Siemens_-_Training_and_Development_as_a_Strategy_fro_growth

西门子 训练发展—— 英文

Introduction

Siemens is a leading technology business and one of the largest electrical and electronics engineering companies in the world. In the UK, it employs over 20,000 people and is in the top three electrical and electronics companies in the world. It has been a pioneer in

innovation since 1843 when Siemens installed the first street light in Godalming, Surrey. In 2006, Siemens UK invested over £74.4 million on research and development.

The company designs and manufactures products and services for both industrial customers and consumers. It operates in three main sectors:

•In industry, Siemens develops systems for transport, for example, London’s traffic

monitoring for its congestion charge scheme. It is also the second largest provider of trains for major UK rail companies like FirstGroup. Siemens also provides lighting and electrical systems for major construction projects.

•In energy, Siemens’ work is wide-ranging. It makes systems for transmitting and distributing power for power companies including building power stations and wind farms. It also

provides energy metering services, for example, water meters for businesses and consumers.•In healthcare, it specialises in equipment to help medical diagnosis, such as MRI scanners and imaging technology. It also provides equipment for testing blood in laboratories.Siemens’ technology appears in every aspect of everyday life, for example:•the electronic ‘eye’ (Hawk Eye) helps umpires in tennis and cricket matches •9 out of 10 cars contain Siemens products

•20,000 domestic products like toasters are used in homes every day

•systems such as Pelican crossings keep people safe - car parking systems help guide traffic quickly to free spaces, keeping traffic moving and reducing pollution on the roads.T o keep its world-leading position and grow in a competitive environment, Siemens aims to deliver quality products and services. T o do this, it needs people with first class levels of skill,knowledge and capability in engineering, IT and business. The size and varied nature of its business means that Siemens requires many different types of people to fill a wide range of roles across the company. These include skilled factory workers, trade apprenticeships,designers and managers. This case study explores how Siemens manages its ongoing need for skills through training and development.

Identifying training needs

For a business to be competitive, it is important that it has the right number of people with the right skills in the right jobs. Workforce planning enables Siemens to audit its current staff numbers and the skills it has in place as well as identify where it has skills gaps needed to meet its business objectives . For instance, Siemens is relocating its main plant in Lincoln to a

bigger site outside the main city. This will require new skills for the work to be done there. A plan has been constructed to analyse which skills the company has and what training will be needed for staff to use the new technology in the new location.

Siemens needs new skills for many reasons:

•maintain competitive advantage , in ensuring Siemens has people with the right skills to develop new technologies and innovations

•ensure Siemens has a pipeline of talent and minimal knowledge gaps, for example, due to retirement

•fill a gap following the promotion of existing employees.

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Training and development as a strategy for growth

www.thetimes100.co.uk

西门子 训练发展—— 英文

Siemens is a business focused on innovation. This means it needs to anticipate and respond to rapid changes in the external business environment. For example, climate change and the growing emphasis on its carbon footprint has massively increased Siemens focus on wind turbines and renewable energy sources to address this. Siemens needs to attract employees with the appropriate skills, either by recruiting people into the organisation or by training existing employees to develop more skills. A recent example of opportunities is the forthcoming 2012 Olympic Games in London.Siemens helped advise the Olympic bid and has great opportunities in providing security,healthcare provisions, media and communications technology for the Games. If it wins the bid for these provisions it will need to ensure it has the right people to deliver results.Training Training involves teaching new skills or extending the skills employees already have. There are two forms of training.As well as induction training, where new employees learn the basic information they need to begin working. Siemens has three main development programmes designed for ‘Entry Level T alent’ i.e. those beginning their career with Siemens after education.Apprenticeships Siemens offer a variety of technical apprenticeships, aimed at school leavers who want to 'earn as they learn'. Apprentices can join a variety of engineering/IT apprenticeships across a variety of locations in the UK, although the majority start their working life from their home town working at their local Siemens site. Apprenticeship training is a combination of off-the-job college training and on-the-job work experience. Apprentices work to achieve their HND qualifications in their related field. Entry requirements vary depending on the programme, but fundamentally applicants require good communication skills and the ability to work in a team.Siemens believes apprenticeships provide a clear route in developing staff for the future growth of the organisation.Paul Thomson started with Siemens in July 2002 as a trainee traffic signal engineer. His

mentor ensured he acquired the skills he needed. Over three years, he received 'on the

job' and educational training. He recently became a Traffic Design Engineer. Pa …… 此处隐藏：11245字，全部文档内容请下载后查看。喜欢就下载吧 ……