Leadership Program Opportunities at General Electrics

Go to www. gecareers. com and review the entry-level leadership and experienced leadership programs. Overall, what type of development activities are included in these programs? Choose one program and describe it (development activities, length, participants). Compare the development activities used in the entry-level and experienced leadership programs. How are they similar? How are they different? Why might they differ? General Electrics has designed leadership programs that provide their employees’ with a self-directed career path that initiates their personal and professional growth within the company.

The programs courses offer a variety of leadership activities that reinforces the learning value while sharpening the skills of the potential leaders within the company. General Electrics (GE) has given their employees the opportunity to utilize these leadership development programs in initiating the growth of their career and to cultivate business diversity and cross-functional flexibility. These programs are offered up to the ‘high potential’ employees who are deserving of progressing through the various stages of the leadership development process on both a novice and advanced level.

Either level of the program will contain specialized leadership activities that sustain the six sigma methodologies and incorporates a 360-Degree feedback approach to a multi-faceted learning environment that incorporates classroom learning with multi-business rotational assignments. General Electric provides entry-level information technology professionals with a leadership development program for their high performance employees that seek to sharpen their technical aptitude, build their business acumen, while developing leadership abilities.

GE seeks the associates with high academic achievement that have demonstrated both leadership and interpersonal skills with a relevant amount of field experience to participate in this program. The participants of the Information Management Leadership Program (IMLP) are required to have had some type of significant role in leadership or elected office and are expected, at minimum, to have a bachelor’s degree in computer science or information systems engineering.

The IMLP is a 24-month program that is divided into 4 distinctive 6-month rotational assignments that provides the employee with valuable exposure and experience to multiple facets of proficiency within the functioning of the business. Potential employees at General Electrics are opportune to participate in these intensive, business specific development courses, as they progress through the various phases of leadership to evolve from an emerging leader to further extend to an advanced-level executive of leader.

Both the entry-level and the experienced-level of leadership development programs have mutual core objectives; they are similarly designed for uniquely energized and high performing employees who possess the leadership potential for future positions within the company. General Electric’s leadership development courses are designed alike to provide prospective employees with accelerated business-specific learning opportunities that focus on leadership, the six sigma methodologies, and 360-degree feedback approach to learning.

These courses provide a mixture of learning environments to broaden the participants self-directed career path with classroom instruction, distance learning, on-the-job experience, and rotational assignments that stimulate their diverse business capabilities. General Electric is dedicated to providing the essential tools and resources in piloting their employees self-directed career paths, and has fashioned both the entry-level and experienced leadership development programs under the same core objectives of educating their employees by focusing their curriculums on leadership, change, and the six sigma logistics.

Those both levels of the leadership development programs have similar foundations and seek to cultivate and develop the same primary objectives within their employee’s, but the details and opportunities of the two stages of the program differentiate in various degrees. The requirements of the potential candidates vary from the entry-level program from that of the experienced leadership course. The entry-level participants are required to have at least a degree in business, but GE prefers a bachelor’s degree from their candidates, and should have anywhere from 1-3 years experience in a job-related field.

Whereas the advanced leadership program is designed for employees who have a minimum of a bachelor’s degree and are preferred to have a master’s degree. The participants of this accelerated course are required to have had at least an accumulative GPA from 3. 2 to 4. 0 from a prestigious college or university with a mandatory 3-5 years experience in the field that the business-specific leadership program was intended for.

But even with the demanding qualification requirements of the candidates seeking to participate in the advanced-level leadership course, the length of time for completing the training curriculum is actually smaller in comparison to the length of time it takes to successfully finish the entry-level program. The accelerated leadership programs are 18 month development courses that start with the first 3 months focused on underwriting assignments that lay the groundwork for the next 15 months of on-the-job training.

But the entry-level leadership development training course requires 24 months of multi-dimensional training, with 4 distinctive rotational assignments that entail 6 months of instruction on specific positions within the GE company. An additional key difference between the two levels of training is that the participants who successfully complete the experienced-level leadership program must be geographically flexible and must have the ability and willingness to relocate on a need basis within the company.

The basis for differences in the levels of the leadership development programs is a tier training approach that helps to filter out the ‘high potential’ employees from the mediocre talent to efficiently develop the future leaders and executives of the company without wasting resources and opportunities on employees that are less warranted. As the prerequisites for the programs candidates becomes more stringent between each level, the responsibilities and the opportunities that are made available to successfully completed participants becomes more eminent.