通用電氣公司在識別新領域和創新方面有着無可挑剔的眼光。他們已經持續了幾個世紀，因爲這個獨特的視角是從公司成立之初就開始發展起來的(Becker, and hus, 2006)。這一過程的第二步是規劃HR未來需要什麼。在這一過程中，公司的戰略目標是初步確定的。從這一點可以看出員工現有的潛力。這兩個因素將進行比較。比較分析結果將決定公司的發展方向(Collins, and Clark, 2003)。它們將適應將影響各組織的外部挑戰。公司內部框架採用微觀環境因素和宏觀環境因素。從這一點出發，公司將確定公司所需的確切人力資源，以確保更高的生產率(Tsui, and Wu, 2005)。這是一個非常微妙和最重要的因素，用於解決組織。這將考慮所需要的技能、所需要的員工、影響工作的經濟狀況以及吸引新員工的能力等因素。在通用電氣內部已經採取了許多措施(Collins, and Clark, 2003)。他們不斷開發他們的工具，並有一個動態的戰略，以保持在競爭。因此，公司採取了一些新的舉措(Purce, 2014)。除非員工們不斷地進行專業發展，否則他們將在本公司逐步被淘汰。
There is a high level of competition that exists in the companies owing to this level of scrutiny and importance given to individual performance metrics. This has been criticized by the analysts because they state that this would lead to unhealthy competition within the company.
GE company has an impeccable vision when it comes to identifying newer areas and innovation. They have been sustaining over centuries because of this unique perspective that has been developed from the time of inception of the company (Becker, and Huselid, 2006). The second step of this process is to project what the HR needs for the future. The strategic objective of the company is noted initially in this process. From this the existing potential of the employees are noted. These two factors will be compared. The comparative analysis results would determine the direction for the company (Collins, and Clark, 2003). They will accommodate the external challenges that would affect the organizations. Internal framework for the company, micro environmental factors and the macro environmental factors would be used for the company. From this the company would determine the exact human resources that are required for the company to ensure that there is a higher rate of productivity (Tsui, and Wu, 2005). This is a very nuanced and the most important factor that is used to address for the organization. This will factor in stances such as what skills sets that are requires, staff that are required, economy affecting the work and the ability to appeal to the newer employees. Within GE there are a number of initiatives that has been undertaken (Collins, and Clark, 2003).. They are constantly developing their tools and have a dynamic strategy to remain in the competition. hence there is a number of newer initiatives undertaken by the company (Purce, 2014). Unless the personnel indulge in continual professional development they will be phased out in this company.