Professional Documents
Culture Documents
ABSTRACT
Performance and Reward. The main objective of this coursework is to check the HR
procedures and practices at Siemens. In order to do that, emphasizes are given mainly on
the current HR practices at Siemens and on the effectiveness and efficiency of those
practices. Besides, some recommendation has been provided better utilization of the
company’s HR department.
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1. INTRODUCTION 5-7
Shadowing 15
Mentoring 15
Coaching 15
Job rotation 15
Apprenticeships 16
Fixed pay 19
Benefits 19
Risk protection 19
Pensions 20
Fringe benefits 20
4. RECOMMENDATION 26-28
5. Bibliography 29-30
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1. INTRODUCTION
Siemens is one of the world recognized electronics and electrical business (Siemens,
2009). The company has its root in Munich of Germany. The worldwide operation of
control their local business from its local headquarter in Bracknell at Berkshire (Siemens,
2009). Siemens has been positioned among the top 3 electronics and electrical
organizations all over the world. The company designs and manufactures products and
services for both household customer and professional customer. It operates in three main
sectors: industry, energy and healthcare (The Times 100, 2009). Siemens is a very big
company which is employing around 450,000 people and which has a annual revenue of
£53 billion in the year 2008 (The Times 100, 2009). United Kingdom is one of the most
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1. B. History of Siemens
Siemens operation has been started by Willam Simens at England in the year 1847
(Siemens, 2009). Simens AG (2009) divided the development stages of Siemens at seven
steps as follows:
1918 – 1933: Return to the world market and unity within the “House of Siemens”
1933 – 1945: The National Socialist economy and the war years
giving customers a unique competitive edge, enabling societies to master most vital
The mission of Siemens is ‘Throughout global network of innovation and strong local
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The aim and objective of this research report is to explore overall Human Reources
Management of Siemens, i.e. how Siemens recruit people, how they maintain and
improve skill and efficiency of their employee etc. According to Warner & Heinrich
(2009), Siemens always emphasize on their outstanding quality on the way to their
suceess. Siemens achieved this outstanding qaulity by not just only for their products
quality, the people inside Siemens also plays a vital role in the succes of Siemens.
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2. A. Job Analysis
According to Alan Price (2007), the process of job analysis is that of gathering and
analysis job-related information. This includes details about tasks to be performed as part
of a job and the personal qualities required to do them. Job analysis process is divided
into two parts. First one is job description and other part is knows as job specification
(Graham & Bennett, 1989). Job description is the details of responsibilities and tasks to
be associated with given position and job specification is related to identify the
knowledge, skills, abilities, and other employee characteristics needed to perform a job
Siemens need people for various departments and roles and siemens always provide job
One of the most important job positions in Siemens Field Telecoms Engineer &
Technical Support Engineer. For this position, Siemens’s job description and job
According to Siemens Recruitment add on Trovit Job (2009), Job Description for Field
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systems
• Provide the highest quality and professional cabling installation when required
• Work in the Field on Installation and Maintenance projects to work schedules and
• Strong Telecoms (pabx) knowledge including VOIP and Business Phones systems
Quality Orientated.
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According to The Times (2009), the required skill for an engineer at Siemens are as
follows:
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According to Graham & Bennett (1989), two types of forecasting have to be done by any
overall human resources requirements in accordance with the organizational plans; on the
other hand, Supply forecasting is associated with obtaining the data & information about
Siemens use workforce planning technique to determine the rate of influx and outflow of
employee. By using Workforce Planning Siemens get types of benefit: 1) Siemens can
check the skills of its existing employees, which help Siemens to decide about whether
those employee needs training or not. 2) To check whether there is any skill gap between
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the required skill for a particular job and the skills of the employees. 3) To identify the
needs of new employees (The Times 100, 2009). At present, Siemens is in need of new
employees as they about to relocate its core plant in Lincoln (HRM Guide, 2009).
Siemens has already constructed a plan to identify the skills and training that may be
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The aim of the recruitment process of Simens is to ensure that Siemens understand the
career goal, aspiratons and experience of potential employees, as well to give a chance
those potential employees to decide whether siemsn is the right place for them.
During the selection process of Siemens a potential employee has been asked to
Apply online
An employess can look for a suitable vancat and apply for that vacancy through
AG, 2009). Apart from that, they can apply through some other website like trovit
job, reed, etc. After submittig application via online, Siemens recruitment team
qualifications and experience match with their requirment (Siemens AG, 2009).
Telephone interview:
contacted for an initial interview. In this stage, the role and reponsibilites of the
All employees needs to face at least one face to face interview at Siemens. The
main goal is to disccussed about the skills, competencies and experience of the
canditate and also to give him an options to know about the organizaiton
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Aptitute Test
Simens arrage aptitute test for some of its role. These tests assist in determining
the suitability of the candidate for the role. The aptitute test include numeric
AG, 2009). The results of tese tests are assessed by qualified psychologists and
compared against industry norms that are rlevant to the criteria being reviewed
All the cadidates are subject to provide two references ( for example previous
they get authorization from the candidate ( Siemens AG, 2009). Apart from that,
background check.
If a candidate is successful at the final stage of their recruitment process, they will
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Training is a planned effort to assist employees in learning job related behaviors in order
Training doesn’t only mean teaching new skills to existing employees or teaching
organizations to keeps its employees ready for the job. Siemens normally follows the
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Shadowing:
Manager or colleague watch the employees while working and train them if they
Mentoring:
The trainee discuss with a tutor or mentor. The mentor or tutor hear the problems
of the trainee and discuss with them about the solution (The Times 100, 2009)
Coaching:
Siemens sometimes provide coach or senior staff to encourage and guide the new
Job rotation:
In order to broadens the skills of the employees Siemens sometimes allow them to
work into different department for a short period of them. It helps the employees
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Induction training at Siemens enable the new employee to have basic information about
the Siemens (Siemens, 2009). Apart from that, Siemens do have three types of
development program for its employees. Those development program are mainly
Apprenticeships
who want to earn money while they work. Though Siemens is running their
start their working life in the Siemens branch around the place they live ( HRM
Guide, 2009). Apprenticeships train people under engineering and IT skims. All
of working in a tem.
make good employees for mainly for the finance department at Siemens. It’s an
Commercial Academy mainly target those students who has a natural interest in
finance and accounting aspects of an organization. Once students get involve with
this academy, Siemens rotate them around various department like Accounting,
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gather several types of skills (HRM Guide, 2009). The Siemens Commercial
Academy also provide IT courses and sometimes language courses (The Times
100, 2009)
employyes to gather skills about several career paths. This program enable
However, this depends on the interst of the employees as well as the availability
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To measure the effectiveness of its training and development, Siemens uses an appraisal
Employees and their line managers agree objectives at the beginning of a placement and
progress is then monitored formally and informally throughout the placement. This helps
to focus everyone on the developing needs of the business. Annually, the results form the
basis of a staff dialogue where the employee’s manager reviews the progress towards
the objectives that have been set(Siemens AG, 2009).. Feedback is discussed with the
employee and any development needs are captured in order to decide appropriate
training. Together, new objectives for the following year ahead are set. In some instances,
appraisals are linked to pay reviews. In these cases, pay rises depend on employees
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Siemens employees' performance ensures that their strategic targets are achieved.
Siemens believes that monetary incentives are a strong motivating factor. Siemens
therefore works with fixed and variable elements of the pay package. The variable
components in salary increase in step with the importance of employess position in the
Fixed pay
Fixed salary is based on the technical and personal demands placed on position and on
2009).
Benefits
Risk protection
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health and well-being that top up statutory programs and help employees to find
(siemensindustrialturbomachinery, 2009)..
Pensions
(siemensindustrialturbomachinery, 2009)..
Fringe benefits
fringe benefits and perks depending on regional conditions and usual local
For Siemens, people, like its technology and innovation, are a source of competitive
advantage (The Time, 2009). To make the most of this advantage, Siemens makes sure
that its employees work on developing the company's heritage of innovation. Siemens
believes that there are many ways to make people feel valued and engaged. These range
from a pat on the back, a personal letter or a special mention in a meeting, to a promotion
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• At the right time, doing work for which they are economically most useful”.
Throughout the strong workforce planning, selection and recruitment process, Siemens is
highly successful to have number and right kind of people at right places at the right time.
Besides, the training and development of Siemens help its employees to become
economically useful.
Simens always attarct innovative people to work with them as Siemens believe that
innovation drives their success. At Siemens, 32,300 researchers and developers register
37 inventions and file 23 patent applications every day (The Times 100, 2009). Siemens
attrack potential employees by through the following questions to them ( The Times,
2009):
requirements?
• How do Siemens meet the world’s growing demand for energy without destroying
the environment?
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• How can Siemens detect diseases before there is an outbreak? Would you like to
Siemens influence curious people with initiative and talent to find excellent career
using a number of different assessment methods, they are able to gain an understanding
of employee’s strengths and development areas, which in fact helps them to recruit right
people for them (Lorna, 2009). While recruiting and selecting employees, siemens always
Management, Decision making; and Analytical Ability skills (Trovit jobs, 2009) Siemens
Assessment centers are generally made up of a number of different exercises. This could
2009). Online application and face to face interview helps siemens to gather information
about the employee’s skills. On the other hand, face to face interview, group exercises,
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Apprenticeships programs of Siemens plays a vital role in developing stuff, which would
help Siemens in future as Siemens business is in growth stage now (The Times 100,
2009). The training and development process of Siemens helps its employees to get higher
Wheretowork (2009), one of the traffic design engineer named Paul Thomson started his
career at Siemens as a trainee traffic signal engineer. Siemens provided him both on the
job training by providing mentor, as well as off the job training through several education
programs. Within three years of his training he has been promoted as Traffic Design
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Engineer at 2006. According to Paul- “The feeling of responsibility and trust of the
company and fellow employees was amazing. The experiences I had and the new friends I
made whilst training were excellent and I would recommend it to anyone. ” Anna Carder
(Personnel Today, 2009). Anna joined Siemens in the year 2006 with a background of
BSc in Administration and Managerial Studies. She already a on the job training through
job rotation. She is now capable to work in HR depart, Traffic Control department.
Siemens treat its entire graduate as individual. The on the job and off the job training
methods of Siemens help its employees to gather experience, knowledge and potential to
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Performance appraisal at Siemens ensures that all the employees are being told honestly
about their job performance. Siemens believe that if the employees are clear about the
level of their performance they would be motivated if it is good, or they would try to
Siemens get the following benefits by using its performance appraisal system: It can
• ensure that all training is being used well and for the best interests of the company
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4. RECOMMENDATION
Though Siemens is about to cut some administrative jobs across the world because of
credit crunch (Pitcher, 2009), the Human Resources department of Siemens is still
efficient to recruit and retain its employees. However, the following recommendations
Innovation is the main competitive factors in the telecom business as there are continuous
changes in the external business environment of this business (The Times 100, 2009). For
example, Siemens is currently focusing on renewable energy and wind turbines, as the
global weather is rapidly changing. While recruiting people Siemens should emphasize on
those external people. Because it would help them to recruit innovative people who would
help Siemens at future to cope the changes in external environment (Scribd, 2009).
In order to better utilization of opportunities Siemens need to recruit and train their
employees at advance. For example, Olympic 2012 would be grate business opportunity
for Siemens as the sells of telecom products would increase that time. Siemens would be
that time. It is extremely important for Siemens to train their existing employees from
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According to Professor Peter Pribilla (2009), "The speed at which a corporation can learn
and employ new knowledge is a decisive factor in competition. It is not enough to learn
and work. Learning and working must be integrated. Only then can a corporation be a
learning organisation. Action Learning addresses this challenge very efficiently." Siemens
As the telecom sector in UK is highly competitive, Siemens should increase pay scale for
lower level employees as compare to its competitors. Apart from that, Siemens should
provide more incentive to their good employees to retain them in the organization
(Hussain, 2009). Because, Staff who feel valued stay longer in a company. This means
that Siemens’ costs of recruitment can be reduced, resulting in cost savings across the
According to Hussain (2009), a better coordination should be developed between the top
management and lower level employees in Siemens. It will reduce the chance of whistle
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Siemens managers have to balance dissatisfiers against motivators (The Times 100,
2009). Policies and procedures that may cause dissatisfaction have to be managed. To
reduce dissatisfaction, Siemens believes the best method is to raise awareness of issues
with employees and encourage their involvement (The Times 100, 2009). They then
understand and recognise the need for change. This has helped Siemens to manage change
programmes. Motivators at Siemens are the factors that stimulate engineers to work in the
best way possible. They enjoy the characteristics of their roles. Being empowered helps
them to manage their roles and enables them to use this power to change things(The
Organizational results stem from high performance. People only perform well when they
operate in a culture which nurtures and supports them and helps them to work towards the
framework and support in which high performance people can show their commitment to
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5. References
Bennett, R. & Graham, H.T., 1989. Human resources management . 6th ed. London :
HRM guide, 2009. Business driven action learning. [online] HRM guide. Available at:
Hussain, B., 2009. Siemens internship report. [online] Scribd. Available at:
2009]
Pitcher, G., 2008. Siemens to cut 16,000 jobs worldwide. [Online] Personnel today.
Rajput, H., 2009. Internship report on Siemens. [Online] Scribd. Available at:
http://www.scribd.com/doc/17373819/Internship-Report-of-Siemens-By-HAK-RAJPUT
Siemens AG. 2009. Jobs and career. [online] Siemens AG. Available at:
The Times 100, 2009. Siemens: Meeting global and local needs.. [Online] The Times
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HR PRACTICE AND PROCEDURES at
The Times 100, 2009. Siemens: motivating within a creative environment. [Online] The
The Times 100, 2009. Siemens: Training and development as a strategy for growth.
2009].
http://www.wheretowork.com/organisations/information.asp?id=1426 [Accessed 7
September 2009]
Usumi, U., 2009. Amideast Case Study - Siemens hipath telephon. [Online] Scribd. 2009.
Babar, S.A., 2009. Siemens: Internship Report. [Online] Scribd. Available at:
http://www.scribd.com/doc/18659297/Siemens-internship-Report [Accessed 13
September, 2009]
Scribd. 2009. Siemens: Training and development as a strategy for growth. Scribd.
September 2009]
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