HR professionals supported the external Fort Worth Health Insurance facilitators. They offered technical support that helped external facilitators acquire insight into GE procedures. They offered political insight that helped external facilitators understand relationships and power distribution within the business. Finally, they offered Fort Worth Health Insurance cultural insight that shaped the efforts of the external facilitators by revealing elements of the firm’s history and by helping to find areas in which the existing culture was open to change.
Facilitators of internal transition helped GE employees to assume responsibility for examining, managing, and implementing new work processes. Internal facilitators identified and changed work processes and help task forces reduce cycle time, improve engineering efforts, reduce engineering design time, and examine purchasing times. They participated in on-going team meetings as process observers, and they served the teams as experts in Fort Worth Health Insurance skills.
Over time, as internal facilitators replaced external facilitators, cultural change was increasingly owned by GE employees. HR professionals played two roles with regard to internal facilitators. First, HR professionals who had business acumen, process skills, and worked well with management teams were at times included in the pool of trained internal facilitators that included high-talent Fort Worth Health Insurance employees from the various professionals departments and functions, for example, finance, engineering, marketing, and research. Second, HR professionals were centrally involved in the development of internal facilitator training. This was coordinated and designed centrally by the HR professionals at the Crotonville facility and adapted and implemented at all other locations by the business unit HR professionals. In both cases, the HR professionals were experts in designing and delivering the training programs that could supply a cadre of internal Fort Worth Health Insurance facilitators.
Management-owned facilitation, with each GE manager becoming his or her own facilitator, was the final stage of facilitator focus. Each manager had the ability to diagnose problems; to implement proceedings to examine problems; to demonstrate competence in work-flow assessment, simplification, and improvement; and to build commitment among team members. When the manager became the facilitator, Workout was greatly nourished; the external and internal facilitator crutches were removed, and managers walked the Workout talk. They became owners of Workout, and Workout became an on-going way of business.
