I. Background information:

Siemens is a high-tech multinational company with 400,000 employees. Its main products are electronics and electrical appliances. So far, it has completed the development course of 150 years. According to the survey results of relevant people, the average life span of European enterprises is usually between 20 and 40 years, and many competitors come and go in a hurry, fleeting, ups and downs and without a trace in the international industrial and commercial arena. Then, why can Siemens change its course, not only successfully embark on a long-lasting road, but also maintain a strong development momentum and attract the attention of the world in today's strong hands and fierce competition? This question is really intriguing and thought-provoking.

At present, Siemens has set up representative offices in more than 90 countries and regions around the world, and the strategy of economic globalization has been realized. Siemens has more than 400 manufacturers in more than 50 countries. In China alone, Siemens has more than 40 joint ventures and wholly-owned enterprises, with an investment of over 654.38 billion US dollars. Siemens also has more than 1000 investment companies, and its business has expanded to 15 major business areas such as energy, transportation, information, medical care and household appliances. The annual order amount has reached 654.38+096.

Second, the case content:

Level 4: Basic Management Course

Training target: junior managers with high potential.

Training purpose: to prepare participants for primary management.

Training content: comprehensive project completion, quality and production efficiency management, financial management, process management, organizational construction and team behavior, effective communication and network.

Training schedule: one-year training synchronized with work, two five-day seminars and one two-day seminar.

The third level: advanced management courses.

Training target: managers who are responsible for core processes or multiple functions.

Training purpose: to develop the entrepreneurial potential of participants.

Training content: company management methods, business development and market development strategies, technical innovation management, Siemens global institutions, multicultural exchange, reform management, entrepreneurial behavior and sense of responsibility.

Training schedule: 18 months training synchronized with work, two seminars, five days.

Level 2: General Management Course

Training target: those who must meet one of the following conditions

(1) The person who manages the business or project and is fully responsible for its performance;

(2) Responsible for global and regional service providers;

(3) Responsible for at least two functional departments;

(4) Global and regional business managers of certain products and services.

Training purpose: to shape leadership ability.

Training content: the relationship between enterprise value, prospect and company performance, advanced strategic management technology, knowledge management, identifying global trends, adjusting company business and managing global cooperation.

Training schedule: two-year training synchronized with work; Two 6-day seminars each time.

Level 1: Siemens executive course

Training target: managers who have held or may hold important positions.

Training purpose: to improve leadership.

Training content: specially arranged according to the students' situation.

Training schedule: be flexible as needed.

Siemens training content is based on management knowledge and the needs of the company's business. With the development and changes of the two, the training content also needs to be constantly updated.

By participating in Siemens management course training, employees who are engaged in management work or have management potential have an excellent opportunity to learn management knowledge and participate in management practice. These courses improve participants' ability to manage themselves and others, so that they can benefit from cross-functional communication and cross-cultural learning, establish close internal network links among company employees, enhance the competitiveness of enterprises and employees, and achieve the purpose of developing employees' management potential and cultivating company management talents.

Siemens' talent training plan covers a wide range of business skills, communication skills and management capabilities, from new employee training, elite university training to employee retraining. A large number of production, technology and management talents are reserved for the company, and the knowledge, skills and management ability of employees are continuously improved, thus improving the overall competitiveness of the company and becoming an important guarantee for Siemens' unbeaten.

Third, the case analysis:

(1) Siemens talent training system is characterized by diversified training forms, including new employee training, university elite training and on-the-job employee training. The training content is formulated according to the management knowledge and the needs of the company's business, and the training content is constantly updated with the development and changes of the two.

(2) Significance and characteristics of on-the-job training for Siemens employees: In the increasingly competitive global market and rapidly changing business activities, people are the most important force, so we must constantly update our knowledge and technology to adapt to the business environment. Siemens' on-the-job training has continuously enhanced employees' knowledge, skills and management ability, thus improving the overall competitiveness of the company and becoming an important guarantee for Siemens' unbeaten.

(3) The reference significance of Siemens human resources development model to China enterprises:

1. The personnel department has a high status and authority: personnel directors at all levels are members of the leadership team, and Mr. Ma Li, the president of personnel, is a director of the Siemens board of directors.

2. Carrying out the "love talk system": love talk is a personnel system implemented by Siemens, with the theme of "development, promotion and approval", which is abbreviated as EFA in German. Among Siemens' 400,000 employees, 26,000 are senior managers, and the annual salary system is implemented. The rest are paid according to the payroll tax stamp. "Love talks with senior managers in various fields that implement the annual salary system, and once a year, it becomes a system. Love stories are attended by employees, bosses and hosts. Staff, that is, 26,000 senior managers; Boss, the direct supervisor of the interviewee; Moderator, usually a personnel consultant.

3. Vigorously cultivate international management talents: Siemens' business covers almost the whole world. The degree of economic integration and internationalization of operation is beyond the reach of other enterprises. Siemens' strategy is to integrate the development of Siemens into the economic development of the host country. To this end, the company stipulates that the selection of leading cadres must have 1 to 3 years of working experience abroad, and foreign languages and understanding of the cultural situation of the host country are important conditions.

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