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UNIVERSITY COLLEGE DUBLIN BSc in Human Resource Management SURNAME INITIALS Abeyaratne W M M P B Arambewela V C J Chandrasena A M J B Jayasinghe H W S R Perera D L R J Shathwikka S Wijewardane U P GROUP MEMBERS

Training & Development : The GE way - Case Study

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Page 1: Training & Development : The GE way - Case Study

UNIVERSITY COLLEGE DUBLINBSc in Human Resource Management

SURNAME INITIALS

Abeyaratne W M M P BArambewela V C JChandrasena A M J BJayasinghe H W S RPerera D L R JShathwikka SWijewardane U P

GROUP MEMBERS

Page 2: Training & Development : The GE way - Case Study

TRAINING AND DEVELOPMENT : THE GE WAYCASE STUDY ON HUMAN RESOURCE DEVELOPEMENT

Page 3: Training & Development : The GE way - Case Study

GREAT PEOPLE BUILD GREAT COMPANIES

FOUND IN 1876

Operations in 160 countries including Sri Lanka.11 various businesses

with more than 307,000 employees

First company that invest 1 Billion USDfor in house training

Page 4: Training & Development : The GE way - Case Study

Management Development CentreFirst company to build a cooperate universityConduct three types of courses.• Executive Development• Business Management•Management development

Which are highly useful to develop employeeskills knowledge and attitudes

Page 5: Training & Development : The GE way - Case Study

FORMAL / INFORMAL LEADERSHIOP DEVELOPMENT

Formaldelivered by experience trainers in a systematic intentional way within a school, academy, college, institute or university. Formal learning consist of a curriculum which is highly structured with topics/sessions.

InformalInformal learning, which

typically takes placenaturally as part of some

other activity

Page 6: Training & Development : The GE way - Case Study

GE APPROACH TO LEADERSHIOP DEVELOPMENT

Formal InformalClassroom based: Executive, Business, and Management Development programs

On-the-Job Training – “Work-Out Program” taking out “Fat” from system

Classroom/Lab: Financial Management Program (Finance)

Action-Learning - Taking Consultant Role

E-Learning based programs Job-rotational ProgramCoaching and Mentoring

Page 7: Training & Development : The GE way - Case Study

EFFECTIVENESS OF FORMAL LERNING

Formal EffectivenessClassroom based: Executive, Business, and Management Development programs

Since large groups are trained (200) effectiveness is more of a average

Classroom/Lab: Financial Management Program (Finance)

This is more effective since participants can see the immediate application of the learned subject

E-Learning based programs More cost effective as well as participants gets the freedom to learn at their own phase. But lacks the value addition from a trainer.

Page 8: Training & Development : The GE way - Case Study

EFFECTIVENESS OF INFORMAL LERNING

Informal EffectivenessOn-the-Job Training – “Work-Out Program” taking out “Fat” from system

Highly Effective, employee learn on the job and see the results

Action-Learning - Taking Consultant Role

Conceptual thinking to more execution level knowledge can be gained thought this approach.

Job-rotational Program Takes some time to ramp-up but very practical learning approach to expanding employee abilities.

Page 9: Training & Development : The GE way - Case Study

TANGIBLE & INTANGIBLE COSTSTANGIBLE INTANGIBLE

Tangible costs are physical and quantifiable costs of running a business. This costs normally include things a business can buy directly for specific costs, such as, labor, materials, buildings, salary & wages, leases, operational inputs, employee medical benefits, transportation and commercial

Intangible costs are nonphysical one and harder to measure. But however it could be real and important to business success/ failure.

Page 10: Training & Development : The GE way - Case Study

• GE spent $1 billion for in-house training program for every year.• They spend $ 38 million annually for outside degree programs.• $46 million for build a residential building.• They train every manager for six sigma (quality management

program).invest $200 million. • Black belts, green belt & master black belt courses. ( invest $250

million)• $80 million spent to build an art training centre.

TANGIBLE COST AT GE

Page 11: Training & Development : The GE way - Case Study

• Productivity loss of $47 an hour ( course conducted in 3 days)• Online course (time)

INTANGIBLE COST AT GE

Page 12: Training & Development : The GE way - Case Study

WHAT GE ACHIEVED THROUGH HRD

Earnings

Organizational Benefits Individual Benefits

Page 13: Training & Development : The GE way - Case Study

Organizational BenefitsEmployer Brand

Higher Rate Of Productivity

Effective & Efficient Leadership

Decrease In Wastage &

Supervision

Employee motivation

Individuals BenefitsCareer Advancement

Variation Of Skills & Knowledge

Learning Culture

Job Security

Confidence To Face Challenge

Page 14: Training & Development : The GE way - Case Study

Organizational & Individual Benefits

COMPETITIVE ADVANTAGE

Page 15: Training & Development : The GE way - Case Study

CONCLUSION

Formal Leadership vs Informal Leadership ?

Benefits of Leadership development.Improve Business growthImproved employee retentionImproved bottom line performanceInstant problem solving abilityGreater market value over time.Improved business sustainability

Page 16: Training & Development : The GE way - Case Study

THANK YOU