Human Resource Management and Development Case Study

Human Resource Management and Development - Case Study Example Currently, siemens has a staff of more than 400,000 employees. (Siemens Worldwide, n.d) Siemens recognizes that its employees are the key to its success. It thus concentrates on knowledge and learning. "Our corporate culture is defined by diversity, by open dialogue and mutual respect, and by clear goals and decisive leadership." The research on Siemens was done via an interview with the HRM manager of the Riyadh Office of Siemens, Saudi Arabia. He gave informative insight various aspects of HRM including recruitment, training and development, promotions, and salaries and benefits. According to the HRM manager interviewed, Siemens looks for employees who are innovative, and have the capability to come up with new and creative ideas and solutions. Innovation is the key to survival for a company such as this, as it faces fierce competition by numerous firms, e.g. ABB Ltd, General Electric Co., and Schneider Electric SA. (YAHOO Finance, 2008) Siemens carries out workforce planning which is similar to that of National Grid, as outlined in the Case "Developing skills in a large organization through training and development". ... Confidence; to put forward unconventional ideas and have the ability to argue in their favor. Ability to work effectively in a team; the candidate must be an active and productive team player. This can be gauged from past proffesional or academic experience. Leadership qualities Reaction to crisis situations; how will the candidate respond to an unexpected crisis, how fast will he/she take to bounce back, and will he/she be able to effectively lead others through trying times Technical skills; the candidates must be proficient in working with required Information Technology. All these qualities are important as they are believed to contribute to a competive advantage to the firm. Workforce Planning Siemens carries out workforce planning which is similar to that of National Grid, as outlined in the Case "Developing skills in a large organization through training and development". Siemens evaluates its workforce, and on the basis of that evaluation determines whether or not it has the required technical man power to achieve its objectives for a given period of time. If it does not, it either plans out a training program for its existing employees, or recruits new ones. Training Training for new recruits falls into two categories: 1. Fresh graduates with no professiona work experience udergo a training programme with lasts 12 months. 2. New recruits who hace had prior work experience in other organizations for a period of more than a year undergo traning for a period of 6 months. This training method is somewhat similar to the one carried out by Marks and Spencer's, as outlined in the Case "The role of training and development in career progression", in that they, too, have a specific training period