GE's Session C Talent Review is held once a year, where GM's President Welch and Senior Vice President of Human Resources meet with the heads of each business unit and the head of human resources to discuss leadership and organizational issues, and the meeting usually lasts 12 to 14 hours, and attendees evaluate the potential talent of the business unit and some of the organization's goals, such as who deserves promotions, rewards and development, how to do it, and who is not meeting performance goals, What measures should be taken, etc.
In Session C, the use of a variety of tools also makes the inventory of talent more efficient, including employee reports, organizational charts, and nine-square grids
1. Employee report. During the meeting, all participants will receive a 1-2 page thumbnail map of the employee's performance and potential, which includes the employee's professional background, work experience, promotion level, performance results, 360-degree survey feedback summary, personal strengths, personal development needs, and possible development plans. Employee reports help attendees quickly understand employees and discuss their leadership development plans.
2. Organizational chart. During the meeting, GE will present the business unit's organizational chart to all attendees, and the organizational chart will show the various positions and employees of the organization to drive the discussion about people. Organizational charts help to evaluate employees within the framework of the organization and the whole, ensuring that the talent inventory is closely related to the organization's strategy and business development.
3. Nine-square grid. Through the talent inventory of employees, a nine-square grid is generated to compare the future development planning and promotion feasibility of all employees. The nine-square grid matrix is divided based on the two dimensions of values and performance, and all employees will be assigned to the combination of each dimension, through centralized supervision to ensure the fairness of talent evaluation, and calibrate the division of talents in combination with the situation of each business branch to ensure that the matrix can provide the most realistic situation for the subsequent use of talents.
[References].
1, Li Changcang, Zhao Shi. Talent Inventory: Create a talent-driven organization. 2018
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