Self Efficacy and Achievement Motivation as Correlates of Job Performance amo...
Ghr 1
1. 1 /
GE / April 26, 2013
Adapting global HRpractices to
Indian Culture
GE John F Welch Technology Centre
Bangalore
2. 2 /
GE / April 26, 2013
What we will cover
GE JFWTC: Who we are
The how and what of localizing HRpractices
Building a strong “local” culture
Performance Management…building
successful teams
Growth and Globalization
Q&A
3. 3 /
GE / April 26, 2013
Infrastructure
Transportation
Energy
Aviation
Oil & Gas
Water& Process Technology
Industrial
Plastics
Consumer& Industrial
Global Research
Research & Development
Intellectual Property
Healthcare
Global Technology Organization, India
JFWTC……a mini GE
4. 4 /
GE / April 26, 2013
JFWTC: Growth / Globalization Road
Accomplishments
1 9 9 9 20 0 1 20 0 3 20 0 5 … . 20 0 7
Timeline
• Talent Acquisition
• Organisation Building
• Alignment with Global Tech Teams
• Credibility with customers
• Innovation Spirit established..…
• Credible Technical Depth: internally &
externally
• Leadership Development
• Established CoEs’
• Focused employee engagement initiatives
• Strengthen experimentation
capabilities
• AT/CEO program participation / lead
• Engaging for Long term careers
- Establishing culture
- Performing teams
- Global Credibility
5. 5 /
GE / April 26, 2013
BuildingaStrong“Local” Culture
6. 6 /
GE / April 26, 2013
Building a Culture…acting locally
An exciting place to work in
A Technology destination
A good and a great company
8. 8 /
GE / April 26, 2013
“20-70-10”… Employee Differentiation
Understanding the process
- Meritocracy
- Global and for all
- Does not mean “fired”
- Ranges (today…earlier it was a metric)
- Developmental…”strengthen” rather than critique
- Managers training and coaching …employee
feedback
10. 10 /
GE / April 26, 2013
Enablers for Globalizing
• Commitment through Investment
• Top management commitment; buy in from key business
organizations.
• Quality of work is critical
• Clear positioning as a research and engineering organization
• Invest in the talent base in India. Coach, motivate and groom.
• Recruit sound leadership to begin with; including support functions
• Focus on hiring standards/strategy
• Clearly articulate & communicate the success factors: manage
expectations!!
Global teaming is not intuitive …!!
11. 11 /
GE / April 26, 2013
Organization Climate survey scores
• Improvement in scores in 14 out of
15 categories
• Substantial improvement in 10
categories
• Increase in scores for all focus
areas identified : Opportunities in
GE/ Perf practices/ Immediate
Manager/ C&B
JFWTC
2006
JFWTC
2005
Increase
over 2005
GEValues and Culture 86% 83% 3%
Flexibility 86% 82% 4%
Customer/Quality
Orientation 85% 83% 2%
Team Effectiveness 84% 79% 5%
Strategy for Growth 82% 74% 8%
Challenging Job 81% 71% 10%
Openness to New
Ideas 81% 76% 5%
Tools and Resources 81% 77% 4%
Employer of Choice 80% 75% 5%
Engagement Index 79% 73% 6%
Business Innovation 73% 73% 0%
Opportunities in GE 68% 63% 5%
Performance Practices 67% 60% 7%
Immediate Manager 67% 62% 5%
C&B 64% 54% 10%
14. 14 /
GE / April 26, 2013
State-of-the-art Facility
Amphitheatre & Cafeteria Gymnasium
US$120 Million Investment; spread across 50 acres; 7,35,000 sq ft of
Labs & offices; ~3000 Scientists, Engineers and Researchers
Laboratories
Editor's Notes
A very good afternoon to all of you… I represent the GE JFWTC HR Team and over the next 10-15 mins will share with you some of our experiences at adapting global HR practices to Indian culture. Please feel free to ask questions basis this and share your thoughts as well.
Broadly will take you through elements of who we are and 3 key business challenges that needed HR interventions.
JFWTC is one of the key Global Engineering centers for GE and in addition to Global Research has representation of about 8 other GE businesses doing advanced analysis and engineering for them. Over 60% of our population is with advanced engineering degrees and about 20% have Global experience. GE’s Three reasons to globalize R&D: Access to the best talent around the world Expands our technology development capacity, enabling us to bring products to market faster. Bring technology development closer to our customers. The strategy is to ADD teams globally and not replace existing researchers Talk about the Centers of Excellence model where we have teams in each of the locations globally that specialise in specific areas of technology based on the strength of the talent pool there. Eg: Centers of Excellence in China in the areas of materials, electronics, and manufacturing technologies. The Research Center in Germany in the areas of biotechnology and automotive industry
Some of the biggest HR challenges it faced were around establishing the right balance between a global and a local culture and building a high performing team which could help it gain credibility within the Global GE Technology World…
Globally we want to be known as an exciting place to work, a technology destination of choice and both a good and a great company…towards this end here are some examples of how we localized. New employee welcome cards + balloons and flowers at desk A strong learning drive coupled with being a technology enabler also for India. Mentoring program to coach and guide employees..better assimilation/connection Having a special evening for service awardees Movie of the month Our Volunteers efforts have also contributed tremendously in bringing people together and contributing towards a common cause.
Differentiation and meritocracy is something that is practiced by almost all high performing companies…what was challenging for us was the openness, candor and understanding of the rating process…both for employees and for managers.
In my experience, only investing and hiring people is not the end of the story in making the India team succeed (that is relatively the easy piece)…a big chunk of success is the credibility of the local team globally which will ensure Growth of the organization.
The proof of the pudding with all that we have done is in the Globally conducted employee opinion survey where we pretty much are in sync with what GE is driving and valuing globally. As you might be aware, GE globally has a pretty strong culture. In my personal experience as I have met people over the past 6 years they either: Absolutely love the GE Culture Or Are unsettled by it….there are no “I am Oks”. Either way there is a lot of passion and energy around their opinion on it. Challenges will always exist…specially given the pace of change and expected growth. In my opinion, as long as we stay focused, listen well and execute with excellence ..we should be able to get even better and deliver all across.
Started as an idea in 1999, inaugurated by Jack Welch, the then chairman on 17 th September 2000. As Welch had said..”India is a developing country with a developed intellectual capital”, this is the only technology hub in the GE world which bears his name. This is also GE’s first and largest Research centre outside the US.
