GE Alchemy

In the 130 years since Edison founded GE in 1878, the 9 presidents, including incumbent President Immelt, are almost all raised within GE.　　Now the company has brought its world-famous talent alchemy to China.　　A tense atmosphere, the company's CEO and CFO dispute, and there are people to join the dispute, a woman even cried. The marketing director, who is also involved in this, knows that it relates to his company's performance and share price in a matter of days--data that will be placed with other companies.　　His colleagues all want to be good, but it is clear that the point of view is different: Ask for more attention to the future of the market, and the CFO more attention to the current financial problems, and so on. The dispute did not make the company any better. They did not outperform other companies in the last day of the competition. If in the real market competition this will mean that the company can not survive in the market. But fortunately this is just GE (GE) in its training school Clauton village, known as the Impact Program training project, in order to let GE Global Management trainee can experience the real business of every decision on the fate of the company's impact. 8 to 11 management trainees set up a virtual company to make judgments and decisions in the face of various situations within a 4-day period.　　The song is not one of the members. "The results are not important. "Beg not to say, his tone is not like in for his team's unsuccessful to shirk."　　With his "joint venture" colleagues from different countries and different business sectors, in these 4 days, language barriers and cultural differences caused great trouble, and, not to mention, some of them have not been jet lag, have not done the relevant work before. "More importantly, like a butterfly flapping its wings will cause storms across the ocean, we understand that these subtle decisions are also the same for companies." "We are confronted with the real business world," said the non-song.　　In addition, he and his colleagues learned how to trust and quickly understand and cooperate with others. This is just one of the little games in the General Electric Management Trainee program. The management trainee, such as asking for a non-song, needs to undergo two years of training in General Electric-4 rounds, 6 months at a time.　　Every rotation will have some classroom training, such as impact programme such as simulation games and theoretical knowledge teaching, but more practical. Throw out the comfort zone after a short class session, each trainee is quickly thrown into a real project, where the results cannot be unimportant. Hepeland, the Human resources department, began her mid-level training program in late summer 2003, and soon she was sent to a company in Taipei to carry out human-resource work-a company that has just been merged by GE and is in the process of integration. She was a little flustered because she found that Taiwanese culture was not the same as the mainland and that legal policy had to be assignment and, of course, how to reassure the company's employees and accept the General Electric culture, but herAder (this position is equivalent to a trainee counselor) is not accompanying. The Zhaoxiaoling in the junior finance trainee program began to face such pressures at the preparatory training stage. At that time she was a junior Sufe, and was involved in the GE Summer Intern Program, which was chosen as a junior trainee. She was ready to do trivial and routine work, and she could not imagine her being a student without any experience.　　But to her surprise, she was involved in a team of only 2 people, and the work was the General Electric Group's fixed-asset inventory-tedious inventory, confirmation and inventory, only two months to complete. "Many people look back and admit that it scares them. They don't know whether they can do it or why they do it, but they do it.　　"General Electric Chief Education Officer, Development Management school Dean Bob Kocaren said. "I can stand on tiptoe and GE believes we can do it," he said. Zhaoxiaoling says she has been training for a year at GE and clearly sees her future career path.　　Hepeland is already the organization and development Human resources manager of GE's China Company. "It's really nothing," recalls the stress. "Hepeland said.　　One of the common sayings of GE is to throw you out of the "comfort zone" (comfort zone).　　Where does the leader come from? Hepeland is a man with an optimistic smile on his face, with a clear forehead. She had 6 years of working experience before entering GE in 2002. After a year of work at GE, she wrote in her year-end review and conclusion that want to take part in a Human resources training program--at GE, employees are very aware of all kinds of professional training programs, and can proactively inform their supervisors that they expect to be one of them. One afternoon, her manager began to talk to her about this wish. Communication between the two sides is very tacit, because her previous job performance manager knows more about the specific content of the management Trainee program and the possible help for her career development. She is also weighing whether she really wants to participate in the project. As a decision, she needs to respond to an internal interview. "It's not really about interviewing, it's about knowing more about your past experiences and development needs, and being more specific in the future when it comes to arranging concrete rotations," he said.　　"Hepeland said. But not everyone is as smooth as Hepeland. In General Electric, management training students are divided into intermediate-level and junior-training students. Hepeland is a mid-level trainee and is an employee who has worked in General Electric for some time. An outsider who wants to be a General Electric management trainee will have to go through "9,981 hard". [Page] Reivei nearly all of 2006 's April to June in response to GE's interview. At that time he had work experience but was not a General Electric employee. From the initial call to human resources to the final dust settles, he has undergone 9 interviews, including a 3-hour full English test. "I think this is my generationMost of the time the child interviewed. He smiled and said.　　He was one of 16 middle-level business management trainee programs recruited in China that year. "We have to pick people who are especially smart and have a strong sense of motivation if they're not particularly smart. "As the Chief Education Officer, Bob Kocaren," When we are stupid, smart people are particularly useful, and those with a strong ambition will come forward regardless of the challenges they face. "Primary training students are also screened. Some junior students enrolled in the General Electric Summer Internship program during the summer, part of which was the opportunity to interview. After two months of internship, more than half of them were able to join GE's personal business unit, some of which became junior trainees. If you haven't been through this internship, you may have to go through 4 to 5 rounds of interviews.　　Many of these students are student cadres, seeking the non-QU is the president of Zhejiang University Science and Culture Promotion society. In the training program, almost every trainee will be thrown into unfamiliar environment and work projects, but few people quit, the end is not bad.　　Those who quit are not just quitting the trainee program, but also quitting GE. "We don't like people who get 98 points and throw them in the drawer and say, ' Let's have a drink, '" he said. We all like to have a drink, that's fine, but we prefer people who have an enterprising mind.　　"Bob Kocaren said. In order to pick out these leaders and make them stand out in the business world, GE has invested nearly 1 billion dollars a year in global investment. Clauton Village's training and Management Institute has been hailed as the "Harvard Enterprise", because Owen Yang, Welch, Immelt and other business legends are from school directly into the GE, not to spend some years in Clauton village.　　In China, GE's "China Education Center" occupies a whole layer of GE's new building in Zhangjiang high-tech park in Shanghai, with classrooms suitable for classes and meeting rooms for discussion. Program owner (Trainee program owner) will be responsible for the full rotation of these trainees. In addition, the trainees in the specific positions and counselors, familiar with the position of the required skills and responsibilities.　　During the training cycle, they talk to the trainees, understand their ideas, help them make plans, give them advice, and evaluate it so that they can "teach the students according to their aptitude". Most of GE's executives now do this, though it is a job without pay. Liang, the finance manager of the service department of the Greater China area, began to be a counselor after completing the trainee program. He has had experience as a trainee and has submitted his application as a counselor to many people.　　But not everyone who submits the application can be a counselor. "If some people can't do their job, just let the trainee do some very trivial things, then he is not eligible." "Liang said.　　Now in addition to daily work, he also needs to give training to the students and auxiliary guide. "It's also my choice to GE managementThe reason for the trainee program is that its system and operation are very perfect. "Zhaoxiaoling said. She has been in the Financial management Trainee program for nearly 90 years-a financial project that began in 1919. Newly graduated students often feel confused about their work and future. "But at GE, someone will be there to help you, and someone will tell you what direction you might have after completing this stage of training."　　"Zhaoxiaoling said. Zhaoxiaoling's counselors also include some leaders at General Electric's various business unit headquarters. When the leaders come to China, the trainees often have the opportunity to "round table"-sitting at the same table, talking about their work or their views of the company.　　The experience will be like a counselor. Throw out the comfort zone. "And when the CEOs are chatting on a table, will they be silent or don't want to say anything?"　　"When the first financial weekly reporter and GE's training students" round table "asked them.　　They thought it was a strange question--which seemed to them to be no problem. "There are presentation courses in our training. The trainees said. expression and communication, GE believes that this is a manager must have a capacity.　　Every management trainee does have excellent communication skills and is not afraid to communicate with others. These training students, the Reivei from the energy group's product procurement department, is a working in Beijing Energy Group Marketing manager, Liang in the medical group to do financial work, Zhaoxiaoling is only a year after the new training. They didn't know each other before, but now they look like they've known each other for a long time.　　When talking about the impact program, they were as happy as the old school students were about what they were going through, and some people would add it. "In Impcat program, the girl cried, must be because the jet lag has not been poured, too much pressure and too tired."　　Reivei added. "Yes, there are judges in impact program to ensure integrity." "Liang said:" A group of colleagues on the last day of the game want to pass a false deal to make the book more beautiful, the result, the judge canceled their qualifications.　　"The training-students nodded, and the judge's moral warning was so great that they all touched each other," he said. The relationship between the trainees is more akin to the camaraderie of the students than to their colleagues. Zhaoxiaoling and Liang like the feeling of going into another school from one school. "We are very accustomed to having problems with mass mailing, and you will receive a lot of people's responses to help you." That's what GE encourages networking, Liang said.