TM - June 2008 - (Page 29) General Electric: Candor in Action Lindsay Edmonds Wickman Candor means nothing without action. That’s why General Electric surveys its employees, analyzes survey data, has conversations around the results and ultimately brings about change for the better. “If you ask employees for their input and they take the time to respond, you better do something with the data,” said Susan Hunsberger, GE’s Aviation Engineering human resources leader. “If you’re not going to make a commitment to make changes, then you really shouldn’t ask for their input to start with.” In line with this philosophy, Aviation Engineering ensures it makes changes based on the data collected through the General Electric Opinion Survey (GEOS). Based on results from the 2006 GEOS, Aviation Engineering highlighted three areas for improvement: the need for a better explanation of employee compensation and benefits packages, better understanding of performance management and improved employee-manager relationships. With results from the GEOS data, Aviation Engineering followed up with some distinct changes. On the compensation side, the organization looked at market survey data to compare salaries and found that, in some instances, engineers were not being paid as competitively as they should be. Adjustments were then made. “India, Mexico and Poland are very hot markets right now for engineers, so [we took] a look at the markets in which we operate, what competitors are there, what other industry is in those locations looking for technical talent and [made] sure we had a good plan around salaries,” Hunsberger said. “Some of [that was] prompted by what we learned from this survey.” In terms of performance management and the talent development process, Aviation Engineering created more communication around the process, as well as tools to explain the company’s performance management strategy. As far as employee-manager relations, managers created communication or engagement plans for the year, detailing how they would strengthen their relationships. The HR team also developed a learning module to provide tips on how to improve contact with direct reports. With each survey, Aviation Engineering’s 17 different divisions also highlight three areas of improvement, and as a result, change trickles throughout the organization. While the department is analyzing the overall results, the People Plan Team — composed of representatives from the organization’s 17 divisions — analyzes, summarizes and presents the data to its respective employee populations. Then the People Plan Team leaders choose three areas to improve that are specific to their divisions. “After that part of the process, [the People Plan leaders] take it the next step and do action planning around those areas that scored the lowest, and the employee is very involved in that, which is part of the richness of the process,” Hunsberger said. Because of this cycle, GE’s culture of candor is working. “When everybody feels that they count, they want to give 110 percent every day,” she explained. “If they want to give 110 percent, they’re going to want to stay, and that’s really what it’s all about for us: attracting the best, developing the best and keeping the best employed. When you have a candid culture and people get to participate in that culture in shaping it, addressing problem areas and leveraging areas of strength, you’ve got a winning formula.” talent management magazine www.talentmgt.com 29 http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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