Siemens builds a strategy oriented hr system


Published on

  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Siemens builds a strategy oriented hr system

  1. 1. HUMAN RESOURCE MANAGEMENT K56-BA GROUP PRESENTATION CHAPTER 3 APPLICATION CASE “SIEMENS BUILDS A STRATEGY ORIENTED HR SYSTEM” Group 1 1. Do Phuong Anh 2. Ko Yun Ah 3. Cao Thi Ha Duyen 4. Bui Thi Thu Hien 5. Pham Thi Thuy Nhung 6. Vu Thi Loan 7. Nguyen Thu Quynh 8. Hong Il Kwon
  2. 2. OUTLINE I • Summary application case II • Answer questions III • Discussion
  3. 3. PART 1 SUMMARY  Siemens is a 150-year-old German company focused on producing electrical products.  Recently, the firm has diversified into software, engineering, and services, and is also global, with over 400,000 employees working in 190 countries.  Human resource management plays a big role at Siemens
  4. 4. 1.1 A LIVING COMPANY IS A LEARNING COMPANY  As for the working environment of its field, employees must be able to learn on a continuing basis.  Siemens uses its system of combined classroom and hands on apprenticeship training around the world to help facilitate this.  Employees are also provided extensive continuing education and management development.
  5. 5. 1.2 GLOBAL TEAMWORK  In order to make them feel free to work together and interact, employees have to understand the whole process.  To support this, Siemens provides extensive training and development.  To ensure that all employees feel they are part of a strong, unifying corporate identity.
  6. 6. 1.3 A CLIMATE OF MUTUAL RESPECT IS THE BASIS OF ALL RELATIONSHIPS  Siemens contend that the wealth of every aspects representative by its employees is one of its most valuable assets.  Therefore, engaging in numerous HR activities aimed at building openness, transparency and fairness, and supporting diversity.
  7. 7. PART II. ANSWER QUESTIONS Question 1: 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
  8. 8. ANSWER 4 strategically required organizational outcomes: Value based products ( Innovation/Solutions) Technology Efficient Team work management Social Roles ( Personal Accountability)
  9. 9. Learning Enviroment Diversified work force Dedication help them to achieve their strategic goals Improve orientation selection and dismissal procedures Workforce Workforce competencies and behaviors could include:
  10. 10. QUESTION 2: Identify at least four of the strategically relevant HR system policies and activities that Siemens has instituted in order to help HR contribute to achieving Siemens’ strategic goals.
  11. 11. ANSWER 1. Training and development activities 2. Continuing education and management development 3. Enhanced internal selection process 4. Organizational development activities aimed at building openness, transparency, fairness, and diversity support.
  12. 12. QUESTION 3: Provide a brief illustrative strategy map for Siemens
  13. 13. ANSWER Financial Aims Profits and Shareholder Values Grow Revenue High Technological products Customer Aims Attract and keep customers Learning Environment Mutual social respect Internal Operations Dedicated Team works Employees Considerations Diversified Workforce
  14. 14. PART 3: DISCUSSION “Siemens Builds a Strategy Oriented HR System”