case study
Case Analysis: Executive and managerial planning for Bosch-Kazakhstan
The founder of the Bosch Group, Robert Bosch , described an important value of the HR philosophy of the company:” It is my intention, apart from the alleviation of all kinds of suffering, to promote the moral, physical and intellectual development of the people” which is greatly integrated into the employee development in the Bosch. Based on the company international executive and managerial planning and country-specific situation, this article will plan and reason the number in a chart for the future eight-year executive and managerial planning in Kazakhstan. An action plan related to the managerial staffing target will be provided.
The EMP of the Bosch Group for Kazakhstan, a country with relatively small population and only 4 percent of the population holds a university degree, met four main problems. 1) The labor market for qualified and specialists is very small. 2) The production sites are located in rural places which are hardly attractive to qualified employees. 3) There is growing demand of expatriates for the diesel site. 4) Russian is used in everyday business by most of the people in Kazakhstan. In order to resolve these problems, the human resource manager has to make a plan according to the Bosch employee development scheme.
In Bosch, the first typical staffing policy is that the managerial promotion of employees is mainly from within Bosch rather than from outside. For this principal, most of the employees of the manager level in Kazakhstan should be expatriates. Second, the Bosch headquarter constructed a complete and functional promotion procedure for the development of employees called “manager development plan” (MDP). Employees with outstanding performance in Kazakhstan will be systematically prepared for the next management level. Third, the promotion is directly connected with mobility potential as well as willingness to take on international assignment. This means the
The founder of the Bosch Group, Robert Bosch , described an important value of the HR philosophy of the company:” It is my intention, apart from the alleviation of all kinds of suffering, to promote the moral, physical and intellectual development of the people” which is greatly integrated into the employee development in the Bosch. Based on the company international executive and managerial planning and country-specific situation, this article will plan and reason the number in a chart for the future eight-year executive and managerial planning in Kazakhstan. An action plan related to the managerial staffing target will be provided.
The EMP of the Bosch Group for Kazakhstan, a country with relatively small population and only 4 percent of the population holds a university degree, met four main problems. 1) The labor market for qualified and specialists is very small. 2) The production sites are located in rural places which are hardly attractive to qualified employees. 3) There is growing demand of expatriates for the diesel site. 4) Russian is used in everyday business by most of the people in Kazakhstan. In order to resolve these problems, the human resource manager has to make a plan according to the Bosch employee development scheme.
In Bosch, the first typical staffing policy is that the managerial promotion of employees is mainly from within Bosch rather than from outside. For this principal, most of the employees of the manager level in Kazakhstan should be expatriates. Second, the Bosch headquarter constructed a complete and functional promotion procedure for the development of employees called “manager development plan” (MDP). Employees with outstanding performance in Kazakhstan will be systematically prepared for the next management level. Third, the promotion is directly connected with mobility potential as well as willingness to take on international assignment. This means the