Performance development at

GE: Shaping Fit-for-purpose

Performance management
system

AYUSH SHARMA
VINIT B
SHIVANGI SINGH
MANAV SAHU
 Identify the need to align appraisals
and incentives to complement
company strategy

Discover success factors for working in

an agile manner in a complex
Learning organization

Objective Explore best practices in change

management

Adapt HR processes for the next

generation of workers
 In 2013, GE implemented the FastWorks program, an
initiative that utilized tools and methods adapted from start-
up methodologies to make the company more customer
centric, lean and agile.

BACKGROU With the spread of FastWorks within GE, a startling

conclusion became evident - the existing performance

ND management system might no longer be fit for the company's

new direction.

This case series follows the journey of GE's new performance

management system, By utilizing FastWorks in its
development process, the HR team was able to leverage
customer feedback and rapid prototyping to build a new
system with unique features, such as instantaneous
feedback, upward feedback and removal of employee
ratings.
 Follows a year long cycle where employees list their goals
in beginning of the year and submit self assessment against
these objectives at year end.

GE’s Parameters for rating:

Employee • Development needed

• Consistently meets expectation
• Exceeds expectation

Management Elements in EMS included :

System • Employee accomplishments
• Strengths
• Development needs
• Career interest
• Development plan
• By 2010,However EMS was showing signs of unwidely and slow
Fast
Works: A
Force for FAST WORKS
WAS
IMPLEMENTED
WAS BUILT UPON
PRINCIPLES :
“THE LEAN
INTRODUCED
SKILL SETS AND
METHODS THAT
FOLLOWED THE
APPROACHED:
“BUILD-

Internal
IN 2013 START-UP” ENABLED THE MEASURE-
LARGE LEARN”
INDUSTRIAL
CONGLOMERATE

Disruption TO BE MORE
CUSTOMER
CENTRIC, LEAN
AND AGILE.
 Identified it’s customer

Divided among 3-

REDESIGNI • GE Employees
• People Manager
NG • Senior leaders

Core understanding about:

• Pain points of the current PMS

• Expected outcome
 FRAMEWORK OF FASTWORKS

PROBLEM LEAP OF FAITH MVP’S LEARNING PIVOT OR

STATEMENT MATRICS PERSEVERE
 Suggestions from case study

FEEDBACK OPPORTUNITY REAL TIME NEW SYSTEM TRANSPARENCY

FORM TO GIVE FEEDBACK SHOULD BE
SHOULD BE UPWARD FAST AND EASY
FOR FEEDBACK TO TO
MANAGERS AS THE MANAGER ADMINISTER
WELL AS
PEERS