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INDUSTRY GUIDE MR. M.B. BHOSALE CHIEF MANAGER (PERSONNEL) SIEMENS LTD.
This is to certify that MITALI VARSHNEY, a student of Amity International Business School, Noida, undertook a project on An overview of the recruitment process at SIEMENS LTD. From 1ST MAY to 30TH JUNE. Ms. MITALI VARSHNEY has successfully completed the project under the guidance of MR. M.B. BHOSALE. She is a sincere and hardworking student with pleasant manners. We wish all success in her/him future endeavors. Signature with date (Name) (Designation) (Company Name)
CERTIFICATE OF ORIGIN
This is to certify that Ms.MITALI VARSHNEY, a student of Post Graduate Degree in MBA (IB), Amity International Business School, Noida has worked in the SIEMENS LTD. under the able guidance and supervision of Mr. M.B. BHOSALE, CHIEF MANAGER (PERSONNEL), SIEMENS LTD. The period for which he/ she were on training was for 8 weeks, starting from 1STMAY to 30TH JUNE. This Summer Internship report has the requisite standard for the partial fulfillment the Post Graduate Degree in International Business. To the best of our knowledge no part of this report has been reproduced from any other report and the contents are based on original research.
Signature (Student)
ACKNOWLEDGEMENT
I express my sincere gratitude to my industry guide Mr. M.B. BHOSALE, CHIEF MANAGER (PERSONNEL), (Company) SIEMENS LTD., for his/her able guidance, continuous support and cooperation throughout my project, without which the present work would not have been possible. I would also like to thank the entire team of SIEMENS LTD. (Personnel Department), for the constant support and help in the successful completion of my project. Also, I am thankful to my faculty guide Prof. /Mr. Arun Sachar of my institute, for his continued guidance and invaluable encouragement.
Signature (Student)
TABLE OF CONTENTS
SERIAL NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. SUBJECT Executive Summary Introduction Industrial Profile Company Profile Historical Analysis Reflections on what has been learned during the placement experience Recruitment Framework Conclusions Bibliography PAGE NO. 6 7-14 15-22 23-28 29-30 31 32-52 53 54
EXECUTIVE SUMMARY
The HR structure at Siemens is a unique one. The planning that goes behind the entire recruitment process is extremely tactful and meticulous. Since this conglomerate is extremely big and has very diversified and expansive businesses, there is a need to assign people to every business to carry out the recruitment effectively. Thus the HR structure comprises the Business Partners who are assigned for every business i.e. Industry, Healthcare and Transport. The Business Partners are responsible for finding the right people for the requisite job To attract and hire right talent based on competencies through an objective selection process, ensuring right person for the right job, necessary to accomplish organizational goals. Recruitment and selection decisions are based on merit, and no discrimination will be made on the grounds of gender, race, caring responsibilities, marital status, sexuality, disability, religion or age. All processes will be conducted so as to guard the confidentiality of applicants and preserve the integrity of the process. Recruitment measures will be monitored and reviewed periodically for their effectiveness in terms of cost, quality and timelines and coverage through a variety of techniques. They could also lend themselves to benchmarking with the Best Practices in the industry. The starting point of recruitments would be the Manpower Requisition, which is a formal request for manpower. A detailed manpower requisition is the basis for sound personnel decisions.
INTRODUCTION
SIEMENS IN INDIA
Siemens was established in India in 1922. However, the story of Siemens associated with India began in 1867 when Werner Von Siemens personally supervised the laying of the first telegraph line between Calcutta and London. Making the countrys priority its own, Siemens has put its experience in the major core sectors namely, Power, Industry, Telecommunications, Transportation and Healthcare. In the last three decades, Siemens has played an active role in Indias technological progress and has 12 0ffices and 5 manufacturing units in the country. It also has nearly 600 channels partners for its various products and services. The Siemens group is a unique player in the field of electrical and electronics, engineering, operating in the segments of energy, Industry, Communication, Information Technology, Transportation , Healthcare, and Lighting. The group has the competence and capability to integrate all products, systems, solutions and services. It caters to industry needs across market segments by undertaking complete projects such as hospitals, airports and industrial units. The Siemens group in India comprises 15 companies, 17 manufacturing plants, a wide network of sales and service offices across the country as well as over 500 channel partners. Siemens, with its world class solutions plays a key role in Indias quest for developing a modern infrastructure.
Energy
Since 1954, Siemens has formed the bulwark of the nations power needs. It has supplied know-how, technology, equipment and expertise to the power industry, both in the private and the public sector. Siemens experience and expertise extends practically too all the areas of power generation, highly efficient combined cycle plants, co-generation, captive power plants to renewable energy sources, Siemens continues to play a key role to meet the growing demands for electricity, reliably and cost-effectively while protecting the environment. Recently, Siemens bagged Indias largest power transmission and distribution order using the High Voltage Direct Current Technology, over a distance of over 1400 kilometers from the state of Orissa on the East Coast of the state of Karnataka in South India.
Industry
The industry group of Siemens has long played a vital role in innovating products in the areas of Automation, Drives, and Switchgear etc. Siemens additionally offers communication capable switchgear and has pioneered extension of plant automation right down to the actuator and sensor levels. In the field of Motors and Drives, Siemens has a tradition of tailor-made equipment and solutions. The drives from Siemens product palette guarantee stable operations in the manufacturing process. They also ensure optimum product quality and maximum production. The engineering and field services group of Siemens lays emphasis on providing total service to customer from installation to commissioning and maintenance to training. Siemens project engineering expertise has been called into play in several hundred crore projects in India and abroad. As recognition of our expertise, Siemens AG has accorded Siemens in India, the status of regional Head Quarter for Mining and material handling. The Industrial projects Division secured a prestigious order from Bombay Hospital which included engineering supply, installation and commissioning as well as civil works for the electrical.
Communications
Being a core area, communications is a vital lifeline for the growth of the nation. Siemens provide a wide array of products and systems for small, medium and large systems and network systems. This is dully backed by reliable installation, commissioning and maintenance service. Siemens was the first to introduce digital key telephone system technology in India. They also offer application specific solution for various customer need viz. video conferencing, trading boards, call centers, voice guidance etc. The private communications division along with the projects division was instrumental in introducing innovative solutions for the Hotel industry. The offering included Networking, Cabling, Hotel Application Server, Building Automation Systems, Electric Power and Control Systems.
Transportation
In a vast country like our, demand on transportation in general and rail transportation in particular have seen a quantum jump. Siemens have been a pioneer in the introduction and installation of railway signaling systems. Today, Siemens is the largest supplier of auxiliary inverters for airconditioned passenger coaches. Siemens is also called the largest supplier of light rail vehicle in the world. With access to latest developments world
wide, in proven rail technology, Siemens is geared to undertake turnkey projects for urban transportation, mass rapid transport projects, traction substations and long distance transmission lines as well as power supply.
Health Care
Siemens association with the medical industry can be tracked back to almost a 100 years when Roentgen discovered the X-Ray. The spectrum of diagnostic imaging modalities has expanded manifold from the first CT in 1974 to the largest portable ultrasounds. In the diagnostics field Siemens offers equipment for MRI, Computer Tomography, Nuclear Medicine, Ultrasonography, Digital Angiography and Diagnostic Radiology. The Siemens range of X-Ray units have been indigenously developed and manufactured to meet the specific applications in close co-ordination with actual users. Siemens has supplied and installed a wide range of equipment in leading hospitals and medical centers. Other installations in the intensive care units include Patients Monitoring Systems, Servo-ventilators and Defibrillators. The Med division of Siemens was instrumental in developing and executing the first ever mobile hospital. The Hospital is well equipped to detect various ailments through X-Rays, blood and pathological tests, eye and ear test, ECG for the heart as well as gynecological tests.
Manufacturing
Manufacturing has always been a core area for Siemens. Modern factories, a skilled work force, modern production facilities and quality procedures provide a capability for manufacturing a wide range of products catering to core industrial sectors and priority areas. Quality is a tradition with Siemens, irrespective of whether its a product or service. The Siemens Total Quality Management System focuses on satisfying needs and expectations of the customers through active participation of all employees in optimizing processes and resources. A formal ISO 9001 certification to most of the business division has reaffirmed Siemens commitment to provide value to the customers by way of functionality, reliability and safety of products and services.
Information Technology
Siemens also provides its fair share of contribution to software development, consultancy and IT projects/services.
Real Estate
Siemens is also into real estate (Siemens Real Estate- SRE).
Subsidiary Companies
Siemens Information Systems Ltd. (SISL).
Group Companies
Osram India Pvt. Ltd. Power plant performance improvement Ltd. Siemens Hearing Instruments Pvt. Ltd. Siemens power engineering Pvt. Ltd. Siemens public communication Networks (Pvt.) Ltd. Siemens Shared Services Pvt. Ltd. (SSLI). Siemens VDO Automotive Ltd.
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Diversity
The value of diversity
Employee diversity is a valuable source of creativity and experience that increases the companys competitiveness. Siemens does its utmost to advance it in as many of there locations and Regional Companies as possible.
Promoting diversity
In countries and regions with an ethnically heterogeneous population the U.S., Brazil, Hong Kong, and Britain, for instance Siemens has long since had equal opportunities policies in place.
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Prospects
Leader Philosophy
Dialogue and Commitment- This is the principle applied to management of people Worldwide. In the annual Staff Dialogue with their manager, employees commit to Individual targets that are binding and against which their performance is measured. This Achieves convergence of the interests of both parties and motivates there employees to Achieve world-class performance. This is the basis of the Siemens corporate culture, which is Defined by diversity, by open dialogue and mutual respect, and by clear goals and decisive Leadership.
Leadership results
Excellent leadership can mean different things in different cultures. The results achieved, however, are universal outstanding financial results, satisfied customers, motivated employees and superior processes. For this reason, they measure leadership performance in these four categories: financials, customers, employees and processes. Another key indicator of leadership excellence is employee motivation. This is why, once a year, all Siemens managers worldwide receive feedback from their employees based on 10 specific aspects. The results of the employee feedback help individual managers to improve their leadership Capabilities in the areas identified and also have an impact on their performance appraisal.
Leadership capabilities
They are convinced that there are four capabilities which there managers must demonstrate to a marked degree if they are to achieve outstanding success. Siemens call these capabilities drive, focus, impact and guide. Evaluation of our managers is a key factor in determining their opportunities for advancement.
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Statutory Complian ce
Manpowe r Planning
Recruitm ent
Induction
Training
HR FUNCTIONS
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INDUSTRY PRORILE
Siemens is a leading international conglomerate, established in more than 190 countries, employing close to 440,000 people worldwide who are committed towards constantly developing and manufacturing products, designing and installing complex systems and projects, and tailoring a wide range of solutions for individual requirements. Siemens is a global powerhouse in electronics and electrical engineering, operating in the, industry, energy and healthcare sectors. For over 160 years, Siemens has stood for technical achievements, innovation, quality, reliability and internationality. However the Siemens that we know today had a very humble inception in a small workshop in Berlin, Germany. Founded by Werner Von Siemens, in 1847, the first success story of this great enterprise was perhaps the invention of the world's first pointer telegraph and electric dynamo, inventions that helped put the spin in the industrial revolution. As Werner had envisioned, the company he started grew from strength to strength in every field of electrical engineering. From constructing the world's first electric railway to laying the first telegraph line linking Britain and India, Siemens was responsible for building much of the modern world's infrastructure. While Werner was a tireless inventor during his days, Siemens today remains a relentless innovator. With innovations averaging 18 a day, it seems like the revolution Werner started is still going strong.
REVIEW OF LITERATURE ON THE INDUSTRY Siemens Metals to manufacture truck components in Nashik
Ishita Ayan Dutt / Krakow June 12, 2008, 5:24 IST Mining Technologies, a business unit of Siemens VAI Metals Technologies, has decided to manufacture its inverter/control components for shovels and trucks at its Nashik factory to meet demand for mining equipment in India. For Siemens, the decision to produce inverter and controller components in India is the next step in its strategy for manufacturing mining products. Wieland Simon, head (media relations), said capacity for 20 units has been planned for now. The projects cater not only to the domestic market but also the export market. The first two units have been exported to Brazil's steel and mining major, Vale. "We selected the Nashik factory for the inverter/control manufacturing because of its long history of producing traction inverters for Indian Railways, which use similar equipment and
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technology as the shovel drive system," said Walter Koellner, director, marketing and development for mining, Siemens Energy & Automation. "By manufacturing in India, we will cut back on time and help us better serve India's demand for mining equipment," he said. Siemens VAI has identified India as one of its focus countries for the mining technologies business. Although Siemens has been supplying electrical drive systems and automation equipment for bucket wheel excavators and conveyors for more than two decades in India, the production of shovel and truck electrics for the world's third largest producer of coal, marks a significant step for Siemens' strategy in mining technologies. The idea is to tap the explosion in demand for raw materials in India. Siemens recently developed a new generation of smaller AC drive systems for mining shovels, which provide improved productivity with lower maintenance costs. In addition to the shovel drive system, Siemens' offices in Mumbai will procure transformers, medium and low-voltage switchgear, cable and installation materials. Siemens will also provide project management, software and hardware engineering and commissioning services for equipment used by India's largest coal producers. The first three machines are slated to be delivered in the first quarter of 2009.
(The reporter made the trip to Krakow at the invitation of Siemens VAI)
potentially far more serious and costly investigation by the US Securities and Exchange Commission. Siekaczek, whose lawyers declined to comment on Friday, has co-operated fully with prosecutors. Previously, his lawyer has said that he would not contest the facts underlying the embezzlement charges but would argue that there was a system of bribery at Siemens and that Siekaczek received orders from managers above him. The list of charges alleges bribery around the world amounting to 53.3 million, with payments from slush funds taking place in Libya, Morocco, Ukraine, China, Egypt, Kuwait, Indonesia, Vietnam, Saudi Arabia and the Olympics in Greece. The current management of Siemens believes that the trial of Siekaczek is, in the words of Peter Lscher, the chief executive who came to power because of the scandal, "little more than a sideshow" compared with establishing the responsibility of former managers. Lscher said: "How could 1.3 billion in suspicious payments be made outside the books without anybody in the former management board noticing anything?" Siemens is considering launching damages claims against several of its former senior executives. Several ex-managers have insisted that any bribery was only the result of a rogue band of employees and was not company policy.
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managing director, Siemens. The companys unexecuted order book position as of March 31, 2008, stood at Rs 9,568.3 crores compared with Rs 10,883.9 crores in the last financial year.
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or deny its targets for this year of revenue growth of double world GDP and a profit increase of double that level. But Siemens executives tried to convince markets that the problems were old ones in only a small number of businesses and that the company as a whole was still growing strongly. Peter Lscher, Siemens chief executive since July, said the review was a confirmation of the radical reform he has pushed through at the company to increase transparency and responsibility. This is about working through the past. Those who are now responsible werent then, he told a conference call. He added:Our businesses are still growing strongly. Investors said Mr Lschers credibility was hanging by a thread. The market will see this clear-up by Lscher but it is probably the last thing he can get away with, said one leading investor. He added that the problems were more relevant to the company than the capital goods industry as a whole: This is very Siemens-specific. A day of reckoning was always likely. The first problem, which will lead to write downs of about 600m, is in the power generation unit, where the number of so-called turnkey projects to build entire power stations has led to a shortage of trained engineers and blockages at suppliers. Mr Lscher is keen to end Siemens involvement in new turnkey projects, which were largely initiated by his predecessor, Heinrich von Pierer, but he admitted it would take time. Investors are also worried about a nuclear power contract together with Frances Areva in Finland, where some believe losses of billions of dollars are possible. The second problem came in the mobility unit, where delays in awarding big projects such as the Transrapid train and restructuring in one of its businesses led to about 200m in write downs. The final issue was in its IT division, where one of its large contracts with the UK Department for Work and Pensions was cancelled and other UK projects had smaller risks, leading to a write down of more than 100m. More problems could come as the energy division has examined only two-thirds of large projects and the mobility division has gone through its 20 biggest contracts. But Joe Kaeser, Siemens chief financial officer, said he saw no reason for delays in any other business and no real impact from the subprime crisis. The order book is robust. We believe our book-to-bill ratio will remain over 1. We do not share investors worries [of the financial crisis moving to the industrial sector], Mr. Kaeser said. An average of analysts by Bloomberg before the announcement thought Siemens net income for the second quarter to the end of March would be 1.15bn. Siemens said it would give its full-year target at its second-quarter results at the end of April and its 2009 targets three months later.
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MAJOR COMPANIES
The company is a conglomerate of six major business divisions: Automation & Control, Power, Transportation, Medical, Information &Communication, and Lightning. On November 28, 2007, Siemens reorganized its operations into three Sectors: Industry, Energy and Healthcare with a total of 15 Divisions. Worldwide, Siemens and its subsidiaries employ approximately 400,000 people in nearly 190 countries and reported global revenue of 72,448 million in fiscal year 2007. Siemens AG is listed on the Frankfurt Stock Exchange, and has been listed on the New York Stock Exchange since March 12, 2001.
GROWTH CHART
Market Capitalization in last 6 months (Rs. crores) Month High Low July 2007 24916.98 21238.56 August 2007 21602.70 19002.35 September 2007 23371.10 21002.55 October 2007 33433.65 22707.74 November 2007 34975.31 29203.97 December 2007 33066.14 31044.87 Daily Volume in last 6 months (no. of shares) Month High Low July 2007 976304 112315 August 2007 602084 58185 September 2007 421173 31726 October 2007 741844 134204 November 2007 1104123 16102 December 2007 667976 119756 Average 23139.19 20619.30 22004.97 26872.32 31644.75 32090.73
Shareholding Pattern Dividend track record in last 3 years Year Rate of Dividend 01-Oct-2004 to 30-Sep-2005 145% 01-Oct-2005 to 30-Sep-2006 190% 01-Oct-2006 to 30-Sep-2007 240%
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Details of corporate actions in last 3 years Book ClosureBook Closure Record Date Start Date End Date 1-Jan-04 21-Jan-04 11-Jan-05 10-Jan-06 4-Jan-07 16-Jan-08 27-Jan-05 27-Jan-06 18-Jan-07 31-Jan-08 10-May-04 10-May-05 20-Jun-06 3-Mar-08
Purpose AGM/DIVIDEND-40% INTERIM DIVIDEND40% AGM/DIV-FIN-30% + SPL-20% INTERIM DIVIDEND45% AGM/DIV-FIN-45% + SPL-55% FV SPLIT RS.10/- TO RS.2/ AGM/DIVIDEND - 190% DIVIDEND - RS.4.80 PER SH BONUS 1:1
Impact cost for Jul 15, 2007 to Dec 15, 2007: 0.17 Details of volatility of underlying security in last 6 months Maximum volatility: 4.70 Minimum volatility: 1.39 Average volatility: 2.93
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COMPANY PROFILE
Siemens Ltd is the flagship listed company in India. Siemens in India, which comprises of 19 legal entities, is a leading provider of industry and infrastructure solutions with a business volume aggregating about Rs. 11,000 crores. It operates in the core business segments of Energy, Industry, Transportation, Healthcare, Information Technology, Communication and Lighting. It has nation-wide Sales and Service network, 18 manufacturing plants, some 500 strong networks of channel partners and employs over 18,000 people.
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software, installation, commissioning, after-sales-services, and training, tailored to meet customer requirements. We also offer business-based maintenance ensuring reliability, performance and efficiency of a plant. Our areas of expertise cover:
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Medical Solutions
Siemens Medical Solutions offers comprehensive solutions for health care, including diagnostic equipment, therapeutic modalities and host of life support systems. Our solutions range from workflow optimization to data management solutions for hospital. Angiographic X-Ray Systems Computed Tomography Magnetic Resonance Critical / Intensive care systems Clinical Networking Mammography Nuclear Medicines / PET Oncology Radiography General Radiographic X-Ray systems Fluoroscopic X-Ray Systems Mobile X-Ray Systems Surgery Ultrasound Urology / ESWL Uptime Services IT Solutions & Consulting Turnkey solutions and Hospital Consultancy services Hospital Information System
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Building Automation
Siemens Building Technologies supports the building automation & control requirements for a wide range of sectors from IT, Call Centers, Pharmaceuticals, Hotels and Hospitals to Multiplexes & offices.
Siemens Building Technologies offers Fire safety solutions to protect life and property. Its solutions include design; supply, installation & commissioning of include design, supply, installation & commissioning of sophisticated fire detection
Security Systems
Siemens Building Technologies supports the building automation & control requirements for a wide range of sectors from IT, Call Centers, Pharmaceuticals, Hotels and Hospitals to Multiplexes & offices
HVAC
Heating, Ventilation and Air Conditioning (HVAC) products include variable speed drives, valves & valve actuators, damper actuators, sensors & transmitters and stand-alone controllers for rooms and plants.
Property Management
Specialists closely track the developments in real estate markets and constantly analyze the latest trends. They also understand your unique business requirements.
Project Management
SRE support customers in overcoming the complex challenges associated with property development by offering tailor-made and innovative building infrastructure solutions.
Location Management
There portfolio of services certainly doesnt end with the choice of location of office or commercial real estate. In addition to space, SRE also provides an entire gamut of allied offerings.
HISTORICAL ANALYSIS
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Siemens was founded by Werner von Siemens on 1 October 1847. Based on the telegraph, his invention used a needle to point to the sequence of letters, instead of using Morse code. The company then called TelegraphenBauanstalt von Siemens & Halske opened its first workshop on October 12. In 1848, the company built the first long-distance telegraph line in Europe; 500 km from Berlin to Frankfurt am Main. In 1850 the founder's younger brother, Sir William Siemens (born Carl Wilhelm Siemens), started to represent the company in London. In the 1850s, the company was involved in building long distance telegraph networks in Russia. In 1855, a company branch headed by another brother, Carl von Siemens, opened in St Petersburg, Russia. In 1867, Siemens completed the monumental IndoEuropean (Calcutta to London) telegraph line. In 1881, a Siemens AC Alternator driven by a watermill was used to power the world's first electric street lighting in the town of Godalming, United Kingdom. The company continued to grow and diversified into electric trains and light bulbs. In 1890, the founder retired and left the company to his brother Carl and sons Arnold and Wilhelm. Siemens & Halske (S&H) was incorporated in 1897. In 1919, S&H and two other companies jointly formed the Osram light bulb company. A Japanese subsidiary was established in 1923. During the 1920s and 1930s, S&H started to manufacture radios, television sets, and electron microscopes. In the 1930s Siemens constructed the Ardnacrusha Hydro Power station on the River Shannon in the then Irish Free State, and it was a world first for its design. The company is remembered for its desire to raise the wages of its under-paid workers only to be overruled by the Cumann nanGaedhau government. Preceding World War II Siemens was involved in the secret rearmament of Germany. During the Second World War, Siemens supported the Hitler regime, contributed to the war effort and participated in the "Notification" of the economy. Siemens had many factories in and around notorious extermination camps such as Auschwitz and used slave labor from concentration camps to build electric switches for military uses. In one example, almost 100,000 men and women from Auschwitz worked in a Siemens factory inside the camp, supplying the electricity to the camp. The crematorium ovens at Buchenwald bear the Siemens label. In the 1950s and from their new base in Bavaria, S&H started to manufacture computers, semiconductor devices, washing machines, and pacemakers. Siemens AG was incorporated in 1966. The company's first
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digital telephone exchange was produced in 1980. In 1988 Siemens and GEC acquired the UK defense and technology company Plessey. Plessey's holdings were split, and Siemens took over the avionics, radar and traffic control businesses as Siemens Plessey. In 1991, Siemens acquired Nixdorf Computer AG and renamed it Siemens Nixdorf information system AG. In 1997 Siemens introduced the first GSM cellular phone with colour display. Also in 1997 Siemens agreed to sell the defence arm of Siemens Plessey to British Aerospace (BAE) and a UK government agency, the Defence Analytical Services Agency (DASA). BAe and DASA acquired the British and German divisions of the operation respectively. In 1999, Siemens' semiconductor operations were spun off into a new company known as Infineon Technologies. Also, Siemens Nixdorf Informations system AG formed part of Fujitsu Siemens Computers AG in that year. The retail banking technology group became Wincor Nixdorf. In February 2003, Siemens reopened its office in Kabul. In 2004, Siemens took over the mantle of official Formula One timekeeper, replacing TAG Heuer. In November, 2005, Siemens signed a 12 year agreement with the Walt Disney Company to sponsor attractions in its Florida and California parks. In 2006, Siemens announced the purchase of Bayer Diagnostics, which was incorporated into the Medical Solutions Diagnostics division officially on 1 January 2007. In March 2007 a Siemens board member was temporarily arrested and accused of illegally financing a business-friendly labour association which competes against the union IG Metall. He has been released on bail. Offices of the labour union and of Siemens have been searched. Siemens denies any wrongdoing. In April 2007, the Fixed Networks, Mobile Networks and Carrier Services divisions of Siemens merged with Nokias Network Business Group in a 50/50 joint venture, creating a fixed and mobile network company called Nokia Siemens Networks. Nokia delayed the merger due to bribery investigations against Siemens. In October 2007, a court in Munich found that the company had bribed public officials in Libya, Russia, and Nigeria in return for the awarding of contracts; four former Nigerian Ministers of Communications were among those named as recipients of the payments. The company admitted to having paid the bribes and agreed to pay a fine of 201 million euros. In December 2007, the Nigerian government canceled a contract with Siemens due to the bribery findings.
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Recruitment
Advancing students, recruiting qualified employees
Achieving excellence in business would be impossible without a welltrained workforce, so Siemens engage in constant efforts to win highly qualified and talented people to work and to offer them first-rate development opportunities.
Recruitment Framework
OBJECTIVE
To attract and hire right talent based on competencies through an objective selection process, ensuring right person for the right job, necessary to accomplish organizational goals.
RECRUITMENT PHILOSOPHY
1) This framework will provide the basis for a common recruitment experience of the Siemens way while providing sufficient flexibility to meet individual business needs. 2) HR India Recruitment Organization will "create sustained attractiveness for suitable candidates using a mix of communication measures" which will foster a strong Siemens brand. 3) Provide a scientific process across Siemens companies for selection of qualified and suitable applicants.
4) Recruitment and selection decisions are based on merit, and no
discrimination will be made on the grounds of gender, race, caring responsibilities, marital status, sexuality, disability, religion or age. All processes will be conducted so as to guard the confidentiality of applicants and preserve the integrity of the process. 5) New hires would be effectively inducted and integrated in the organization to ensure rapid contribution to the business and a high retention rate. 6) Recruitment measures will be supported by appropriate IT tools / platforms and documentation. This would ensure overall efficiency, speed and transparency. 7) Recruitment measures will be monitored and reviewed periodically for their effectiveness in terms of cost, quality and timelines and coverage through a variety of techniques. They could also lend themselves to benchmarking with the Best Practices in the industry. 8) Recruitments will ensure compliance with all statutory rules and regulations.
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9) The starting point of recruitments would be the Manpower Requisition, which is a formal request for manpower. A detailed manpower requisition is the basis for sound personnel decisions. To facilitate subsequent steps in the recruitment cycle the requisition should cover the following: Number of job openings. Skills / competencies required for the job from present as well as future perspective. Type of employment i.e. full time / part time / tenure based. Location of employment. Agreement on the time lines for the recruitment Any additional information, which will facilitate the search for the right candidate, could be added. This when duly authorized by competent authority translates into a Manpower Requisition.
PROCESS OVERVIEW
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I. ATTRACT
The objective of this step is to create a sustained pull of the Siemens brand amongst prospective job candidates. This is achieved through innovative and effective use of all communication channels. The company would follow a variety of modes to offer recruitment solutions depending upon business needs. For this purpose the various sources of hiring can be broadly categorized as: Internal and External
INTERNAL
This will comprise of prospective job candidates who are already a part of the Siemens family, and references from Siemens employees. These are the preferred source of filling up an open position. External sources should be resorted only after due diligence has been done on Internal sources. Internal channels through which job candidates can source are: Employee Referrals Internal Job Postings
Purpose
a) To encourage employees to source talent and reward them for the same. b) To reduce recruitment costs substantially. c) To promote a positive attitude towards the company with our own employees. d) To reach a pool of candidates who are not actively looking out for a job, and who are thus not attainable through other sources. e) To foster retention of workforce by fostering pride and better bonding amongst employees. f) To reduce applicant sourcing time. g) To have uniformity across Siemens companies in India.
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Features
a) Employees are informed about open positions through communication channels like e-mails, notice boards, flyers etc. b) Employees are encouraged to refer for all open positions. c) Depending on business needs, an employee referral bonus may be paid to the referrer in case deemed necessary. The same is advertised in the communication and is used as an attractive motivational tool to generate more referrals. The employee referral bonus is normally paid once the referred candidate has been selected and joins Siemens. d) Employees can refer any candidate matching the profile, other than people employed by any of the Siemens group companies. An exemployee could be referred however in such a case referral bonus is not paid. e) In the event of two or more employees referring the same candidate, the bonus will be paid to the one who has referred the CV to HR first.
Purpose
1. To fill up open positions by cross placing (transferring) suitable existing Siemens employees, thus reducing costs and time to fill up vacancies 2. Motivate employees, improve retention and productivity by helping in matching organizational needs with career aspirations of individuals
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Features
a) Internal job postings are communicated to the relevant employee group through appropriate channel such as hosting on the Intranet, emails, notices etc. b) Due to dependencies, proper process should be put in place to handle such application and mitigate risks at both the receiving and provisioning end. c) Even for internal candidates it is imperative that there is a proper selection process, and candidates are evaluated on the required competencies. d) There should also be in place guidelines and mechanism to facilitate the transition of the selected internal candidate, once the same has been principally agreed to.
EXTERNAL
a) b) c) d) E-recruitment Job portals & Company Web Site Press Advertisement - Print Media Placement Agents / Executive Search Agencies Job Fairs e) Networking / Headhunting f) Campus Recruitment
(a) E-RECRUITMENT
E-Recruiting supports the entire gamut of the recruiting process by means of the electronic medium. This is based on web tools bringing candidates and Siemens in an active and continuous relationship. Its 24hrs*7days a week recruiting business environment is beneficial to both the candidates and recruiters.
Purpose
To reach out to a large number of prospective job candidates b) To recruit better people, faster and at lower cost. c) Creating better brand recall and reaching out to a large target audience. d) Lends itself to better data mining and analysis with the ability to sort data faster than other sources of recruitment. It is supported by technology in terms of database, resume bank, resume sharing and handling facilities etc a)
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Features
a) Any hosting of job openings in a job portal should be in accordance with the corporate communication guidelines and should address the following: i. Brief write-up on the company. ii. Specifications of the job in terms of responsibilities, competencies (in accordance to the Siemens competency framework), profile of desirable candidates. iii. Address (e mail ID) to which applications need to be sent. iv. In view of the large number of applications received for such hosting it is imperative that a mechanism is set up to process the same.
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has a sustained impact on brand amongst public at large including potential partners, vendors, educational and professional institutes etc.
Features
a) Selection of the medium (regional / national, circulation, readership profile, target audience, relevant supplement) and placement and size of the advertisement should be evaluated carefully to ensure value for money. b) The content of an advertisement should include the following: i. A brief description of the nature of business of the company. ii. Job title and summary of the position iii. Technical and behavioral competencies (this will flow from job descriptions) iv. Relevant experience v. Details on how, where and timeframe of response c) Overall content and messaging to conform to Corporate Communication guidelines. d) Press advertisements typically attract huge number of applications. Therefore adequate mechanism to process these applications should be set up before placing the advertisement.
Generic Placement Agencies: These firms are used for fulfillment of bulk and generic positions.
Features
a) It is essential that before the company commissions an agency for a particular search, there is a written agreement with the agency safeguarding the companys interest. b) The legally tenable agreement, which should be vetted by the legal department, should cover aspects like validity period, quality and quantity of resumes to be given for a particular position, replacement of a placed candidate within a specific period, non poaching, confidentiality, non disclosure agreement. Commercial aspects would include, fees payable, standard credit period, billing process, payout schedules, payment terms and SLAs. c) Placement agencies should be periodically evaluated as per vendor evaluation guidelines. Placement agencies could be evaluated on their response time, quality of resumes sent, time for closure, offer to joining ratio and so on.
Features
a) To attract a large number of candidates for bulk recruitments, which needs to be filled up within a short span of time b) Adequate publicity of the job fair by means of email, pint media, and internet groups, radio & TV and other channels is essential to make them a success.
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with the society at large, this channel has a huge impact on the outlook people have about the organization. Traditionally it has been seen that campus recruitment provides the best ROI. Campus hires perform better and have a higher retention rate. This, therefore, is strategically an extremely potent source which needs to be developed, nurtured and managed in the best possible manner.
Purpose
a) To create a strong brand image on campuses as Siemens One, which offer a wide choice of careers in diverse business areas. b) To create strong awareness of the Siemens values on the campuses. c) It gives an opportunity for the company to share its dreams and aspirations making Siemens the preferred employer. d) To liaison and facilitate Institute-Interaction which goes a long way in fulfilling expectations of all stakeholders i.e. Students, the organization and the academic institution e) To leverage a pool where good talent is available in large numbers
Features
a) Due to its strategic importance this channel warrants special focus, and in case requires dedicated resources b) Campus liaison is essential to create a strong brand and get a competitive slot in the recruitment schedule of the campus, which is vital in hiring the best talent.
II. SELECT
The objective of this step is to select the best fit candidates through a systematic & structured process. A robust selection process is vital for the long term success of the company. Besides having a direct and immediate impact on recruitments this step also impacts the overall company culture, climate and its performance.
Purpose
a) To recruit the right type of people for the job, and ensure a high performance culture. b) Promote employee retention and motivation by recruiting people who fit the organization.
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management time can be spent on developmental activities rather than putting out fires. d) Have a motivated and competent team that enhances the overall performance of the company.
(i) PRE-SELECTION
It is the process of sifting through applications received in a systematic and scientific manner so as to arrive at a shortlist of possible applicants who comply with the requirements and competencies of the job profile. Prescreening may also involve interaction with the candidate. The evaluation parameters for short listing candidates at this stage could be: a) Prima facie fitment for the job
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b) c) d) e) f)
Communication skills Compensation expectation Period of joining Candidates interest in the position First impressions about the candidate
A time and cost effective pre-selection process will improve the quality of applicants as well as the hit rate of candidates. The key to successful preselection is a good Job Requisition describing the required competencies for the position. This short listing is generally done by the HR team in conjunction with line personnel. The short listed candidates are then taken through the further steps of the selection process.
All recruiters and managers involved in the recruiting process should have to the necessary knowledge, capabilities and should be trained accordingly.
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III. INDUCT
The objective of the Induction is to ensure that the new joinee is set for a flying start in the organization. It introduces the person to the organization and sets the tone of the relationship between employee and employer. The Induction process kicks off much before the new joinee physically joins the company, in the form of keep warm plan for the person and preparations for his/her impending joining by the organization. With forethought and a small amount of prior organizing, the company can get the relationship off to a flying start leading to a more settled and motivated employee, who responds to work, training, relationships in a more effective manner, thereby having a positive effect on productivity and employee turnover.
Purpose
1) To set to rest the anxiety of the new joinee right from day one in terms of company environment, infrastructure provided and facilitate settling down in the organization. 2) Cement the employee and employer relationship in the right sprit by giving the employee a good start in the organization. 3) Develop a positive attitude in the employee right from day one though proper planning and execution of his/her induction 4) Good induction leads to a more settled employee, more effective response to training, good work place relationships, lower employee turnover and better productivity. Create an Unforgettable Day first day for the candidate
Features
Preparations involve the following steps before an employee joins: 1) Implement keep warm steps to keep a channel of communication open with the candidate from the time a offer is made till such time he/she actually joins the company. This is to ensure that the candidate can be kept motivated to join the organization and there are no last minute surprises. It will also help in resolving queries of the candidate regarding his/her preparations to join. 2) Informing the concerned departmental manager, of the expected date of joining of the new person. This will enable the manager to make arrangements to welcome the new joinee 3) Administration for organizing work place, seating arrangements and equipment like PC/laptop, ID card, gate pass etc
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4) Organizing for the documentation and joining formalities to be completed on Day One. 5) The Induction Process for lateral hires would comprise of an induction program (1 to 2 days) followed by documentation related to ID card, Transport, Bank A/C etc. 6) The induction process in case of campus hires would comprise of an induction program (1 to 2 days) followed by technical and behavioral training inputs.
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Initial part of the first day is spent in orientation, completion of the joining formalities and documentation. This is followed by a tour of the office and other facilities. Generally post lunch the employee spends time with his / her manager. The subsequent days of the Induction is spent in initiating and closing formalities like: a) b) c) d) e) f) g) Issue of ID card Set up of email account Transport arrangements Opening of Bank account Visiting card request (if any) Cafeteria coupons Last but not the least introduction to the team
IV. INTEGRATE
The objective of this process is to effectively integrate new hires to ensure a fast contribution to the business and a high retention rate This will make sure that a new hire is brought up to speed and starts functioning at the desired level of efficiency. The importance of a good and effective induction/integration can be gauged from the fact that the cost of premature employee turnover could be between 150-200% of the annual income (replacement costs, lost revenue, induction costs extra workload for existing employees, and other opportunity costs).
Purpose
a) Ensuring bonding with the team b) Ensuring familiarity with all related policies with required level of detail c) Background verification d) Discuss on role, responsibilities and competencies e) Goal / KRA setting with respective manager f) Discuss on development plan g) Assessment, feedback and confirmation of employee
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The Integration concept Step by step approach: (i) Bonding with team members
This step ensures bonding with immediate team members and introduction with other related members of the organization. This is done through on the job interactions. The immediate manager of the new joinee is responsible for the same along with the new joinee. The success of this rests largely on the manager in terms of ensuring and priming this existing team and the new joinee that they receive each other positively and create an atmosphere of trust and co-operation.
This discussion sets expectations of the current role in terms of the tasks, responsibilities, competencies and capabilities expected from the role of the new joinee. It also provides a platform to discuss the aspirations of the new joinee and give a preview of opportunities in the area of work. A macro and
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a micro picture is provided so that the new joinee can visualize his/her growth in the organization.
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the quality and efficiency of the process and would include processes, tools/platforms and metrics needed to deliver world class recruitments. Excellence in Recruiting is all about Speed, Transparency and Completeness.
PURPOSE
Ensure continuous alignment between the recruiting strategy and the resource plan. Speedy access / distribution if incoming resumes through structured resume sharing process. Have an efficient IT recruitment platform. Ensure that the entire recruitment process is managed and improved continuously using appropriate measurements. Measurement is the Key to Management
FEATURES
a) A recruitment platform like Mr. Ted Talent link, People click, Recruit ax goes a long way in increasing the efficiency of the recruitment process. Depending on the scale of operations it is important that an appropriate recruitment platform is used. b) What cannot be measured cannot be managed! It is therefore essential to measure the efficiency of the process. Some METRICS which help in managing the process better are: i. Time to fill Recruitment cycle time ii. Hiring costs Cost per hire iii. Recruitment channel effectiveness iv. New hire turnover c) Of vital importance in this is Data collection and integrity. Necessary solutions should be put in place to ensure this. Recruiting platforms are of immense help in this as they normally have good data handling and analysis capability. d) Appropriate frequency of measure should be chosen for the review of the metrics on a periodic basis. The principle for the period of review should be more often than seldom. Recruitment metrics should also be periodically Benchmarked with the industry data to ensure market competitiveness.
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GRADE-WISE RECRUITMENT
CONT. =10 EG= 41 GTE= 9 MG1= 15 MG2= 3 MG3 = 4 MG4= 3 MT= 4
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Conclusion
Recruitment is an ongoing and continuous process. It is selecting the right person, at the right place, at the right time for the right position! Capabilities and competencies are essential part which makes recruitment process more fruitful. It also facilitates interaction with more and more people so that the right person can be selected. In Siemens, the recruitment process is very much defined and also to a great extent refined. There are strict rules and regulations which need to be followed such as Damex checks, compliance guidelines to be followed, etc. Thus, recruitment is taken very seriously at Siemens and the rules are followed stringently.
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BIBLIOGRAPHY
Policy Manual Intranet www.siemens.com http://intranet.siemens.co.in http://www.siemens.com/intranet http://hrindia.siemens.co.in/en/HRHome.asex
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