...SIEMENS BUILDS A STRATEGY-ORIENTATED HR SYSTEM 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. • Organizational outcomes are the results that follow from a preceding set of events and activities. In the application case, Siemens wants the following results, among others: A) Develop high-tech products and services, which also have to be very innovative and valuable B) Be a “learning company”, which means that employees have to be able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 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’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship...
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...Siemens is a 150 year old German Company, but it is not the company it was few years ago. Until recently. Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services, and also global, with over 4, 00,000 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 management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalisation 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'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 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 from employees throughout Siemens to fee! free to work together and interact, employee's have to understand the whole process, not just bits and pieces...
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...IMPACT OF HR AND BUSINESS STRATEGY ALIGNMENT ON JOB PERFORMANCE AND EMPLOYEE SATISFACTION Abstract A company’s success is determined to a large extent by the nature of its employees as well as the level of devotion that employees demonstrate. Due to this, the top managers and executives are given the responsibility for maintaining control on employee’s activities as well as the employee’s management policies through the development of the Human Resource Management Department. This shows that how important role HR plays in maintain the employees satisfied within any organization. This research study is focused on studying the impact of HR and business strategy alignment on job performance and employee satisfaction. This research used deductive approach as this study find out the impact of aligning HR with business strategy and effect of job environment on employee satisfaction. The survey questionnaire method is used to get reliable and valid results based on close ended questions having a 5-Likert scale to measure the attitude of employees and employers towards the impact of aligning HR with business strategy and effect of job environment on employee satisfaction at Siemens. The research used SPSS for analysing quantitative information by using descriptive analysis and inferential analysis. Research shows that Siemens align HR practices and business strategy. From regression analysis, it is found that alignment of Human Resource practices with the business strategies of Siemens...
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...Siemens Builds a Strategy-Oriented Hr System SIEMENS BUILDS A STRATEGY-ORIENTATED HR SYSTEM 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. • Organizational outcomes are the results that follow from a preceding set of events and activities. In the application case, Siemens wants the following results, among others: A) Develop high-tech products and services, which also have to be very innovative and valuable B) Be a “learning company”, which means that employees have to be able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 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’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined...
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...Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational corporations (MNCs) in South East...
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...major restructuring, Siemens decided it needed to realign its HR strategy with its business goals 15 NOVEMBER 2010 Daniel Shane Siemens’ human capital management system is said to be the largest cloud computing deployment in the world In summer 2008, global technology and engineering conglomerate Siemens announced plans to cut 17,000 jobs, roughly 4% of its total workforce. The company’s rationale was that it needed to become a leaner, more efficient organisation in order to prepare for the global recession that was then looming. To make sure it became more efficient, not less effective, as a result of these jobs cuts, Siemens decided that it needed to align its human resources operations with the strategic objectives of the business. “It was about having the right people for the right job,” recalls Marion Horstmann, corporate vice president of HR, “and linking employment strategy with global business strategy.” Siemens decided that the best way to achieve this was to standardise all of its global recruitment and personal development processes onto a single system. This was no mean feat, as even after huge cutbacks Siemens still employed more than 400,000 people distributed across 190 countries. “We saw strong globalisation in our business, which enforced the need for a common backbone,” explains Siemens group CIO Dr Norbert Kleinjohann. Supplier search Dr Kleinjohann decided that building the solution itself would be time-consuming and would offer Siemens “no great differentiation”...
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...examples, for Siemens, of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors. a) High technology products and services -Siemens Company established more than hundred years. The high technology nature of Siemens’ business allow employee to learn on a continuing basis. The most important thing is Siemens provide employees extensive continuing education and management development. They are also training employees for jobs that are new to them. This will not only can motivate employee to learn more but also can enhance the image of the Company itself directly. b) Team work management -team work management is essential for a corporation to be successful. This is because employee productivity is likely to be enhanced through existence of unity in the marketplace. If everyone works as a team and noticed the vision and mission of the company are going to achieve, the managers and employees will have a easier time arriving at a consensus when important decision are made. c) Expand products to global -Siemens wants to expand their business to become globalization and wants have the competitive advantage as compared to other company so the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable asset. Siemens Human Resource understands their responsibilities which is placing right person in the right job. d) Service customers well -Siemens understand how...
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...SIEMENS BUILDS A STRATEGY-ORIENTATED HR SYSTEM 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. • Organizational outcomes are the results that follow from a preceding set of events and activities. In the application case, Siemens wants the following results, among others: A) Develop high-tech products and services, which also have to be very innovative and valuable B) Be a “learning company”, which means that employees have to be able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 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’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship...
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...needs of the company. This can affect the way things are done at a business site, improving everything from hiring practices and employee training programs to assessment techniques and discipline. In this assignment strategic human resource management of the company Siemens is taken for study, since it has a strong Strategic HRM. Siemens is a leading technology business and one of the largest electrical and electronics engineering companies in the world. In the UK, it employs over 20,000 people and is in the top three electrical and electronics companies in the world. It has been a pioneer in innovation since 1843 when Siemens installed the first street light in Godalming, Surrey. In 2006, Siemens UK invested over £74.4 million on research and development. The company designs and manufactures products and services for both industrial customers and consumers. It operates in three main sectors: In industry, Siemens develops systems for transport, for example, London’s traffic monitoring for its congestion charge scheme. It is also the second largest provider of trains for major UK rail companies like FirstGroup. Siemens also provides lighting and electrical systems for major construction projects. In energy, Siemens'...
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...COLLOQUIUM includes debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators) INTRODUCTION KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences...
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...is no cohesiveness tothe staffing activities of this organization. 2. Do you think setting up a HR unit in the main office would help? Of course we think it would! Since there are HR-related problems both in the home office and in the branches, it is clear that if a personnel office were set up, it wouldneed to help to coordinate the HR activities in the branches. 3. What specific functions should it carry out? What HR functions would then be carried out by supervisors andother line managers? What role should the Internet play in the new HR organization? There is room for quite abit of variation in the answers to this question. Our suggested organization would include: HR Unit: job analyses,planning labor needs and recruiting, providing advising and training in the selection process, orientation of newemployees, managing wage and salary administration, managing incentives and benefits, providing and managing theperformance appraisal process, organization-wide communications, and providing training & developing services.Supervisors and Other Line Managers: interviewing and selection of job candidates, training new employees,appraising performance, departmental & personal communications, and training & development. Internet and HR: shiftsome activities to specialized online service portals and/or providers. Continuing Case: Carter Cleaning Company 1. Make a list of 5 specific HR problems you think Carter Cleaning will have to grapple with? Potential answers could include the...
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...Cornell University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared...
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...Siemens builds a strategy-oriented HR system case study 1. * Strategically required organizational outcomes: * Good products and good services. Products and services is always the most important thing for a manufacturing company. Siemens has become a world leader by diversifying into hi-tech products and services, it need to maintain this advantage and develop it even further to achieve more. * Going global and expand. Globalization gives big companies a chance to expand rapidly. Siemens has succeeded in going global but this is a long way, it still needs more expansion into more countries or areas that are not covered yet. * Positive brand image. A good company image is extraordinarily important to the company’s healthy development. Siemens needs to keep customers satisfied both with its products and services, which helps it to get more market share and expand even faster. * A good employee selection, training and compensation system. The company not just need to keep customers satisfied, it has to keep employees happy too. So that it can work more efficiently and effectively. * Required workforce competencies and behaviors: * Learning on a continuing basis. Siemens is in high-tech business so the nature decided that its employees need to learn new things every day. * Good teamwork. The ability to work with people is essential in such big corporation. Especially when it’s going global. * Mutual respect and appreciation of workforce...
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...Purpose of Role My role of the Head of Operations is to ensure that the strategic and business objectives as well as the values are put into practice. In conjunction with other members of staff, it is to ensure that the business operations are delivered in accordance with the strategic objectives. I am responsible for overseeing data entry, payroll, managing the HR function, helping and creating organizational and program budgets in collaboration with the CEO and other team members, and undertaking other miscellaneous tasks as and when they arise. I am responsible for ensuring organizational effectiveness by providing leadership for the organization’s financial functions. I am required to work with the staff team, and contribute to the development and implementation of organizational strategies, policies and practices. I plan, direct and manage the performance of all internal operations, so as to maintain and develop business growth in accordance with the overall strategy. Key Responsibilities These are...
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...platform Core HR: Why and how SUCCESSFACTORS / WHITE PAPER CORE HR: WHY AND HOW Core HR: Why and how Creating a global process platform Imagine today’s global talent landscape. In New York City, a marketing director shares a highly qualified candidate for a hard-to-fill management position with her counterpart in Singapore. An engineer designing a pipeline in an office in Sao Paolo finds the answer to a question about fluid dynamics from a colleague in the field in western Canada. And in Paris, three well-qualified internal candidates from three different continents arrive at company headquarters for interviews to be the next vice president of procurement. Many organizations today need to manage talent globally. Is yours one of them? The cultural, geographic, linguistic, and structural silos that divide global enterprises are smaller obstacles than ever if you have the right technology. Cloud technology — especially talent management systems integrated with core HR systems — can bridge differences and break down boundaries in your organization. However, you must create global processes that account for regional dissimilarities and accomplish three goals: • Compliance: Protect your company and your people globally and locally. • Consistency: Cut costs as you improve efficiency and mobility. • Capability: Improve the performance of your workforce. Consistent global processes can transform your enterprise. As you create your global HR and talent strategy, you can learn...
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