Is Nuclear power division affected in the 12,000 in Global Power Business layoffs?
8 replies (most recent on top)
GE-H CEO Jay Wileman needs to go to Saudi Arabia and camp out there and try to win an order for a new plant. GE has lost out all other foreign contract to other companies so far and nothing is going to happen in US market for long long time.
No matter what you do [Six Sigma methodology, Root Cause Analysis, etc., etc.], for nuclear clearly there is no fish in the pond. So, it is waste of resources investing money in new fishing gear at this point. They need new leadership who has the ability to make things happen and bring in new business.
The post on the PD tool sounds like it was made by GE HR staff. The statement of a "5X increase in productivity" is absolutely bogus or another example of HR's inability to do basic math.
Jay Wileman (CEO GEH nuclear) in his video released this week said the "impacted" individuals would be notified next week. He also said that there would be no immediate annoucement of numbers.
ytv: Is there is a time frame for the cut back in nuclear that you know of ? Hate to see my friends working there get laid off just few days before the Holidays.
Yes, GE Nuclear in Wilmington, NC is impacted as well. There was a video message from GE-H CEO Jay Wileman stating they are taking actions & # of people impacted are small compared whole GE Power.
I'm sorry but the PD Tool that replaced the old employee review tool is worthless. This is just another perfect example of a GE approach to managing. A 5 fold increase in productivity? Really? You can't be serious. My manager knows the value I bring. This PD tool only makes it more difficult to communicate. Why not just keep a list of your projects in excel or word or something? You would have better reviews with your manager anyway. Please stop with the constant barrage of gizmos designed to make life "easier" and start making a real contribution. Sad.
Six Sigma methodology, Root Cause Analysis, Crotonville, NY leadership training and then this below was rolled out in 2016. Looks like none of it has really helped.
As managers in a large, complex organization at GE, we face a daily challenge: ensure that our employees collaborate, make quick and effective business decisions, and provide our customers with superior products and services. But like at other companies, our teams and departments tend to focus on their piece of the business — siloed behavior that causes frustration and impedes broader aims.
To cultivate empowered, collaborative, cross-functional teams, we have been experimenting with a new approach to performance development. Our teams were among the first to adopt it as part of a pilot, and we have used it to drive a fivefold productivity increase in the past 12 months. GE is now rolling it out throughout the company, and it will replace our legacy Employee Management System (EMS) by the end of 2016.
At its core, the approach depends on continuous dialogue and shared accountability. Rather than a formal, once-a-year review, managers and their direct reports hold regular, informal “touchpoints” where they set or update priorities that are based on customer needs. Development is forward looking and ongoing; managers coach rather than critique; suggestions can come from anyone in an employee’s network.