Skip to main content

Employee Engagement: What GE Does to Retain Top Talents

Nancy Martin, an SU alumnae and the Manager of Technology Leadership Development at the GE Global Research Center, was invited to speak at the Whitman School of Management at SU Tuesday. Nancy plays an important role of retaining the top talents of GE and is responsible for creating, teaching, and running global education programs for the company’s technologists. Her topic was about employee engagement.

Employee engagement becomes more important than before because the market value of many stocks went down dramatically during the recession, which makes stock options no longer an effective way to retain top talents. Now that the economy is heading to the right direction, companies might find their top performers leaving for another company/competitor if they fail to engage with their employees. So, what can companies do to keep their top talents? According to Nancy, here are the nine questions that GE considers: 
  • Are employees working with the best people in the field?  
  • Does the company offer competitive compensation?  
  • Is the company a growing market leader?  
  • Does the company provide sufficient recognition and career development opportunities for employees?  
  • Are employees working in a supportive environment and able to maintain their life style?  
  • Does the company offer prestigious work to employees (e.g. business trips and networking with clients)?  
  • Are employees working for a well-known brand (the company itself)?  
  • Is the company the “right fit” for employees? 
Companies need to actively engage with their employees now before it is too late. What do you think of these suggestions? How do you engage your top performers?

References:
Picture was downloaded from the Prague Insider via http://pragueinsider.org/?p=1562

Comments

Popular posts from this blog

Luxury vs. Millennials and Their Technology: The Ritz-Carlton (By Julia Shorr)

Embodying the finest luxury experience, The Ritz-Carlton Hotel Company, LLC has been established since 1983. In 1998, Marriott International purchased the brand offering it more opportunity for growth while being independently owned and operated. They are known for their enhanced service level as the motto states, “Ladies and Gentlemen serving Ladies and Gentlemen”. The luxury brand now carries 97 hotels and resorts internationally and is attempting to keep the aspects of luxury while keeping up with the trends of the technologically improving generations. The Varying Demographics of the Target Market The Ritz-Carlton’s typical target market includes: business executives, corporate, leisure travelers, typically middle-aged persons and elders, and families from the upper and upper-middle class section of society .   This infers a large range of types of travelers in which all are similar in that they are not opposed to spending extra for the luxurious ambiance. However, with

The challenges of SB 93 (California Senate Bill No. 93) will impose on the employers and their human resource management team (by Brittany Schaffer)

The COVID-19 pandemic started in early 2020, and it has caused massive changes within a short period of time. One of the most rememberable effects of the COVID-19 pandemic was that businesses had to come to a complete halt, forcing them to lay off employees. California's unemployment rates went up.  Now that the stay-at-home orders have lifted, people start to come out. Businesses are now reopening, looking to rehire their laid-off employees. Before the pandemic, employers had the option of recalling only a certain number of laid-off employees they would want to rehire based on employees' job performance. That option had been changed after Governor Gavin Newsome signed into law - Senate Bill 93, which went into effect on April 16th, 2021. The California Senate Bill No. 93 (SB 93) According to SB 93, companies in specific industries, mainly the hospitality industry, have the obligation to provide job opportunities in written form to qualified employees being laid off due to COVI

Want to win in future competitions? Invest in data-driven decisions now

Speaking of the permanent changes in the hospitality industry, many people will probably agree that demands for “bleisure”/“work-from-anywhere” travel and contactless self-service will continue to grow in the near future. Not everyone, however, realizes that data-driven decisions will become a key driver for growth in the industry, which has already affected how we do business now.   Automatic service enables businesses to capture more operational and consumer data for business decisions   One advantage of using automatic service comes from its ability to spontaneously capture and store real-time operational and consumer data for additional analysis. In the old-time when businesses still relied on workers to serve customers, operational data were collected usually through careful book-keeping, documentations, and observations; consumer data through market research were often limited to their perceptions, behavioral intentions, or past experience.     Now that automatic service is provi