In the earlier times, only cash, shares etc. were considered the ‘capital’ for the organization. But with the changing times, the organizations have realized that ‘people’ are its most important resource and they belong to what we term as ‘capital’. Organizations have realized that besides the physical resources (Physical resources are tangible items that the organization uses to get its work done, such as laptops, stationery, printing machines, cooking supplies, mobiles, internet connection etc.) and financial resources (such as allotted funds for various expenditures and budgets fixed and made available to the organization), an organization also has resources which compliment the organization behavior; resources like knowledge, ability, skills acquired decision-making and intelligence of the employees.
Because of the value that people add in the organization, it is essential that organizations realize their importance and take measures to ensure that the needs and expectations of their workforce are fulfilled, regardless of their contribution or the nature of their job. The people who are the resources acting behind the scene, working and contributing to the organization, are the most valuable resources that a company possess and can utilize to create a competitive advantage for themselves.
(Vleet, 2011)
Siemens believe that the people who have the spark to make a difference and do something in life, they are always welcomed and are trained and developed. At Siemens, they have various training and development programs, they value people a lot. Siemens basically believes that their company is run by its employees and they must be taken utmost care of. Siemens also sharpens the skills of the people from time to time so that to ensure continuous employ
ee development keeps going on and on.
Table of Contents
1. Introduction
2. Part One
2.1 Organization studied: Siemens
2.2 Importance of people in Siemens
2.3 Employee resourcing in Siemens
2.4 Employee development in Siemens
2.5 Role of HR in Siemens
3. Part Two
3.1 Key Findings
3.1.1 Key Findings: Importance of People
3.1.2 Key Findings: Employee Resourcing
3.1.3 Key Findings: Employee Development
3.1.4 Key Findings: HR and its role
4. Conclusion
Objectives and Research Focus
This document critically examines the strategic significance of the workforce and human capital management within Siemens. It explores how a global organization navigates talent acquisition, employee development, and the evolving role of the Human Resource department to maintain competitive advantage.
- Significance of human capital as organizational "capital"
- Siemens' specific recruitment and workforce planning strategies
- Employee development programs and career growth initiatives
- The shifting role of HR from transactional to strategic management
- Impact of motivation and employee engagement on organizational performance
Excerpt from the Book
Employee resourcing in Siemens
Siemens as an organization has realized the importance of attracting and retaining talented employees that can provide them with a competitive advantage. The importance of attracting and retaining employees in the area where shortage of skill-sets occurs has led to an intense competition between the corporate players. Therefore the onus is on Human Resource Department of Siemens to make their Recruitment and Selection Process effective under the umbrella of the HRM function to make sure that only the skilled staff is employed. However the organization realizes that this is not an easy task and the success depends a lot on the kind of skill, knowledge and personal attributes being sought, their availability within the market and the existing economic circumstances.
Workforce planning: It is one of the core HR strategies of Siemens which ensures that right people are made available at right time and at right place for the fulfillment of long-term and short-term objectives. (Wyatt, n.d.)
It typically starts with the framing of the business strategies, developing objectives and people management strategies. Quantitative and qualitative information regarding the workforce in the organization is consolidated and studied in order to find out the current requirement and the changes in the strategies that need to be made in order to meet the strategic requirements of the organization.
Summary of Chapters
Introduction: This chapter highlights the transition of 'people' from mere staff to 'capital' and essential resources, establishing the premise that organizational success relies on the value, training, and development of employees.
Part One: Provides an overview of Siemens as a global entity and examines its internal practices regarding workforce planning, recruitment, employee training programs, and the strategic responsibilities of the HR function.
Part Two: Presents an analysis of key findings, focusing on the practical application of HR policies and their impact on employee retention, motivation, and the ongoing development of staff across various levels.
Conclusion: Summarizes the study, confirming that the organizational strategies for human resource management at Siemens are critical for maintaining global competitiveness through effective talent development.
Keywords
Siemens, Human Resource Management, Employee Resourcing, Workforce Planning, Employee Development, People Excellence, Talent Retention, Motivation, Competitive Advantage, Organizational Culture, Recruitment, Strategic HRM, Employee Engagement.
Frequently Asked Questions
What is the primary focus of this case study?
The study focuses on analyzing the importance of workforce management, employee resourcing, and development practices within the global organization Siemens.
What are the central thematic fields discussed?
The central themes include recruitment strategies, training and development programs, the evolution of the HR role, and the connection between employee satisfaction and organizational success.
What is the core research objective of this work?
The goal is to critically analyze how Siemens acquires, manages, and develops its human resources to sustain its competitive advantage in the global market.
Which scientific methodology is applied?
The study employs a descriptive case study approach, utilizing internal organizational practices and existing literature to analyze human resource management processes.
What does the main body of the document cover?
The main body covers organizational structure, hiring trends, detailed employee resourcing processes (workforce planning), specific development programs like apprenticeships, and the strategic shift of the HR department.
Which keywords characterize this publication?
The work is defined by terms such as Human Resource Management, Employee Resourcing, People Excellence, Talent Retention, and Competitive Advantage.
How does Siemens utilize the "People Excellence" strategy?
People Excellence is Siemens' approach to human resource management that emphasizes high-performance culture, delegating leadership, and creating an environment where employees feel valued and motivated.
What role do apprenticeships play in Siemens' development strategy?
Apprenticeships are a core component of Siemens' entry-level strategy, allowing school leavers and graduates to gain hands-on job experience and classroom training, ensuring a pipeline of skilled talent tailored to company needs.
- Quote paper
- Sherry King (Author), 2014, Workforce, employee resourcing and development and the role of human resources, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/269802
