GE launched a project called Global New Directions that involved 21 employees representing the youngest generation of Millennials among graduates of corporate leadership development programs. The aim of the three-month mission of these employees from different business units and countries in which the company operates was to find ways the company could find, develop and retain young talent in the future.
Susan Peters, the GE's vice president of executive development and chief learning officer, summarized the recommendations of the the Global New Directions project team as follows:
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greater involvement of gaming technology in the education of current and potential employees,
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creating personalized suites of benefits to offer employees greater flexibility,
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adjustment of the corporate performance management system with new tools to better assist the career development of employees and offer more possibilities within the company (immediate feedback, coaching),
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expansion of the leadership development program for education and support of culturally adaptable global leaders.
The company is now implementing these recommendations.
You can read more information about the project in an interview with one of the participants, Monica Li from China, on eclpblog.com here.
Other current GE research called 2012 GE Global Innovation Barometer showed that employees tend to a more collegial and more personal perspective on leadership and business development through workforce. Successful global leaders will have the following properties:
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significant external focus - collaboration not only with customers but also with a broader base of stakeholders including governments, regulators, non-governmental groups and other communities,
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adaptability, ability to think quickly and link strategy with practice,
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ability to think innovatively and courage to implement innovative solutions,
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development of teams,
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interest in the development of their expertise and motivating others to do the same.
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