General Electric: Candor in Action
by 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."
[About the Author: Lindsay Edmonds Wickman is an associate editor for Talent Management magazine
by 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."
[About the Author: Lindsay Edmonds Wickman is an associate editor for Talent Management magazine