Microsoft PowerPoint - GE 인재관리 시스템.ppt

Size: px

Start display at page:

Download "Microsoft PowerPoint - GE 인재관리 시스템.ppt"

서국 기
5 years ago
Views:

It is the property of the General Electric Company and should be used only within your company - this

1 GE 의인재관리 시스템 GE PROPRIETARY INFORMATION The information contained in this document is disclosed in confidence to GE customers/partners. It is the property of the General Electric Company and should be used only within your company - this notice shall appear on any reproduction, in whole or in part. It should not be disclosed to others without the expressed written consent of the General Electric Company GE Korea

2 존경받는기업 GE 2

3 세계에서가장존경받는기업 1 위, GE 토마스에디슨 ( 창립자 ) 제프리이멜트 ( 제 9 대現 CEO) 발명왕에디슨이 1878년에설립 1898년다우존스산업지수에최초로포함된미국 12 개우량기업중현재까지생존하고있는유일기업 전세계 32만 5천명의직원 100여개국에서활동 2004년매출 : 1,524억불, 이익 : 166억불 1990년대비약4배의이익성장 (43억불->166억불) 시가총액 : 4천억불 ( 세계 1위 ) 세계에서가장존경받는기업 1위 ( 04) (7년연속Financial Times 선정 ) One GE 글로벌산업, 금융, 서비스복합단일기업 3

4 6 개사업부문 - 1,524 억불글로벌리더 Infrastructure Commercial Finance Industrial Healthcare NBC Universal Consumer Finance 4

5 GE Korea - 한국경제 / 산업발전의동반자 1976년 GE 인터내셔널코리아출범 GE International Inc. Korea, GE Medical Systems Korea, GE Plastics Korea 외 17개한국내현지법인및지점 1,300 여명의임직원 약 4조원의영업활동 총 3조원의투자 1조원투자를통한현대캐피탈과합작회사 (JV) 출범시킴 ( ) GE 장학금지급 92년부터매년두차례, 20명의우수이공계대학생대상 Elfun(Electrical Fund) Korea 전세계21개국 5만명이상회원을보유한 GE의봉사단체의한국지부 지역사회봉사활동및기업시민의역할수행 5

6 GE 의강점은? 지속적인변화와혁신 철저한윤리경영 인재육성과리더십 6

7 GE 문화의 3 대구성요소 Change & Innovation People H/W + S/W 변화동시추구 끊임없고지속적인변화추구 3S, Workout, 6 Sigma, Imagination BT Integrity 가치관중시 / 공정하고투명한평가 Session C 실천적이고맞춤형교육 크로톤빌연수원 미래리더육성 CEO 의최우선순위 No Exception/ No Second Chance 윤리경영은타협불가 년동안의불변가치 확립된실천시스템 3T, Session D 변화와혁신, People, Integrity 는상호불가분의관계 7

8 지속적인변화와혁신 8

9 Change! or You will be changed Jack Welch 9

10 Jack Welch 의사업 portfolio 혁신 3-Circle Concept #1, #2 Strategy 핵심경쟁력, 미래준비 & Synergy Fix, Sell, Close Core Business: Power Systems, Appliances, Lighting, Industries, Transportation Core Business The Biz excluded from 3 Circles : Semiconductor, Petrochemical, Large Transformers, TV& Audio, Mobile Radio, Small Appliances, Switch Gear, Wire & Cable, TV stations, Nuclear, Medical Treatment Technology : Aircraft Engine, Materials, Medical Systems Technology Service Business Service Business Finance Service, Information Service, Broadcasting (NBC) 150 Division -> 11 Biz unit Delayer : 4 Layers Max 41 만명 -> 31 만명 매각 232 개 ($12B), 매입 338 개 ($26B) 핵심역량에집중한다각화 10

11 Jeff. Immelt 의사업 Portfolio 혁신 10% Earning Growth + 20% ROTC Dividends Earnings Energy NBC Universal Growth Engine Transportation Healthcare Infrastructure Commercial Finance Consumer Finance 매출의 85% Fuel for Growth Cash Generators Advanced Materials Consumer & Industrial Insurance Equipment Services 매출의 15% AAA Grade 지속적인성장과견실을동시추구 11

12 Stages of GE's Culture Change 2003 Imagination at work Imagine, solve, build, lead high Intensity of Change * New Product Introduction Quick Market Intelligence Order to Remittance Supplier Partnership Change Acceleration Process: Increase success and accelerate change Process Improvement: Process-mapping, re-engineering Productivity / Best Practices: Benchmarking External Organizations 2000 Faster, better, closer to the customer Digitization: Sell, Buy, Make, using technological tools Six Sigma Quality: Productivity, Span, Data-Driven, Decision-Making Make Customer winners GE Tool-Kit ACFC (At the Customer For the Customer) Key Strategic Initiatives: QMI*, NPI*, OTR*, SP*, Productivity, Globalization Bullet Train Approach Best Practice Sharing low 1989 Work-Out / Town Meetings: Empowerment, action Expert-Driven Decision-Making 12 Time Action Work-Outs Customized Work-Outs

13 열린 Culture 의중요성 Q(P) X A = E QUALITY (BEST PRACTICE) (ACCEPTANCE)(EFFECTIVENESS) 13

14 철저한윤리경영 14

15 윤리경영 + 기업지배구조 GE 의윤리경영 광범위한규정 고객, 공급자, 정부관계 공정한경쟁 GE 공동체 준수대상의포괄성 GE 임직원 공급자, 자회사, 판매대리점도포함 실천시스템 (3T) Training 개인서약 Testing 자기평가 Tracking CAS, CRB, S-D No Second Chance, No Exception 로마에가면로마법을따르라 가적용되지않음 전직원은준수자인동시에감시자.. 내부고발이자유로운환경 ( 옴부즈맨제도 ) 모든 meeting에서 CEO의강한메시지전달 기업지배구조 GMI 선정 #1 위 ( 만점 ) 16명중 12명이사외이사, 각분야최고전문가 본사경영진없이연 2회이상현장방문조사의무화 사내이사참여없이산하위원회독자운영 윤리경영에양보할수있는가치는없다 15

윤리경영에대한 CEO 의강한의지 제프이멜트회장 - 전사원대상메시지 정직과신뢰성 (integrity) 성명서 1세기가넘게 GE 임직원은막대한가치의자산을창출하였는바.. 그것은회사의세계적인명성과높은수준의사업규범입니다. 이에우리는 GE가매우강력한가치의기업임을자랑스럽게여기는것입니다.

16 윤리경영에대한 CEO 의강한의지 제프이멜트회장 - 전사원대상메시지 정직과신뢰성 (integrity) 성명서 1세기가넘게 GE 임직원은막대한가치의자산을창출하였는바.. 그것은회사의세계적인명성과높은수준의사업규범입니다. 이에우리는 GE가매우강력한가치의기업임을자랑스럽게여기는것입니다. 회사와세계는매우역동적으로변화하고있습니다. 이러한변화에도불구하고변하지않은한 가지가있습니다. 그것은정직과신뢰성이우리의핵심가치라는것입니다. 우리는세계최고의기업을위하여일하는특권이있습니다. 이제우리세대가하여야할것은 다음세대를위하여 100 년이상 GE 의성공의기초가되어온그것을보존하고강화하는것 입니다. 그것은철저하게그리고단호하게정직과신뢰성을지키는것입니다. 16

17 인재육성과리더쉽 17

18 2005 top 10 companies in the world for excellence in executive development (Source: Executive Development Association survey of Sr. HRM s and Chief Learning Officers) 1) GE 67.7% 2) J&J 45.2% 3) Dell 38.7% 4) IBM 38.7% 5) Weyerhaeuser 35.5% 6) Bank of America 25.8% 7) PepsiCo 25.8% 8) UBS 25.8% 9) Cisco Systems 22.6% 10) Procter & Gamble 22.6% Companies that invest heavily in executive development and stay the course in both good and bad economic times 18

19 GE 가보는미래경영자의요건 (4E+1V) 4E V Energy (Passion) Energize Edge Execution + Vision Energy (Passion) 가넘치고, 상대를 Energize 시킬수있으며, 결단력 (Edge) 과실행력 (Execution) 을겸비할뿐아니라, Vision 이있는사람 19

20 Leadership Model Leadership Functional Technical Competence GE Values Business Acumen Passionate growth Leaders 20

21 Growth Leader Growth Leader 4 Actions Imagine Build 8 Values Solve Lead Curious Passionate Resourceful Accountable Teamwork Committed Open Energizing + 변치않는윤리경영실천 21 세기글로벌저성장시대에성장을주도하는리더십으로모든리더가변모해야. 이멜트회장 21 Leadership Traits External Focus Decisive, Clear Thinker Imagination + Courage Inclusive Leader Expertise

22 평가시스템 Session C 개요 조직의효율성, 개선책검토 경영자 / 간부에대한경영성과평가 후임경영자후보발굴 미래의경영자로양성할인재 승진, 보상 양성개발계획 CEO 로부터의주요메시지실행특별대책 최고인재의발굴, 육성관리및보상은 CEO 의가장중요한일 22

Session C January February March April Session C:

People Review Future Oriented Assessment of -Key Business

-Succession Plans -Development Plans August September

23 Session C January February March April Session C: Organization May June Session 1: Strategy July Strategic People Review Future Oriented Assessment of -Key Business Issues -Organizational Alignment -Key Talent ID -Succession Plans -Development Plans August September Session 2: Operating Plan October November Session D: Compliance December 23

24 인사평가결과사례 최고의보상영업성High Low High Low 승진과장기적으로조직을파괴할우려 있으므로교체 재도전의기회부여 가치관 신속히교체 영업성과보다가치관을더중시 24

25 GE 가치관 (8Values), 행동양식 (4 Actions) 4 Actions (What we do) 8 Values (How we Work) GE 의존재, 믿음의대상, 지향방향과도달방법을설명 25

26 활력 곡선 (Vitality Curve) 차별화된보상 개선 / 노력... 교체 공헌한직원 Top 20% High Valued 70% Less Effective 10% 차별화된평가를통해임금, 보상, 교육기획제공 - 인센티브, 스톡옵션, 크로톤빌연수기회 26

27 Top Business/Country Hi-pots 관리 Please show profile of the Top 5-10 Country Hi-pots Name: xxx, xxx-xxx xxx, xxx xxx, xxx xxxi,xxx Job/Business: XXX XXX XXX XXX Highest Degree/ School: Strengths: MBA/ University of Illinois Experience in both Engineering & Finance Team player Interpersonal skill MS/Mississippi Univ. Excellent customer relationship Communication and interpersonal skill Strong marketing talent MBA/Boston Univ. Strategic planning & marketing skill Communication and interpersonal skill Global business understanding Electric Engineering Seoul Nat l Univ. Commitment to biz. task Strong technical capability New product development capability (LOGIQ 200) Development Needs : Operation experience with business General management training Project leadership skill General management & leadership skill Ready for Big Move in 2003: (Yes/No) Yes Yes No No If yes, what job: Mgr. - Country biz. Operation unit Regional Sales/ Marketing Mgr. XXX 27

28 승계계획 (Sucession Planning) Manager Title Candidates Business Profile 2000A 2001PV% NEA ($B) xx xx xx NI ($MM) xx xx xx ROE xx xx xx Total FTE xx xx xx Name Title Name Title Name Title Name Title Name Title Name Title P/P -Name -Name Date Band P/P -Name -Name Date Band P/P -Name -Name Date Band P/P -Name -Name Date Band P/P -Name -Name Date Band P/P -Name -Name Date Band 범례 Organization and Leadership Change within 12 months ; t s y = Female = Minority = QL/MBB/BB Experience = Non-US Citizen 개개인에대한향후승계계획을매년마련 - 차세대리더항상준비 28

29 Introduction EMS and the Role of Manager Objective: To support the Performance Management Process Goal Alignment - align individual goals with organizational and business plans to prioritize activities Accountability - establish employee and manager accountability for meeting commitments and achieving results Differentiation - differentiate between top talent, highly valued and less effective employees Development - build the skill level and competencies of employees to meet the demands of the business Coaching - Provide timely coaching and mutual feedback 29

30 The Performance Management Cycle Goal Setting Ongoing Monitoring Annual Review (EMS) Session C Review Goals Coaching Feedback -Performance Review - Development Needs - Career Discussion Personal Development Personal Development Plans Plans Salary Planning Incentive Planning Stock Options Development Programs Similar to prior process Similar to prior process Similar to prior Process but digitized! Partially new process & Digitized 30

31 2005 Goals & Objectives of XXX Imperative s Performers Criteria Rating (%) Operating Mechanism Growth Executive Customer Program for Crotonville Launch by Aug. 30 Amy Torrani Compliance Support to hire Full-time Legal counsel 10 People Country wide co-training 12 CLD, 1 Value, 2NEO, 30 Training Mgr. Reputation Simplificatio n Increase relationship with Government/Academia lecture/membership(10+ times) Find the best way to reinforce Oracle HR, e-hr KMA/Univ. Jenny Uh Prepared by Employee Reviewed by Manager 31

32 EMS Standard form completed by all employees on an annual basis : Two Parts Employee Basic Information and Assessment Manager Assessment The EMS serves many purposes Tool to obtain annual performance feedback Documents your accomplishments and career interests Focal point for career development discussions Key data source for Session C Internal GE résumé/ CV that is used for posting on internal positions 32

33 Anatomy of an EMS Employee EMS Individual Experience Record Education Employment History Corporate Training Programs Other Training Other Qualifications Annual Accomplishment Summary & Development Review Accomplishments Strengths & Development Needs Career Interests Manager EMS Annual Accomplishment Summary & Development Review Contributions & Trend Strengths & Development Needs Job/Career Recommendations The EMS is your GE Resume/CV. It is an important document that represents your work and accomplishments throughout your career. The EMS Is Your Opportunity to Discuss Your Accomplishments and Areas for Developments The Year s Accomplishments vs. Goals Development Issues for the Future The Manager EMS Is the Manager s Feedback and Review of Your Achievements and Plans for the Future. 33

34 eems Approval Process Employee Employee Completes eems Submits to Manager EMS Discussion Conducted EE Clicks Discussion Held Manager Discuss Yes Employee Edits Needed? No Manager Completes Assessment Submits for one-over-one Approval Mgr. Releases to Employee HRM One over one Manager The HR Manager can review, provide feedback and edit the EMS as well Discuss HRM Yes Manager Edits Needed? No Approve as one-over-one manager 34

35 보상체계 Incentive Business Incentive Business Specific Plan Awards Team Awards Special Recognition Awards Management Awards Sales/SVC & EB + Normal Base Salary Stock Option RSU (Restricted Stock Unit) Hi-Pot 대상별차별화된보상시스템운용 - 철저한성과중심 (Pay per Performance) 35

36 크로톤빌연수원 (John F. Welch Leadership Development Center) 중역 (Executive) 프로그램운영 리더십교육훈련및개발 조직문화변화이니셔티브추진 e-learning 전략및조정 전략고객을위한프로그램운영 크로톤빌연수원신축의투자금액회수가능성에대해 Jack Welch 는 무한 (Infinite) 이라고함 36

37 Leadership Stages Level 1: Emerging Leader Specialist/individual contributor expected to move into formal leadership role; e.g., entry-level professional program members (typically Professional Band) Level 2: New Leader First leadership role, responsible for a team of direct reports (typically LPB) Level 3: Developing Leader Leader with previous leadership experience facing new leadership challenges (typically SPB) Level 4: Advanced Leader Could be responsible for P&L or specific function; managing others outside own specialty/geographic area; manages managers (typically SPB or EB) Level 5: Executive Leader Responsible for major P&L, cost center, or function (EB, SEB, or Officer Bands) 37

38 리더십커리큘럼 PB SPB LPB VP/SEB EB EMS 에의한개개인별엄정한선발 Key Leader 를위한맟춤형교육 사업과연계된실질적교육 Hiring the Right People Presentation Skills Project Management Communication Skills Emerging Leader New Manager Survival Kit Effective Coaching Skills Facilitation Skills New Leader Foundations of GE Leadership (LE) Introduction to GE Leadership (e) Problem Solving Decision Making Conflict Management Team Building Developing Leader Applying Leadership Skills (NMDC) Building Essential Leadership Skills Advanced Leader Achieving Business Impact Accelerating Leadership Performance (AMC) Introducing Experienced Leaders to GE Executive Leader Officer Symposium EDC (Strategy & Culture) BMC (Change & Accountability) Business-Based Forum (ELDS) Strategy Workshop MDC (Values & Operations) Customer-Centered Leadership Mastering Personal Leadership (ALFN) Leadership Practices Breakthrough Leadership Influencing Skills Leading Virtual Teams Leading with Integrity Global Business Skills Executive Presentation Executive Coaching Professional Skills 리더의각단계에필요한핵심역량과스킬연마프로그램제공 38

Leadership Education - Crotonville Senior Exec Band 3 Weeks Long Formal nominating process Corporate Officer Executive Development Course (EDC) 1 Week Long Need manager/ HR approval Business

39 Leadership Education - Crotonville Senior Exec Band 3 Weeks Long Formal nominating process Corporate Officer Executive Development Course (EDC) 1 Week Long Need manager/ HR approval Business Management Course (BMC) Manager Development Course (MDC) Executive Senior Professional Advanced Manager Course (AMC) Who: Experienced managers currently with or new to GE, and with direct reports New Manager Development Course (NMDC) Who: Newly appointed managers with direct reports Lead Professional Professional Foundations of Leadership (FoL) Who: High potential individual contributors with peer leadership responsibilities 39

40 맺음말 40

41 GE 인사관리시스템의특징 (1) 핵심인재의중요성인식핵심인재상확립및공유핵심인재육성문화핵심인재관리는 CEO 의책임 회사가치창출에핵심적역할수행 사업별, 국가별 Hi-Pot 의집중육성, 관리 Talent Forum 년 1~2 회개최 Hi-Pot 발굴및평가 GE 문화에적합한맞춤형핵심인재.. Humble & Hungry 핵심인재의열정과역량을비전 - 전략과연계.. 4E + 1V Growth Leader 쓸사람이직원의채용, 육성, 해고의권한및책임을짐 인사에대한신뢰가바탕 벽이없는열린문화에기초하여핵심인재육성장려 CEO 의최우선업무는핵심인재확보및육성 Jack Welch 회장은자기시간의 70% 정도를투입 인사부서는지원 (support) 기능에촛점 신뢰, 개방, Commitment 에기초한핵심인재육성 41

42 GE 인사관리시스템의특징 (2) 채용 / 업무 평가 리더쉽프로그램 + 외부영입을통한핵심인재채용 도전적인업무와목표 (Stretch Assignment) 부여 다양하고폭넓은기회제공 Session C 를통해핵심인재발굴 Top 20% 영업성과보다가치관을더중시 Succession Plan 을통해차세대리더준비 교육 / 육성 리더의각단계에필요한핵심역량연마프로그램제공 맟춤형및사업과연계된교육실시 -> 크로톤빌연수원, 멘토링, Hi-Pot 라운드테이블미팅 보상 대상별차별화된보상시스템운용 철저한성과중심보상 년봉 + 승진 + 능력발전기회등 크로톤빌연수원신축의투자금액회수가능성에대해 Jack Welch 는 무한 (Infinite) 이라고함 42

43 Thank you 43

15_3oracle

15_3oracle Principal Consultant Corporate Management Team ( Oracle HRMS ) Agenda 1. Oracle Overview 2. HR Transformation 3. Oracle HRMS Initiatives 4. Oracle HRMS Model 5. Oracle HRMS System 6. Business Benefit 7.