From Industrial to Digital Industrial:

A Culture Shift

David Sperl Sr. HR Director, GE Healthcare

February 3, 2017

2GE Title or job number

2/7/2017

TO BE DESIGNED

Digital + Industrial

3GE Title or job number

2/7/2017

FastWorksThe way we work

GE BeliefsThe way we act

and lead

GE BeliefsThe way we act

and lead

Customers determine our success

Stay lean to go fast

Learn and adapt to win

Empower and inspire each other

Deliver results in an uncertain world

5GE Title or job number

2/7/2017

Performance

DevelopmentThe way we grow and

develop

Culture of simplification GE

BELIEFS

Settingthe expectations

Defining the behaviors

FASTWORKS

Providing tools & mindset for growth

Applying the principles every day

PERFORMANCEDEVELOPMENT

Supporting new behaviors

& approach

Driving accountability

Rewarding for outcomes

BETTERCUSTOMER OUTCOMES,

FASTER

Enabling the way we work

PD in the news

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August 12, 2015 | View here

August 13, 2015 | View here

August 17, 2015 | View here

August 14, 2015 | View here

June 8, 2016 | View here

Nov 14, 2016 | View here

Oct 29 ,2015 | View here

The people aspect of culture change:

How did we get started?

Discovering and listening

Internal

FeedbackReality check

External

benchmarking

“We need a more continuous, fluid

process vs. an event driven one”

“GE has a good culture of downward

feedback …opportunity for upward and

peer feedback”

“Too much time spent looking

backward”

Identifying the problem

Employees

Employees believe that our current performance management approach does not

offer a personal connection to goals, individual development and career aspirations

Managers

Managers believe that our current performance management approach does not

effectively give them the ability to inspire, engage and lead their teams to the best

possible performance

Senior Leaders / Organization

Our current performance management approach lacks the

ability to improve individuals’ and teams’ performance and develop

our employees in support of GE’s business needs and evolving culture

HR function to help shape culture and offer innovative thinking as trusted advisors and strategic business partners

Potential Solution

11

Performance Development

Ongoing conversations

Focusing forward

More informal and

actionable

Conversation-driven

Insights

Impact > Labels

Performance Management

Twice-a-year discussions

Looking backward

Formal and forgettable

System-driven

Top-down approach

5-point rating

Performance DevelopmentA real-time, integrated approach focused on performance, learning and development to support a fast, agile and customer-focused company

Compliance/

Monitoring

Tools

Efforts

Behaviors

Outcomes

Ritual Impact

Coaching

Giving/

receiving

insight

Priority

setting

Career

dialogue/

navigation

Coaching

& ongoing

touchpoint

s

Performance Development

13

Colleague Insights

DEC

Ongoing

Touchpoints

Priority Setting

Touchpoint

JANUARY DECEMBE

R Measure

Impact

Supported by simple technology & data science

Summary

Touchpoint

14

From long, formal forms to a simple App

Digital tools as enabler

Measuring impact, integrated transformation

Payfor Performance

172014 Learning Template

77%

Managers’ self-reported ability to

differentiate as well as, or more

simply than without ratings

THE

SAMEAverage Merit and Bonus increase

between rating and no rating

populations

Salary & Bonus Planning

Some learnings

Some learnings

• Culture Change to

Digital: agility and

learning

• Language = mindset =

behaviors

• This is a personal

transformation

• Focus on people

leaders

From Industrial to Digital Industrial

Q&A