A case study

1. UNITED INSTITUTE OF MANAGEMENT
UNITED INSTITUTE OF MANAGEMENT
CASE STUDY-PRESENTATION
SUBMITTED TO: HUMAIRA KHATOON MAM

2. Mens is a 150-year-old German company, but it's not the com- y it
was even a few years ago. Until recently, Siemens focused
producing electrical products. Today, the firm has diversified
software, engineering, and services. It is also global, with more
than 400,000 employees working in 190 countries. In other rds,
Siemens became a world leader by pursuing a corporate rategy
that emphasized diversifying into high-tech products and services,
and doing so on a global basis.With a corporate strategy like that,
human resource man- ement plays a big role at Siemens.
Sophisticated engineer- g and services require more focus on
employee selection, training, and compensation than in the
average firm, and globalization requires delivering these HR
services globally. Siemens sums up the basic themes of its HR
strategy in sev- eral points. These include:
CASE STUDY

3. A living company is a learning company. The
high- tech nature of Siemens's business means
that 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
facili- tate 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
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CASE STUDY

4. support this, Siemens provides extensive
training and development. 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 pre- requisites 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
nationali- ties, cultures, languages, and
outlooks represented by its employees is one
of its most valuable assets. It therefore
engages sin numerous HR activities aimed at
building openness, transparency, and fairness,
and supporting diversity.

5. SUMMARY
Siemens is a one of the largest electrical and
electronics engineering companies in the world,
it employs 20000 people in UK. As well, in 2006
Siemens UK invested a large amount of money
(over £74 million) only on R&D, because the
company competes in a rapidly changing
environment, and their business focused on
innovation. Therefore, to keep its world-leading
position, and for growth of their business,
Siemens needs people with first class level of
skills, knowledge and capability in IT, business,
engineering and other related fields....

6. QUESTION ANSWER
.
Based on the information in this case, provide example for siemens of at
least four strategically required organizational outcomes [for example
customer service],and four required workforce competencies and
behaviours.
1) An employee selection and
compensation system that attracts and
retains the human talent necessary to
support global diversification into high-
tech products and services:
2) A "learning company" in which
employees are able to learn on a
continuing basis,
Ans. Strategically required organizational outcomes would be the
following:
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7. 3) A culture of global teamwork which will develop and
use all the potential of the firm's human resources:
4) A climate of mutual respect in a global organization.
Workforce competencies and behaviors could include:
1) openness to learning: 2) teamwork skills; 3) cross-
cultural experience; 4) openness, respect, and
appreciation for workforce diversity.

8. 2. Identify at least four of the strategically relevant HR system policies and activites
that Siemens has instituted in order to help HR contribute to achieving Siemens'
strategic goals.
1) Training and development activities to support continuous
learning through a system of combined classroom and hands-
on apprenticeship training to support technical learning:
2) Continuing education and management development to
develop skills necessary for global teamwork and appreciation
for cultural diversity,
Ans:
3) Enhanced internal selection process which includes pre-
requisites of cross- border and cross-cultural experiences for
career advancement;

9. 4) Organizational development activities
aimed at building openness, transparency.
fairness, and diversity support.

10. 3. Provide a brief illustrative outline of a strategy map for Siemens.
Ans: Student answers will vary but the strategy map should answer
the following questions:
1) What overall goals does Siemens want to achieve?
3) What employee attitudes and behaviors will
produce these operational outcomes?
2) What must Siemens do operationally to achieve its goals?
and

11. A Branch Manager is a professional charged
with managing the day-to-day operations of
a bank or financial institution's branch.
These responsibilities include developing
business plans and attaining sales goals,
delivering great customer care, and growing
revenue through increased lending activity.
CONCLUSION