Electrical and electronic engineering constitute the backbone and hence the identity of the SIEMENS group which celebrated 160 years of existence in 2007. This company has several basic trade segments such as: energy, industry, telecommunications, information, transport, and health etc. In 2007, it had revenue of 108.6 MD. The group has 398 000 employees, of which about half are in Germany, which is the native country of SIEMENS. The company is present in 190 countries throughout the world. The different markets where SIEMENS is involved are expanding globally, and the competition is intensifying. While it is already the World or European leader on the majority of its markets, Siemens must adapt to preserve its competitive advantages. Employees are the centre of the company, and a lot of importance is given to performance evaluation. Many decisions that are taken are linked to the result of this evaluation such as promotions, salary increase or request for formation. Thus performance evaluation is the central element of any policy of human resource strategy.
[...] Focusing on the future Electrical and electronic engineering constitute the spinal column, the identity of the SIEMENS group which celebrated its 160 years in 2007. This company has several basic trades such as: energy, industry, telecommunications, information, transport, health etc . In 2007, it has a revenue of 108,6 MD. The group counts employees, of which about half in Germany, where the native country of SIEMENS. The company is present in 190 countries throughout the world. The different markets where SIEMENS is involved are getting world-wide and competition intensifies. [...]
[...] Around this reference frame, various tools are installed on each shutter of the management policy. As regards evaluation for example, the reference frame is used within the framework of the traditional annual talks of evaluation, but also in talks known as style of management which take place every two years according to the technique of the 360° evaluation: the manager is evaluated by his senior in 16 HUMAN RESOURCES STRATEGY rank, but also by his collaborators who are invited to come to a conclusion about his style of management thanks to questionnaires or meetings of group. [...]
[...] So when people apply for this training, there are more chances that they will like to stay there. This idea, if developed and improved, can produce a profitable resource. C. Goal-setting 8 HUMAN RESOURCES STRATEGY III. Environmental stewardship: employee's health and safety are priority concerns 1. Human rights and labour relations Siemens Corporate principles reflect the principles of a global compact respecting human rights and work relationships. They operate not only by following their business conduct guidelines, which are mandatory worldwide, but also with further principle sets such as the “Guiding Principles for Promoting and Managing Diversity”. [...]
[...] But for the little problems, it is the secret and the transparency in priority. And I am not sure that the trade unions do not make parts HUMAN RESOURCES STRATEGY 4. Some citizenship event Make from our employees as examples of citizenship by rewarding them: At employees who take common transport or bicycle to go at office, there are a reduction on the subscriptions. At employees who save the paper and the printing ink and encourage double-sided printing, we give some reward. [...]
[...] Today, the rate of unionisation, in France, is with strong disparities between the lines of business. It is one of the lowest rates of the industrialized countries and one of those which back out the most since the middle of the years 1980. This disaffection can not continue without questions about the operation and the light action of the trade unions. The transparency and the secret of Siemens do not enable to conclude on their human resource strategy for the employees. [...]
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