Siemens is a 150yearold German company but its not the com p

Siemens is a 150-year-old German company, but it’s not the com- pany it was even a few years ago. Until recently, Siemens focused on producing electrical products. Today, the firm has diversified into software, engineering, and services. It is also global, with more than 400,000 employees 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 man- agement plays a big role at Siemens. Sophisticated engineer- ing 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: 1. 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 support this, Siemens provides extensive training and de- velopment. 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 in numerous HR activities aimed at building openness, transparency, and fairness, and supporting diversity.

Questions 3-16. 3-17. 3-18.

1. Based on the information in this case, provide examples for Siemens of at least four strategically required organizational outcomes (for example, customer service), and four required workforce competencies and behaviors.

2.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’s strategic goals.

3. Provide a brief illustrative outline of a strategy map for Siemen

Solution

1. Based on the information on the case , following are the four strategically required organizational outcomes and four required workforce competencies and behaviour-----------------

1. Producing new high tech product and services.

2. Expanding product and services in another countries.

3. Consistently providing quality service to the customer,

4. A climate of mutual respect is the basis of all relationship within the company and with society .

Four competencies and behaviours are--------------

1. Hire and train employee to provide superior customer service.

2. Diversified workforce , ie cross culture experience.

3. Team work skill, global teamwork is the key to developing and using all the potential of the firm human resources.

4. The company need throughly trained individuals.

2. Following are the four strategically relevent HR policies and activities that siemens has instituted in order to help human resource management contribute to achiving siemens strategic goals-------

1. Siemens has provide continuing education.

2. Challenging the employees with more challenging responsibilities through team work.

3. It can also helping the employees to adopt different culture, and languages to create the transperancy and openness in the system.

4. It can also provide the extensive training for global network.

3. Following are the strategy map of Siemen-------------

1. Financial perspectives are------

1. Growth.

2. To grow the revenues.

2. customer perspectives--------------

1. provide high tech product and services to their customer.

2. provide superior customer services to their client.

3. Learning and growth-----

1. provide continuing education.

2. proper management development.

4. Internal perspectives-------------

1. there is diversity in the work culture.