company tries to focus GE staffers on central themes or initiativesthat get reviewed about every five years.
THE BOSS'S TOUCH
Immelt is holding monthly leadership dinners and biweekly one-on-one sessions to drive new ideas and strengthen his connections with his top team.