Siemens Builds A Strategy Oriented HR System
Cultural difference: Siemens is the organization which was globalised in the past few years. This leads them into operation in different countries around the world. The problem they are now facing is the difference of culture. The culture varies country to country and thus the organization has to manage accordingly. “It also ensures that all employees feel they are the part of strong unifying corporate identity”. Cost bearded on employees: this is another important problem in the case of Siemens. After all the cost incurred on the employees, no loyalty from the employees has been seen. The case did not show any wordings regarding the loyalty of the employees towards the organization. “It also offers employees extensive continuing education and management development”. Re designing the HR policies and practices in accordance with new constraints of the business would incur extra cost that will in effect become a problem for management as dealing with diverse culture require expertise and proper tools to hire the person for the right job. Solution: Looking at different other examples all over who had successfully managed to invade the foreign markets we can learn to survive and develop strategies which bring a learning inclination in employees to understand different cultures and create innovative and creative ideas, by maintaining a proper motivational force and dedication to workforce we can reduce turnover and hence create a quality workforce and don’t let the training cost to be wasted. Q #1. Based on the information in this case, provide examples, for Siemens, of at least four strategically required organizational out comes, and four required work force competencies and behaviors. Answer: following are the four strategically required organizational outcomes: 1. Value based products( Innovation/Solutions)
2. Technology Efficient
3. Team work Management
4. Social Roles...
Please join StudyMode to read the full document