22-01-2013, 12:19 PM
Siemens’
1Siemens.pdf (Size: 769.03 KB / Downloads: 686)
Introduction
The culture of an organisation is the typical way of doing things in the organisation. It
particularly relates to behaviour patterns and relationships. The culture of an organisation
develops over time. It is created by the people that work for the organisation – its managers
and workforce. What the organisation stands for (its values) and the dreams that it seeks to
turn into reality (its vision) are fundamental in creating a dynamic culture. A ‘high
performance culture’ exists when everyone in the organisation shares the same vision and
where they trust and value each other’s contribution.
This case study looks at how the Siemens organisation is built on a high performance
culture. This is shared by everyone from the most senior executive to the newest trainee.
Siemens AG is a global electrical and electronics business with a turnover of nearly
£60 billion. The company employs just under half a million people around the world. It is
based in Munich, Germany. In the UK, Siemens has its headquarters in Bracknell, Berkshire
and has around 100 sites across the UK employing 20,000 people. Siemens’ products affect
our lives in many ways. We can toast bread in a Siemens toaster powered by electricity
generated and distributed by Siemens. Traffic lights are made by Siemens and people in
hospitals have life-saving MRI scans using Siemens advanced medical imaging technology.
Delivering the human resource development strategy
Human resource development is all about helping people to fulfil themselves at work.
Development is concerned with encouraging employees to identify ways in which they want to
improve their careers and other aspects of their working lives. For example, they may want to
attend training courses, they may want to do more interesting work, or they may simply want
to have a better work/life balance.
An organisation is nothing without its people. As an employer of one of the world’s most
efficient and motivated workforces, Siemens is committed to its employees. Its half a million
employees work in a broad range of roles. These include:
• information technology specialists
• mechanical and electrical engineers
• researchers
• new product developers
• managers and business executives
• administrators
• security guards and health and safety experts
• human resource specialists.
Creating a high performance culture
Siemens’ operations are based on a teamwork culture. This emphasis on the team is set out
clearly in a quote from the global Chief Executive Officer of Siemens, Klaus Kleinfeld:
‘Many times in my life I have seen how one individual can make a big difference, particularly
when working in a great team. The quality of our people and of our teams is our most
valuable resource, particularly in today’s changing world where knowledge flows round the
globe with lightning speed and is easily available.’
Siemens wants all of its employees to be truly involved in the business and to feel part of its
success. Employees therefore need to know how they fit into the business. With this in mind
Siemens establishes clear expectations. Targets for individuals are related to targets for the
whole business. Everyone plays their part in achieving great results.
Siemens states that ‘our business success depends on the performance of each individual, our
teams and the total organisation’.
Talent management – managing people
People Excellence involves developing everybody that works for your organisation – not just
the high-fliers. Siemens’ talent management philosophy involves making sure that every
employee is provided with the guidance and support to achieve their full potential. This aids
them to do their best, every day. Everyone works together to achieve the organisation’s
objectives as well as meeting their own personal goals. Everyone shares the same vision and
dreams. Within this culture they are able to progress and take on greater responsibility within
the company.
Everyone has talent. For Siemens, matching talent with tasks produces competitive advantage.
Each individual at Siemens can make best use of their talents, whatever they may be.
Talent Management enables both:
• job enrichment, where individuals are encouraged to take on extra tasks and
responsibilities within an existing job role to make work more rewarding, and
• job enlargement, where the scope of the existing job is extended to give a broader range of
responsibility, plus extra knowledge and skills development.
Talent management is a global philosophy that is a key part of supporting each of the
elements of the Siemens’ business strategy. Talent Management enables Siemens’ managers
to engage and motivate employees throughout the organisation.
Conclusion
People really matter. Organisational 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 achievement of their ambitions.
Siemens’ high performance culture provides the framework and support in which high
performance people can show their commitment to a high performance organisation.