Talent Development at General Motors

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"We knew we needed to create a culture that the next generation could see as a place to play a role in and make a difference."

"We knew we needed to create a culture that the next generation could see as a place to play a role in and make a difference."

Michael Arena

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Chief Talent Officer

Chief Talent Officer

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General Motors

General Motors

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At General Motors, Michael Arena is responsible for talent management across the company, leadership development and learning, global talent acquisition, people analytics, and cultural transformation.

At General Motors, Michael Arena is responsible for talent management across the company, leadership development and learning, global talent acquisition, people analytics, and cultural transformation.

How has your company's shift to new technology changed talent development at your organization?

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We are much more engaged in the businesse's transformation. For example, rather than traditional classroom activities, we engage leaders in real business challenges using methodologies such as design thinking and agile development. We then reflect on the learning process as an outcome of solving problems.

We are much more engaged in the businesse's transformation. For example, rather than traditional classroom activities, we engage leaders in real business challenges using methodologies such as design thinking and agile development. We then reflect on the learning process as an outcome of solving problems.

What are currently the three most important components of talent development at your company?

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We continue to focus on getting the best people possible into the organization, but we are also ensuring that they are properly assimilated so that they can excel. Focus on GM's cultural behaviors is also growing more important. Finally, with 40 percent of the organization being new in the past four years, we have recently focused on developing great people leaders much deeper in the organization.

We continue to focus on getting the best people possible into the organization, but we are also ensuring that they are properly assimilated so that they can excel. Focus on GM's cultural behaviors is also growing more important. Finally, with 40 percent of the organization being new in the past four years, we have recently focused on developing great people leaders much deeper in the organization.

Where does learning and talent development fit into the organizationaL chart?

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I'm responsible for enterprise talent management, leadership development and learning, and the broader cultural transformation activities. The head of leadership development and learning reports to me and handles most of the development activities.

I'm responsible for enterprise talent management, leadership development and learning, and the broader cultural transformation activities. The head of leadership development and learning reports to me and handles most of the development activities.

General Motors Organization

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HR

HR

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Chief Talent Officer

Chief Talent Officer

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Leadership Development and Learning

Leadership Development and Learning

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CEO

CEO

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Source: General Motors

Source: General Motors

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Read more from CTDO magazine : Essential talent development content for C-suite leaders.

Read more from CTDO magazine: Essential talent development content for C-suite leaders.