How GE HealthCare Built a Multigenerational Learning Strategy From the Ground Up

BY Ade Akin | August 22, 2025

When a corporate giant spins off a division, the new entity doesn’t just inherit legacy systems; it inherits a multigenerational workforce with vastly different learning needs. 

Gisele Fox, the chief learning officer at the newly independent GE HealthCare, welcomed the challenge. It was an opportunity to build a modern, agile learning culture from scratch.

“When you move out of your parents' house, you have to all of a sudden pay for your own phone and your own mortgage,” Fox said, describing the 2023 spin-off from General Electric. “That is how the organization had to see this whole change,” she said during a fireside chat at From Day One’s August virtual conference. Interviewed by Kim Quillen, business editor at the Chicago Tribune, Fox explored how to design training programs that resonate with everyone from Baby Boomers to Gen Z, across 183 countries.

The move pushed her team to rebuild GE HealthCare’s learning infrastructure, shifting from outdated methods to a hybrid approach tailored to a five-generation, global workforce.

Building a Learning Culture for Every Generation

The old learning playbook GE HealthCare inherited from GE was to funnel employees into multi-day, in-person classroom sessions. The pandemic shattered that model, forcing a rapid shift to 100% virtual training. However, Fox’s team quickly realized that a purely virtual approach was also insufficient. The solution they found was not choosing one over the other, but instead embracing a flexible hybrid model, “We didn’t find that one way or another is the best way,” she said. 

The key was recognizing that people learn differently. Some are hands-on, some need time to process information, and others are note-takers. An effective program must cater to the individual, not just their generation.

Gisele Fox of GE HealthCare spoke with Kim Quillen of the Chicago Tribune during the session about "The Multigenerational Approach to Learning in Today’s Workplace" (photo by From Day One)

To meet these varied needs, Fox’s team designed a multi-stage learning journey. It starts with pre-training online modules that allow self-starters to absorb foundational knowledge on their own time. A live virtual or in-person session for deeper dives follows this. Afterward, learners can access frequently asked questions and talk to experts. 

GE HealthCare’s new learning model was developed with the understanding that bombarding new hires with information they won’t use for months isn’t optimal for learning. “If you provide too much training too early in the process, it can be overwhelming,” Fox said. Instead, GE HealthCare focuses on “just-in-time” learning, providing a resource library that employees can access the moment they need to apply a new skill.

This concept of “just-in-time” means different things to different people. A seasoned veteran might need a quick refresher on a new product feature, while a new graduate might also need training on how to interact with clients or negotiate deals.

Innovating With Micro-Learning and Listening to the Business

Staying relevant means constantly experimenting with new formats. Fox says that the classic 100-page employee guide is obsolete for much of today’s workforce. “The generation that we see coming into the workforce will not survive by giving [them] a 100-page booklet,” she said. Instead, her team creates micro-learning videos: quick, TikTok-style presentations that grab attention and allow users to dive deeper if they’re interested.

Fox’s team uses a multi-pronged approach to identify skill gaps, which includes an annual employee survey, close partnerships with business leaders, and direct feedback from frontline staff. “My team very often will call and send texts directly to the sales team, marketing teams, and just ask them, ‘What can I do for you? What can I make or share that will make your job easier?’”

Ultimately, the success of any L&D program is inextricably linked to company culture. At GE HealthCare, the culture encourages non-linear career growth. Employees are supported if they want to pivot to a new role, and managers actively partner with L&D to provide the necessary training, says Fox. 

This creates a powerful sense of relevance and value. “People want to be relevant,” Fox said. “If you provide the opportunities for them to increase their knowledge and their skills, it will provide satisfaction to the workforce.” 

Fox offered some advice for learning professionals looking to implement a more generationally aware strategy: listen before you act.

She recalls her experience training diverse audiences, from engineers to salespeople. Engineers require methodical, detailed presentations, while salespeople need information delivered in 30-second, visual bursts. “We are very quick as humans to apply our previous experience and utilize that going forward,” she added. “My takeaway would be, take a moment to listen to your audience. Learn what the business needs before you quickly come up with a solution.” By doing so, L&D leaders can build the agile, responsive programs that a multigenerational workforce needs by prioritizing listening over preconceived solutions.  

Ade Akin covers workplace wellness, HR trends, and digital health solutions.

(Photo by SDI Productions/iStock)

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