Human resources strategy, SIEMENS

Résumé du document

Electrical and electronic engineering constitute the backbone and hence the identity of the SIEMENS group which celebrated 160 years of existence in 2007. This company has several basic trade segments such as: energy, industry, telecommunications, information, transport, and health etc. In 2007, it had revenue of 108.6 MD. The group has 398 000 employees, of which about half are in Germany, which is the native country of SIEMENS. The company is present in 190 countries throughout the world. The different markets where SIEMENS is involved are expanding globally, and the competition is intensifying. While it is already the World or European leader on the majority of its markets, Siemens must adapt to preserve its competitive advantages. Employees are the centre of the company, and a lot of importance is given to performance evaluation. Many decisions that are taken are linked to the result of this evaluation such as promotions, salary increase or request for formation. Thus performance evaluation is the central element of any policy of human resource strategy.

Extraits

[...] And time to time Siemens employees intervene to make a class work. That permits student to familiarize with the workers. The partnerships have to be diversified in different areas like business, technology C. Before SIEMENS, SIEMENS: A right start for a career Every student might be SIEMENS workforce of tomorrow. A good workforce is a well trained, well taught workforce. That's why Siemens involvement begins before recruiting. SIEMENS Professional Education offers vocational and higher education programs to prospective apprentices and students. [...]

[...] This action deserve Siemens workforce of tomorrow and Siemens image. Often Germany's style of dual vocational system is exported. It is a combination of classroom training in technical college and practical, hands-on training in industry. In the regional companies, it helps raised qualification levels among employees and increased the quality of local content. In 27 countries in Europe, Asia, the Americas and Africa apprentices are currently taking part in locally aligned training programs to acquire the skills they need for a particular trade or occupation. [...]

[...] Employee can be motivated with awards like traveller cheques for the best employee of the month. B. Attract the young talents Recruiting the best student: Some conferences are made in the higher school and professionals working in the same field as the student are here to answer their questions. Trainees have to be considered like employees and give a positive image of Siemens at their school. Student are then future. Special works are created for the student and special entities which take care of them. Remuneration and accommodation allowance are given. [...]

[...] Around this reference frame, various tools are installed on each shutter of the management policy. As regards evaluation for example, the reference frame is used within the framework of the traditional annual talks of evaluation, but also in talks known as style of management which take place every two years according to the technique of the 360° evaluation: the manager is evaluated by his senior in 16 HUMAN RESOURCES STRATEGY rank, but also by his collaborators who are invited to come to a conclusion about his style of management thanks to questionnaires or meetings of group. [...]

[...] Day of presentation: Create days of presentation for the new employees, in the course of which we present companies, his staff and all infrastructures provision to them. V. Conclusion This human resource strategy show that this society is open to the new fundamental movement of the its market. Siemens likes recruit students and new talent in order to achieve theirs targets and objectives. The more important way for Siemens is respect of human rights and happiness of employees for growing in the future. [...]