Strategic Planning & Implementation - General Electric - Case Study Example

Strategic Planning & Implementation Student’s Name Subject Professor University/Institution Location Date Introduction Every organization is always faced with demands and needs for improvement, growth and high performance. Any desired outcome requires various inputs in form of procedures and resources. The methodology assumed is directed by an investigation of a broad environment in which the organization is operating and an analysis of activities and functions which the organization performs. The organization requires analyzing and identifying its requirements for promoting its operations and business needs. Primarily, the organization will need to analyze the extent to which an existing state meets the requirements of the business so that they can select and identify the strategies to meet further requirements. In addition the resulting design will incorporate various strategies and system which are deemed important for the organization. The organization can then implement the strategies and evaluate its performance depending on the objectives and goals that were desired (Bryson & Alston 2011). There are designed tools which create, capture and promote the incorporation of the relevant information that facilitate effectiveness and efficiency in program delivery, decision making and policy formation in an organization. When applied in a specific context, they streamline the business processes which link the organizational needs. It is the duty of the organization to improve its capacity by providing evidence based actions and decisions when they are required. This help in identification of business strengths and weakness that further defines the responsibilities of various departments in addressing the requirements. This paper discusses General Electric (GE) strategic plan and implementation process of its training, recruitment, training program and human resource leadership program. It will provide an analysis and a critic of every plan so to identify the gaps that can further be filled and be operated. 1.0 Strategic Plan and Training Organizational training is a purposeful development of knowledge and skills of the personnel so as to perform their roles in an effective and efficient manner (Bryson & Alston 2011). The training is meant to support organizational business objectives which are strategic and needed. There are common training needs which are needed across groups and projects in an organization. Those tactical training needs should be aligned with business objectives to promote the highest outcome in organizational projects. Specific training needs can be identified at times through individual projects handled by specific support group and this is designed outside the scope of the normal organizational training. This is because it will have to identify and address specific training needs for specific functionalities. GE requires an organization training structure with its respective heads and personnel to plan and implement the manner of training. Generally, training will involves GE seniors, mangers, subordinates and other staff. It is a purposeful plan which integrates various business needs and objectives, training are initiated after the scope of business performance is identified. Various departments need to identify and address their needs which then incorporate into the overall objective of organization. The program is then communicated, timeline designed and a structure mandated to ascertain that the training plan is in line with GE objectives. Significantly, this should be conducted on weekly, fortnightly or monthly basis depending on the needs of various departments. A strategic training is strategically planned and in its basic form, GE training plan will involve: Identification of training needs GE will then obtain and provide training to address the needs Establishment and maintenance of training capabilities Establishment and maintenance of training record Assessment of training effectiveness To make it effective the needs will be assessed to promote a plan, instructional design, appropriate training media such as workbooks and technological resources. As Bryson & Alston (2011) argues, departments like the finance, human resource, sales personnel, technicians and operators training should be guided by GE operations, customers’ needs and foreseen market opportunities. The purpose for such training is that it will fulfill needs in stages and enhance the stability and expertise for efficient operations as GE performances grows. To make sure that various department training is relevant and in line to overarching GE objectives, there should be general exchange program where all the departments come together to assess the way their skills and knowledge will promote to desired performance. According to Aguinis & Kraiger (2009) internal training makes use of the experiences staffs in a particular area that mentor others in practical functioning of departmental operations. Training guided by support materials like previous outcome such as sales, profits, customer satisfaction or problem solving scenario can be applied as a case study in training. This is very helpful as it relates directly to the needs and desired improvements. Such training will deepen interactions across the organization by promoting openness of what one department wants from the other. The purpose of a leader will be to motivate and direct staff. Apart from such internal consultancy across managers and staffs, external consultancy may be approached where GE will involve professional consultants in a specific or general niche of organizational performance. Involving an outside agent promote openness and addressing of critical problems which GE encounters. The neutrality of external consultant helps to bring objective ideas which are taken without any bias. Currently, the traditional modes of training and particularly for workforce have gone to technological levels where training leverages the existing technology. It is critical for GE to promote online training where different managers and staffs can learn through video conferencing, exchange website programs and sharing of electronically transmitted documents. The purpose for this is to reduce time wastage, cost and align training with current technology. GE operations are not limited to one geographical market. Recent global trade developments require the GE training to respond to international organizational performance index. To function globally, GE personnel should undergo proactive training which is responsive to global operations. Some of the aspects that such as training can incorporate include; learning through multinational corporations functions or promote support for further learning of specific members of the organization to promote more expertise. This will prepare a workforce which can work in various cultural, social and economic regions and promote success (Aguinis & Kraiger 2009). 2.0 Strategic Recruitment According to Fernando (2008), recruitment responds to organizational need for workforce. GE is required to plan for effective workforce for efficient delivery of its activities. A strategic plan is very critical and it will guide the mode of recruitment. GE may employ some of the three recruitment strategy including; preparation and training of existing staff for some desired roles, recruiting inexperienced staffs and offer then training in line to the operations or recruit experienced staff who will not need any further training. However, timing is very important to achieve strategic goals of recruitment. GE future operations are best suited with the first two modes of recruitments. The existing staff and inexperienced recruited staffs can undergo training for a purpose like operations in new markets or internal operations. The last mode of recruitment; where experienced staffs are recruited will involve a job description in line with GE instant requirements. Such a need may be a replacement, additional operation which requires experienced support or short-term GE projects that require specific expertise that would be hard to achieve with other modes of recruitment. According to Compton, Nankervis & Morrissey (2009), every mode has its advantages and disadvantages depending on the requirements of GE. For instance the first two modes of recruitment are cumbersome and detrimental when there is dire need for fast operations. Some level of expertise is required for different operations and performance which should be accounted by specific skills and knowledge. This help in avoiding losses through resultant lags, ambiguous roles and unmet customer satisfaction. However, it is most profitable mode of recruitment as GE would benefit from higher degree of retaining such staffs that are internally developed. It would also be useful as the staff are familiar with various operations of GE, open to other staffs and understand the overall operations. Most critically, it reduces the expenses which are required in form of salary by highly experienced recruited staffs. GE will also be assured that their trained workers can efficiently carry out their roles as it was designed and revealed in training. In most cases, when there are massive retirement, transfer and expansion activities, the company should make use of the outgoing staff to promote succession programs where such staff can equip the incoming ones with various operation skills and specific departmental needs. This is very important as the operation will not experience delay or any stoppage. The two modes should highly be considered by GE for effectiveness and avoid the disjuncture which arises through instantaneous recruitments. Compton, Nankervis & Morrissey (2009) further argues that, when instant recruitment is required, a definite job description is core to access the desired qualification. The skills and expertise of the recruited staff should match GE needs and respond effectively. One advantage that such recruitment can promote is fast operation in new environment and transference of skills to the subordinates or teammates working close with such individuals. Short-term projects are best suited with direct recruitment due to consideration of the duration, resources and delivery time. Such projects accrue high profits to the organization if they meet the urgency and the level of both internal and external expectations. 3.0 Human resource leadership Program Organizational leadership is very important and the leaders mandate in vision, direction and motivation promote organizational continuity. Leadership envisions change, assess its capacity to carry out some goals and align processes, teams and resources to achieve those goals. The CEO, managers and supervisors are a common structure found in most organizations and mandate for organizational performance. Leaders need real-world experience so that they can contribute to GE operations and get on with HR leadership roles. A well-equipped program will help HR leaders and at the same time challenge leaders to open up for skills progress. This is by integration of leadership development through promoting the competitive advantage of both HR and the organizational staffs. Even talented HR requires diverse global challenging experiences which develop them into world-class leaders (Werner & DeSimone 2011). Development According Dowling, Festing & Engle Sr (2008), HR leadership development is critical for core competencies, business insights and global skills. This is promoted through a comprehensive training through the efforts of expert instructors. Such instructors efforts are crucial more so when the HR are within tight schedule in the organization and can only afford limited time for career development. However, this cannot be continually being done as in-class training may not respond fully to HR development. Exposure As Werner & DeSimone 2011 views, an effective program encompasses working with strategic leaders who deal with people and organizational issues. When GE HR leaders will work alongside them, they will gain exposure from senior HR leaders and executives. Apart from exposure, the HR staffs will develop strong professional networks where such relationships are critical for HR career development. This is very strategic for GE which will invigorate HR working with people and organizational issues which are very critical in the complex coordination of personnel. This program mode is more effective as it provide real-time experiences that are related and identifiable with day to day organizational operations. When HR peers are discussing the issues they face and how they approach them, peculiar skills can be transferred and adopted and create a balance and most effective HR operational skills. A strategic program for HR leadership will incorporate some of the three areas as critical components for GE which includes: Development of core HR skills through coaching, skills assessment, conduct investigations and promote compensation. Development of critical skills for facilitation, presentation and change management. A frequent training throughout the program which promote experiences through seminars. This will work out through working closely with global HR leadership program peers. Such partnership with the senior business leaders, HR leaders, and participation in formal learning, community services activities and business simulations are deemed important for HR leadership program. Participatory Activities According to Dowling, Festing & Engle Sr (2008), in addition to formal training HR leaders should participate in cross-business projects and critical business activities with global teams. They will then participate as mentors to other future leaders through initiatives. HR shall further undergo international rotations to prepare promote their experiences in working with multi-cultural communities and different environmental challenges. This broadens the viewpoint and also promotes networking with diverse skilled and knowledgeable teams. This is perhaps the most effective of all the others as it promote learning and instant self and peer evaluation. HRs can then identify the gaps and definite areas of improvements in the face of other HR. Such participatory activities promote a HR to grow more empathetically and thus able to work in their field. 4.0 The cost of training program. According to Thang, Buyens & Leuven (2008), each training efforts should be guided by cost-benefit analysis. The measure of effectiveness is assigned some monetary value. It is a conceptual economic evaluations based on policy analysis which are related to GE resource allocation. Training should be cost conscious and help the human resources, maintain morale of staff, productivity and protect the organization from further expenses. As Daneva & Wieringa (2008) argues, cost-effective involves four modes which the GE will go by. These include; More effective training which are more expensive, More effective training and are less expensive, Less effective training and are less expensive, Less effective training and are more expensive Resources allocation for different training needs. This implies that the needs of HR training are different from that of GE staffs and that of the recruited staffs. The need must be directly related to the cost. Short-time and Long-time needs As Thang, Buyens & Leuven (2008) demonstrates, some training will be required for short-time activities for instance a project being accomplished within or less than a year. The training cost should not be taken for long with many resources as its use will be irrelevant when the project is accomplished. However, long-term oriented training involves those skills and experiences deemed profitable in the long run of GE operations. Organizational Demand Every training effort should strategically be geared to a particular activity of the organization. There is no need of training staffs and HR on issues which are irrelevant or readily in use by the organization. This will reduce wastage of money on timely training which might be required in future. When training is given on time, it means that key personnel will be included; there will be a focus on a certain activity which is very relevant for a GE. This will reduce redundancy training and subsequent costs of training. It will also ensure that there are no individuals who are lagging behind for some skills due to the fact that they are new comers in GE and were not there when training was being offered (Daneva & Wieringa 2008). However, over-emphasis on cost may hinder progressive training whose relevance are not project-related but can still be used substantially in other day-to-day GE operations. GE would forego the development of skills, continuous creation of networks and promotion of morale. This requires a balance between training costs and organizational needs without affecting any by over-emphasis on the other. References Bryson, J M & Alston, F K 2011, ‘Creating Your Strategic Plan,’: A Workbook for Public and Nonprofit Organizations (Vol. 3). Jossey-Bass. Aguinis, H & Kraiger, K 2009, ‘Benefits of training and development for individuals and teams, organizations, and society,’ Annual review of psychology, 60, 451-474. Compton, R, Nankervis, A & Morrissey, B 2009, ‘Effective recruitment and selection practices,’ CCH Australia Limited. Fernando, K V 2008, ‘Aligning Recruitment to Talent Management Efforts,’“. The Association for Strategy & Leadership Professionals, 1-7. Thang, N N, Buyens, D & Leuven, V 2008, ‘Training, organizational strategy and firm performance,’ The Business Review, Cambridge, 11(2), 176-183. Daneva, M & Wieringa, R 2008, ‘Cost estimation for cross-organizational ERP projects: research perspectives,’ Software Quality Journal, 16(3), 459-481. Dowling, P J, Festing, M & Engle Sr, A D 2008, ‘International human resource management: Managing people in a multinational context,’ Nelson Australia. Werner, J M & DeSimone, R L2011, ‘Human resource development,’ South-Western Pub. Read More