Application
Case
Siemens
Builds a Strategy-Oriented HR System
Siemens is a 150-year-old
German company, but it's not the company it was even a few years ago. Until
recently, Siemens focused on producing electrical products. Today the firm has
diversified into software, engi¬neering, and services. It is also global, with
more than 400,000 employ¬ees working in 190 countries. In other words, Siemens
became a world leader by pursuing a corporate strategy that emphasized
diversifying into high-tech products and services, and doing so on a global
basis.
With a corporate strategy
like that, human resource management plays a big role at Siemens. Sophisticated
engineering and services re¬quire more focus on employee selection, training,
and compensation than in the average firm, and globalization requires
delivering these services globally. Siemens sums up the basic themes of its HR
strategy in several points. These include:
1. A living company is a learning company.
The high-tech nature of Siemens' business means that employees must be able to
learn on a continuing basis. Siemens uses its system of combined classroom and
hands-on apprenticeship train¬ing around the world to help facilitate this. It
also offers employees extensive continuing education and management
development.
2.
Global teamwork is the key to developing
and using all the potential of the firm's human resources. Because it is so
important for employees throughout Siemens to feel free to work together and
interact, employees have to understand the whole process, not just bits and
pieces. To support this, Siemens provides extensive training and devel¬opment.
It also ensures that all employees feel they're part of a strong, unifying
corporate identity. For example, HR uses cross-border, cross-cultural
experiences as prerequisites for career advances.
3.
A climate of mutual respect is the basis
of all relationships— within the company and with society. Siemens contends
that the wealth of nationalities, cultures, languages, and out¬looks
represented by its employees is one of its most valuable assets. It therefore
engages in numerous HR activities aimed at building openness, transparency, and
fairness, and support¬ing diversity.
Questions
3-18. Based on the
information in this case, provide examples for Siemens of at least four
strategically required organizational outcomes, and four required workforce
competencies and behaviors.
3-19. Identify at least
four strategically relevant HR policies and activities that Siemens has
instituted in order to help human resource management contribute to achieving
Siemens' strategic goals.
3-20. Provide a brief
illustrative outline of a strategy map for Siemens.
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Outcomes important
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