There are three questions for you to answer. Please address all of the questions
ID: 389269 • Letter: T
Question
There are three questions for you to answer. Please address all of the questions within 1, 2, and 3 on page 439.
I am not sure if these are the questions, please check if you have the book.
1. One of Bill Conaty’s tips for developing leadership is “Be Inclusive.” Based on what was discussed in Chapters 7, 8, 9, and 10, what does “Be Inclusive” mean to you?
2. How does “Dare to Differentiate” relate to succession planning? What role does assessment play in differentiate between employees?
3. How can employees and their managers determine whether they are interested and qualified for leadership positions?
Case 3 From the Pages of BusinessWeek Secrets of an HR Superstar General Electric Co.'s (GE) legendary reputation in talent management owes much to one man: William J. Conaty. In his 40 years at GE, including 13 as head of human resources, he helped to shape the But you have to know who are the least effective people on your team- and then you have to do something about them." modern face of HR. "The guy is spectacular," says CONSTANTLY RAISE THE BAR former Chief Executive and BusinessWeek colum- nist Jack Welch. "He has enormous trust at every level. The union guys senior managers Leaders continually seek to improve performance both their own and their team members'. "The one reason executives fail at GE is they stop learning," says Conaty. "The job grows, the accountability grows, and the people don't grow with it." Continu- ous learning is so valued that GE training courses are considered high-profile rewards. Getting tapped to go to Crotonville, the 53-acre executive training cen- ter in New York's Hudson River Valley, is a signal that someone is poised to go to the next level "Crotonville is one of the best tools we have in our arsenal," says Conaty. The company's extensive train ing programs are a powerful recruitment tool and help to stimulate midcareer employees. Moreover, GE uses Crotonville and other training centers worldwide as a way to recognize valued customers and business partners respect him as much as the Conaty took a department that's often treated as a support function and turned it into a high-level busi- ness partner, fostering a deep bench of talent and focusing attention on the need for continuous leader- ship development. Among other things, he helped manage the seamless transition from Welch to Jeffrey R. Immelt in 2001 and was critical in shaping a new vision of global leadership that emphasizes such traits as imagination and inclusiveness. At 61, Conaty is now easing into retirement, having passed the top job over to long-time HR colleague John Lynch ear- lier this year while agreeing to stay on to handle GE's labor union negotiations this summer. As he winds up affairs at GE, Conaty shared his advice for nurturing leaders. . DON'T BE FRIENDS WITH THE BOSS DARE TO DIFFERENTIATE Relentlessly assessing and grading employees build Too often, says Conaty, HR executives make the mis- organizational vitality and foster a true meritocracy, take of focusing on the priorities and needs of the in Conaty's view. Employees must be constantly CEO. That diminishes the powerful role of being an judged, ranked, and rewarded or punished for their employee advocate. "If you just get c performance. Welch famously talked about cutting CEO, you're dead," says Conaty. "The HR leader the bottom 10 percent of employees. Immelt doesn't locks in with the CEO, and the rest of the organiza like to fixate on hard targets. But Conaty insists that tion thinks the HR leader isn't trustworthy and can't differentiation "is what still drives this company." be a confidant." There's nothing like a bit of anxiety and the knowl- Conaty tries to counteract that risk by distanc- edge that you're being measured against peers to ing himself from Immelt in public settings. While boost performance. "We want to create angst in the few people spend more time with Immelt than system," he says. "We have evolved from being anal Conaty, he deliberately socializes with other col about what percent have to fall into each category. leagues at functions. Moreover, Conaty says he is to theExplanation / Answer
1) As a qulities of leadership, i have different meaning to be inclusive . In true sense, i understand that i have to hire those people who feel financially and on motivational ground high form the other tested candidates. While keeping interview, i used to check qualities of people which force me to make a diversified workforce to the organization and ultimately a more creative as well as innovative business organization.
2) Dare to differentiate means an effort to categorize the employees on the basis of their performance and behavior . whether any merit ranking, performance appraisal techniques or any other performance parameters are decided to measure the level of achievements of the employees or not. It will be useful in deciding the no. Of performance giving employees and no. Of low level performers within organization . For example:
No. Of working days and attendances, completed the target in terms of units , percentage and in terms of dollar values , behavioral consistency, clients feedback, reduced the cost of sales or client handling etc. might be some parameters on which employees performance might be assessed.
3) There is no fix way to measure the ability of the leadership . An employees or manager might determine their fitness , intrest and ability towards the leadership positions in the following ways:
1) What will be their response at the time of any initiatives or voluntary actions.
2) What people says about them.
3) They might take Leadership assessment test online or from the consultant to judge their ability in terms of leadership quality .
4) There is one big sign about leadership at workplace . People will ready to raise voice against the injustice or any discriminatory policies or actvities of their employers.