1.

Based on the information in this case, provide examples, for

Siemens, of at least three strategically required organizational
outcomes and three required workforce competencies and
behaviors.
Every company must produce strategically relevant outcomes and make a plan of
required workforce competencies and behaviors in order to achieve its strategic goals.

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, thus
defining the following outcomes and competences:

1) Outcome: developing new high-tech products

Competence: participate in training and development, and be willing to work

proactively (be generative) to find new and novel solutions.

Most companies make it a goal to find employees that already have a specific set of
skills prior to hiring them on board.  Although employees may have the skills when you
hired them, you cannot expect their knowledge to continue as technology does without
ongoing training. The best thing a company can do is provide employee training for
things like software, management, and even quality control on a continuous basis.

The right employee training, development and education provides big payoffs for the
employer in increased productivity, knowledge, loyalty, and contribution to general
growth of the firm. In most cases external trainings for instance provide participants with
the avenue to meet new set of people in the same field and network. The meeting will
give them the chance to compare issues and find out what is obtainable in each other's
environment. This for sure will introduce positive changes where necessary.

2) Outcome: expanding products and services in different countries

Competence: ability to adapt to different nationalities, cultures, and languages

Globalization is one of the key Siemens strategies. It understands that global workforce
development, cultural training and language learning as an investment that very quickly
brings valuable returns. Despite the challenges, many major companies and an
increasing number of small businesses report record profits from their involvement in
global trades. This trend will undoubtedly continue. The best shot for remaining
competitive is to make the adjustments to deal with the realities of operating in a global
economy.

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Expanding on a global basis, employers and employees must respect and work with the
cultural differences of diverse workers. Employees also must learn skills that are
internationally recognized, so that they can move without difficulty between today’s jobs
in this country and tomorrow’s jobs in another.
To become globally competitive, workers need to develop new social skills, attitudes
and behaviors, along with the flexibility necessary to communicate and work with clients
and suppliers in other languages and from other cultures.

3) Outcome: delivering high-quality products and services to customers

Competence: ability to learn on a continuing basis

Siemens’s well-trained, highly motivated employees are critical to the goal of meeting
and exceeding their customers’ expectations. Therefore, they invest considerable
resources in training them, upgrading their professional qualifications, safeguarding
their health and assuring their welfare.

Siemens is committed to getting better every day in all it does, as individuals and as
teams. By better understanding consumers' and customers' expectations and
continuously working to innovate and improve products, services and processes,
Siemens will "become the best."

2. Identify at least three strategically relevant HR systems policies

and activities that Siemens has instituted in order to help human
resource management contribute to achieving Siemens’
strategic goals.

Once the Human Resources manager knows what the required employee
competencies and behaviors are, he or she can turn to identifying the HR activities and
policies that will help to produce them.

Siemens HR Policies and activities:

1) Attracting, identifying, and hiring the most qualified applicant for the job

In essence, an HR strategy should aim to capture "the people element" of what an

organization is hoping to achieve in the medium to long term, ensuring that:

 it has the right people in place

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  it has the right mix of skills
 employees display the right attitudes and behaviors, and
 employees are developed in the right way.

To drive this initiative, the function of Chief Diversity Officer (CDO) was established in
November 2008. The primary responsibility of the CDO is global diversity management.
One of his or her main objectives is to ensure that Siemens’ management is filled with
the best possible people and that it better represents the breadth of the company’s
global talent pool and better reflects the diversity of the company’s customers and
younger employees. The goal is to ensure the diversity – as well as processes that
foster diversity – are embedded throughout the company by 2011.

This will not be achieved by quotas, however. The guiding principle remains “recruiting
the best, hiring the best, retaining the best.” In order to measure progress, Siemens
has developed a series of parameters to better record diversity. They refer to five fields:
Expertise, diversity on all levels, the composition of our top talent pools, culture and
branding as well the mix of experience.

Their understanding of diversity is that it is the inclusion and creative collaboration of

different cultural backgrounds, experiences, types of expertise and individual qualities,
across all levels of our company.

2) Providing employee extensive continuing education and management

development

Employee development and training is another vital HR activity that Siemens pursues.
HR is responsible for researching an organization's training needs, and for initiating and
evaluating employee development programs designed to address those needs. These
training programs can range from orientation programs, which are designed to
acclimatize new hires to the company, to ambitious education programs intended to
familiarize workers with a new software system.

A solid employee-development program can mean the difference between a successful

company and one that struggles. Indeed, the company's chances for growth are closely
aligned with its commitment toward fostering employee development. More and more
workers are looking for employers who can help them increase their knowledge and
skills. 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
employee extensive continuing education and management development.
It's no longer enough to offer a conventional benefits package. Companies that want to
attract -- and retain -- valuable people on staff need to actively participate in their

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employees' growth and development. It's rewarding for employees to expand their
knowledge base and take on new challenges.

3) Making working environment a global diversified teamwork

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.

All Siemens people are part of a global team, committed to working together across
countries and throughout the world. Only by sharing ideas, technologies and talents can
the Company achieve and sustain profitable growth.

Different cultures, people, traditions, and environment bring a depth and variety of ideas
to business that cannot come from any other source. They are the keys to finding new
solutions to business challenges and new opportunities from unique insights. Creating
an inclusive environment is absolutely critical to ensure that we can benefit from these
diverse viewpoints, diverse ideas and diverse perspectives

To meet the challenges of global megatrends and to benefit from the opportunities they
offer, Siemens needs to stay ahead of the curve. They are well placed to do this. The
company is in daily contact with customers in all parts of the world, serving them from a
global employee base. Being able to attract and retain high-caliber talent globally and
having systems in place with which to build superior international teams are already
among their great strengths. With Siemens’ Diversity Initiative, their goal is now to make
Siemens even stronger in this area.

Diversity – A success factor for Siemens

The megatrends of urbanization, demographic change and climate change are

transforming the face of their world. Siemens is well-positioned to respond to the
challenges posed by these developments – but being able to respond to issues such as
these demands that Siemens continually works to strengthen its position as an
innovation leader.

Siemens is in contact with over two million customers daily. These customers, in every
corner of the globe, expect Siemens to understand their unique needs and concerns.
This requires the best people. And this is precisely what the Diversity Initiative aims to
do: help Siemens build superior teams with broad strengths and a wide range of skills.

In order to successfully compete in their increasingly globalized economy, businesses

must understand and incorporate diversity. Those who do this successfully will be able
to take advantages of growth opportunities, and will be better able to respond to

HUMAN RESOURCE STRATEGY (1): KOSHKAROVA ANASTASIYA

customers. Siemens does business in 190 countries throughout the world. For Siemens
to succeed in such an international marketplace, its employee base must reflect the
diversity of its customer base. Just in the ten largest Siemens Regional Companies
alone, people from 140 different nationalities work together. Siemens already has a
huge head start when it comes to diversity.

And diversity is about more than just good deeds; it’s about good business! Almost all
Fortune 500 companies now have diversity programs, as do most of Siemens’ corporate
accounts. Clearly, diversity is an important competitive advantage.

For an integrated technology company like Siemens, with operations around the world,
diversity is of particular importance. Research demonstrates that diverse workplaces
are happier and more interesting. Diverse companies find it easier to attract people, job
satisfaction is enhanced, and diverse teams are more productive and creative. For a
company like Siemens that depends on innovation, it must do all it can to nurture this
innovation power. This was the thinking behind Siemens’ Managing Board’s decision to
launch the Siemens Diversity Initiative.

Summary:

Siemens cite their people as their primary source of competitive advantage. Successful
companies continuously identify and adopt innovative human resource management
policies and practices to sustain that advantage. More importantly, they structure work
and design training, performance management, pay, and reward policies to help
members of the organization succeed in achieving desired organizational outcomes. In
other words, they integrate and align HRM policies and practices to reinforce employee
behaviors that can best realize the leaders' strategic intent. The set of policies and
practices that collectively make up a company's HRM system is the critical management
tool for communicating and reinforcing the leaders' strategic intent.

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 3. Siemens as we know is an MNC. Analyze its legal influences in
the areas of Employee Relations with reference to its operations
in Dubai.

Labor and Social policy

Global standards for all employees

Siemens is bound by local statutory labor and social regulations in all of the countries in
which they do business and they align their policies with key international standards.
Their globally binding Business Conduct Guidelines reflect this.

One of their guiding principles as a company is to provide their employees worldwide

with development and advancement opportunities through
training and education programs, to ensure high standards of
workplace and health and safety, and to protect employees’ rights as individuals.

As a company with manufacturing facilities and sales and administrative offices in

almost all of the world’s countries, they operate in compliance with requirements laid
down in local labor and social legislation and are committed to supporting international
standards. The Business Conduct Guidelines, which are incumbent on all Siemens
employees, follow fundamental principles contained in key international declarations
and guidelines:

 The Universal Declaration of Human Rights (UN) of 1948

 The European Convention for the Protection of Human Rights and Fundamental
Freedoms, 1950
 The Tripartite Declaration on Principles of the ILO
 The OECD Guidelines for Multinational Enterprises
 Agenda 21

Although these declarations and guidelines are directed mainly at countries, Siemens
attaches great importance to abiding by them and expects its suppliers and business
partners to do the same.

As an active member of the United Nations’ Global Compact, they seek to help abolish
forced labor and child labor all over the world and to promote the freedom of
association.

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Legal compliance and equal opportunities

The Business Conduct Guidelines obligate employees at every level within their
organization to abide by laws and statutory regulations (Compliance) and to embrace
the principles of mutual respect, honesty and integrity. The Guidelines also establish
nondiscrimination as a key global principle – in collaboration between Siemens
employees and in dealings with external partners:

“They respect the personal dignity, privacy, and personal rights of every individual. They
work together with women and men of various nationalities, cultures, religions, and
races. They tolerate no discrimination and no harassment or offence, be it sexual or
otherwise personal (…)”

In an international organization like Siemens, men and women of different ages,

nationalities, religious persuasions, and ethnic, cultural and societal backgrounds work
together. The breadth of perspectives and knowledge this variety affords is enriching,
multiplying not just the wealth of ideas within the company but also our strengths as an
innovator. They value this diversity and promote it throughout Siemens.

References:

1. www.citeman.com, “Value Chain Analysis”, Dec 2009.

2. www.slideshare.net, “Siemens HR strategy”, Brittany Calhoun, Marcus Pittman, Joey
Taylor.
3. www.workinfo.com, “A Guide to Strategic Human Resource Planning”, 2010.
4. www.llbusiness.com, “HR Employee development”, Leslie Levine.
5. www.answers.com, “Human Resource Management”, 2010.
6. www.culturelink360.com, “Educate Workers to Compete in a Global Economy”,
Emmanuel Ngomsi.
7. www.ezinearticles.com, “Importance of Training and Development in a Firm”, Ndunuju
Adiele.
8. www.siemens.com, “Sustainability and Employee Diversity”, “Labor and Social
Standards”.

HUMAN RESOURCE STRATEGY (1): KOSHKAROVA ANASTASIYA