Business > CASE STUDY > Application_Case___Byron_Salter.doc Application Case HRM 595 Application Case Sieme (All)

Application_Case___Byron_Salter.doc Application Case HRM 595 Application Case Sieme

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Application_Case___Byron_Salter.doc Application Case HRM 595 Application Case Siemens expanded its product base from just electrical products to software, services, and engineering. Additionally, the organization is now in 190 countries with over 400,000 workers. Now that the company is offering more, their human resource (HR) department must take into consideration the skills and competencies of its candidates. The following will identify four strategically required organizational outcomes, four workplace competencies and behaviors, and four strategically relevant HR policies and activities HR management can use to contribute to achieving Siemens™ strategic goals. Additionally, it will discuss the overall goals Siemens™ wants to achieve, what the organization must do operationally to achieve these goals, and the employee attitudes and behaviors that will produce the operational outcomes. Strategically Required Organizational Outcomes, Workforce Competencies, and Behaviors Siemens™ four strategically required organizational outcomes include efficient technology, ground-breaking products, innovative outsourcing, and business process excellence. It is essential for the organization to establish workplace competencies and behaviors to achieve their ultimate outcomes. According to Cardy and Selvarajan (2006), œorganizational competencies must match strategic intent. Without the needed competencies, even well-conceptualized and well-stated strategies cannot be successfully implemented and realized. It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .

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