G.E. Management Style General Electric

G.E. Management Style General Electric has some of the most unique and most effective human resources (HR) practices of any global organization. Core to these unique processes and their effectiveness is the value of company employees as the most critical asset there is in the organization. While many organizations claim this, GE makes that value a core part of their management strategies and direction. HR is seen as integral to many of the business strategies as a result. One of the most powerful processes in GE is the extensive use of feedback to both evaluate the performance of employees when working in groups, and when working on their own. Every year there are extensive reviews of employee performance, and those highest performing employees are placed into management and leadership development programs, often with the intent of replacing senior executive years in the future. GE has seen much success with this yearly review of performance and the evaluating of which employees will be promoted, sent to management development programs, or given tasks that align with their specific skill sets. The ability to match individual employees' unique strengths with the demands of a specific business strategy is what HR spends the majority of their time working on, based on the feedback obtained from peer-based and superior-based reviews of performance. GE's culture passionately believes that for any business strategy to succeed, there needs to be an accompanying specific set of skills employees have that will make the attainment of the goals achievable. GE sees strategy success at the intersection of a persons' performance and innate talents on the one hand, and the demands of a business strategy on the other. Finally, GE is a culture that thrives and transparency, and the review of employee performance in teams is an integral part of fulfilling that cultural value in the company.