GE Card Services

1. LEADERSHIP PIPELINE GE Card Services

2. “The scarcest resource in the world is leadership talent capable of continuously transforming organizations to win in tomorrow's world.” The Challenge: • Tight Labor Market • Tough Competition for the best • Right Formula for Retention • Develop More People, Faster and Earlier in their Careers • Develop the competencies for future success (i.e. globalization, alliance and acquisition, etc.)

3. Nurturing Leaders at all Levels • Crotonville - GE’s Leadership Development Institute • Jack Welch CEO & Chairman acts as a role model dedicating time to teaching leaders. Leadership Review Process • GE wide process to review development and succession plans for all leadership • Identification of the high potentials - future leaders of the organization. …Proven process for developing generations of winning leaders

4. Nurturing Leaders at all Levels Developing for Succession…Developing Leaders • 360 Feedback -Process to assess behaviors linked to GE Capital Card Services core leadership competencies • Developing Leadership Excellence -Develop leadership skills -Maximize performance of self and others -Drive and achieve GECS goals and objectives ...Investing significant time in developing leadership potential

5. Nurturing Leaders at all Levels • Mentoring Process A strategic and personal change initiative designed to build internal bench strength and widen perspectives by retaining and developing competencies of high potential leaders. … Getting the best energized, engaged and enabled to move the organization forward

6. Mentoring: Targeting a Key Initiative Inadequate succession planning and development of high potential exempt employees is the most serious leadership issue in organizations today. 1998 HRD Executive Survey 2,000 top Executives Worldwide ASTD September 1998

7. Objectives • Create opportunities for people to engage in customized learning in order to achieve defined developmental objectives • Increase networking and formal mentoring throughout the corporation • Maximize skills and competencies of individuals • Emphasis on forming multiple relationships for the purpose of learning across the business • Promote mutual learning through dialogue, interaction and the use of technology based solutions

8. From 1998 High Potential Retention Survey Mentoring ranked in the TOP 10 Reasons for staying with a company; Why A Formal Mentoring Process 1999 Goals • Rapidly accelerate innovation and productivity of the top tier • Engage leaders in developing leaders • Capture leadership legacy • Energize the best to realize their potential

9. Why Now? • Mentoring has a significant impact on Retention Factors: • Management Practices • Quality of Supervision • Organization Climate • Professional Development • Two Way Knowledge Transfer • 90% of workers whose organizations offered structured mentoring believed it was effective. • Organizations with mentoring initiatives report a 15% decrease in attrition of initiative participants Scheef ODT, September 1997

10. Additional Payoffs • Creating a shared vision around learning • Unleashing untapped leadership potential • Create a positive energy for continuous learning • Expand network of peers to promote learning from each other • Help leaders understand the power of intentional learning • Drive boundaryless learning -- cross functional, non-hierarchical, multi level …The real payoff is leaders who can win!

11. The Ideal Ingredients for Success Learner’s Manager Learning Leader Learning Group • Senior Manager/ Broad Experience - multi function, multi level • Success in his/her field • Large network of contacts • History of fostering employee’s development • Emotional openness • Advocate of stretch assignments • Names on succession planning list • High potentials • Diversity of: • levels • functions • gender • role • career goals • Willing to experiment • Emotional openness • Committed to his/her direct reports’ success • Skilled at providing feedback & coaching • Understands role of day to day authority and skill building • Endorses experimentation • Permits mistakes • Emotional openness *Based on Career Systems Networking Model

12. Maximizing Technology Performing, Learning, Evaluating Collaboration Intranet Consistent, Available, Boundaryless, Immediate Communication Boundaryless Learning Knowledge and Experience Collection …Continuous Learning is the End Point--Technology is the Enabler

13. What is Different about Group Mentoring ? • Leaders invest time to teach others • Leaders draw lessons from what they know • Leaders and share their stories and point of view • Lessons learned from successes and failures are explored • Interactions energize and motivate • Willingness for change and transition emerges … Making human capital more valuable

14. Reframing Mentoring Learning Leader Collaborative approach with a sharedresponsibility for learning Two way learning contract • Intentional learning • Tailored learning through: • synthesis of ongoing events • experiences, observations studies and thoughtful analysis Traditional Mentor Tell me what to do One on one relationship Sell & Tell Ad Hoc One time event

15. Learning Group Design • One Learning Leader and 4-6 Learning Partners • Goal of group is to engage in continuous learning, based on common learning objectives • Learning Leader is a co-learner in the group • Meet monthly for nine months to one year • “No fault divorce” option if not satisfied • Begin with a Pilot • One to three Learning Groups of 4-6 members each

16. What Does a Learning Group Look Like? Developing others through: Instruction  Coaching  Modeling  Advising  Providing stretch experiences Intentional Learning Share more than just how to do things right. Create a safe learning forum for confidential discussion and analyzing the realities of the organization. Failure & Success Storytelling Mentors should tell their real life stories, personal scenarios, anecdotes and case histories. Mature Development Mentoring is not a one time event. It is a synthesis of ongoing events, experiences, observations and studies. Joint Venture Sharing responsibility for learning. Contract for learning.

17. How are Learning Groups Formed? They are formed to ensure breadth group and depth as depicted by: Performance Critical competencies Leadership Competencies Recognized Expertise Role Modeling … Balancing background, ethnicity, gender and functional expertise

18. Selection Criteria Learning Leaders • Expertise acknowledged and endorsed - not development needy • Diverse in gender, ethnicity, function and experience Key Leadership Competencies Influencing Others Promoting Teamwork Developing Others Fostering Openness

19. Selection Criteria Group Members • Possess strong functional expertise • Identified asHigh Potential with significant leadership potential • Completed 360 Leadership Feedback Process • Represent a cross-functional and diverse population Key Leadership Competencies: • demonstrating business acumen -driving results • demonstrating innovation -thinking strategically • visioning -committing to the • building alliances organization • influencing others

20. Why Technology? • Reasons for Technology Based Learning Solutions: • Geographic Dispersion • Real-time Knowledge Transfer • Increase Impact of Senior Executives • Facilitate Collaborative Learning with Natural Work Teams • Capitalize E-Learning Strategies • Drive Down the Cost of Learning

21. Sample Applications of Technology • Collaborative Learning Examples: • Leadership Dialogue with Leaders via Videoconferencing • Internet Based Leadership Development Tools • Audioconferencing and Web • Provide Multiple Options (text, voice, video, web, etc.)

22. Sample Applications of Technology • Audioconferencing and Web/NetMeeting • Dialogue over conference bridge • Sessions recorded for later reference • Participants share experiences, learnings, stories • Teachable points of view • Role model leaders as teachers • Web/NetMeeting enabled support services • Self Assessments • Resources and tracking • Mind map of learning and stories • Key Learning Publication

23. Senior Management Support • Visible Support/Sponsorship • Business Priority • Time Allowed and Preserved • Model active learning Critical Success Factors Alignment with the Performance Management System • Goals incorporate development objectives including mentoring • Recognized as a means of professional growth • Accelerates career development Alignment with Leadership Competency Model • Reinforcement of critical competencies • Role modeling is a “must have”

24. Some Ways We Can Measure Success • Satisfaction • Participant satisfaction greater than target 4.0 • Retention • Pre/Post Survey Results Improved • Application • High Performance Ranking • 360 Results • Results • Hi Potential Turnover • Retention • Lateral or Upward Mobility

25. Role of Performance Development • Program Management • Facilitation • Coaching • Forum for Feedback • Program Enhancement • Share Successes • Knowledge Management