Write 350- to 700-word response to the following after reading the case: Identify examples of at least four strategically       required organizational outcomes, and four required workforce       competencies and behaviors for Siemens, based on the information in this       case

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Write 350- to 700-word response to the following after reading the case:

• Identify examples of at least four strategically       required organizational outcomes, and four required workforce       competencies and behaviors for Siemens, based on the information in this       case. (18 points of total grade on this assignment: please include a       source citation with your response to this Content Requirement of the       rubric.)
• Identify at least four strategically relevant HR       policies and activities that Siemens has instituted to help human       resource management contribute to achieving Siemens’ strategic goals. (18       points of total grade on this assignment: please include a source       citation with your response to this Content Requirement of the rubric.)
• Discuss the following regarding Siemens' strategic       goals: (20 points of total grade on this assignment: please       include a source citation with your response to Content Requirement of       the rubric.
  1. What overall goals does         Siemens want to achieve? (6 points)
  2. What must Siemens do         operationally to achieve its goals? (6 points)
  3. What employee attitudes         and behaviors will produce these operational outcomes? (8 points)

Application Case Siemens Builds a Strategy-Oriented HR System Siemens is a 150-year-old German company, but it’s not the company it was even a few years ago. Until recently, Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services. It is also global, with more than 400,000 employees working in 190 countries. In other words, Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into hightech products and services and doing so on a global basis. With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalization requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include: 1. A living company is a learning company. The high-tech nature of Siemens’ business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands-on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development. 2. Global teamwork is the key to developing and using all the potential of the firm’s human resources. Because it is so important for employees throughout Siemens to feel free to work together and interact, employees have to understand the whole Siemens process not just bits and pieces. To support this, Siemens -provides extensive training and development. It also ensures that all ­employees feel they’re part of a strong, unifying corporate identity. For example, HR uses cross-border, cross-cultural experiences as prerequisites for career advances. 3.A climate of mutual respect is the basis of all relationships—within the company and with society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable assets. It therefore engages in numerous HR activities aimed at building openness, transparency, and fairness, and supporting diversity.