This document summarizes a case study on Siemens, a large German manufacturing company. It discusses how Siemens has diversified into new industries globally. The company sees human resource management as playing a big role, so it has instituted strategic HR policies and activities. These include extensive training to support lifelong learning and global teamwork, as well as fostering mutual respect among its diverse 400,000+ employee workforce. The case is then discussed in terms of Siemens' required organizational outcomes, workforce competencies, relevant HR systems, and an illustrative strategy map.

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. OUTLINE
I
• Summary application
case
II
• Answer questions
III
• Discussion

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. 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. 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. 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. 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. ANSWER
4 strategically required organizational outcomes:
Value based products
( Innovation/Solutions)
Technology Efficient
Team work management
Social Roles
( Personal Accountability)

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. 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. 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. QUESTION 3:
Provide a brief illustrative strategy map for Siemens

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. PART 3: DISCUSSION
“Siemens Builds a Strategy Oriented HR System”