Siemens AG is a global electronics business giant that caters to wide variety of global clients (Garavan, 2012). Staff and employees render immense competitiveness and capabilities to the business and caters to customers in a diversified and unified manner. Such immense capabilities from employees and staffs is developed by means of on and off the job training coupled with continuous learning. Several training regarding business portfolio as well as customer training is given to employees. Globalization and increasing competitiveness in business has led to diversified base of customers as well as employees, new work methods and procedures, pricing variances in job, employee lack of purpose, rising compliance and grievances amongst the multifarious issues facing a business (Sheehan, 2013).
A companies competitiveness or market share is dependent on the ways and means that it deploys to remain competitive and exceeds customer satisfaction levels. Thus, while companies need to maintain their competiveness they need to also grow in their market shares to remain in a leadership position in the market. such kinds of competitiveness is delivered by ways of competitive advantages in businesses and Siemens AG maintains the same by way of accommodating various trainings methods to upskill its employees.
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On the Job |
Off the Job |
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On the job training primarily involves induction or orientation based training methods along with other requirements |
While off the job training including lecture methods, conferences, workshops, case study analysis, role playing, program instruction, vestibule or simulation training and other ways are primarily given as a way and method to enhance knowledge as well as develop skills of employees |
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Coaching, apprenticeship, job instruction, job rotation training are some aspects that are included as a part of employee training to gain business sustainability and to meet the diversified changes and challenges in business. |
Technological companies as Siemens AG incorporates various off the job training methodologies such that employees can be trained to meet expectations of clients in a diversified progressive world. |
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On the job training entails development of skills and knowledge that provide organizational fits to cater to existing customer needs. |
Thus, while on the job trainings are conducted by way of no expenses, off the job training methods often involves a diversified portfolio involving costs to meet client specific requirements. |
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Such on the job training inducts employees who are fresher or have limited knowledge regarding the job profile and deliver according to organizational cultural expectations. |
Off the job training entails development and progress of various employees especially on the upper managerial levels that can meet customer expectations as well as lead to innovation and diverseness in businesses |
Globalization and advent of technology has led to immense competitiveness amongst business entities (Stewart, 2012). Siemens AG is a technological leader but there is an immense competition amongst various technological competitors. Hence the company is engaging in employee engagement practices as HPW as HARRODS that can contribute to employee engagement as well as competiveness. There is tremendous amounts of unprecedented changes going about in the field of business that leads to global competitiveness in the marketplace. Levels of employee engagement allows passion to connect with the company and lead them towards innovativeness. Disengaging of employees might lead to their demotivation impacting on high business risks. Employee engagement helps in handling specific organizational situations and taking advantage of the marketplace hence it can help cater to work and life needs (Grossman, 2011). They have included employee training and motivational processes for employee engagement. They take regular feedback from employees regarding their work procedures.
Such engagement procedure can enable high amounts of performance and retention providing opportunities such that employee can realize their specific contribution made towards the organization. In specific organization situations such engagement procedure can help overcome difficulties and lead to success within organizations. HPW like Harrods deploy several work engagement and morale uplifting procedures that helps in understanding and developing of employee engagement as well as in motivating them. Thus, HPW helps in catering to organizational needs such that greater amounts of challenges can be covered and employees can have higher levels of motivations as well as commitment towards the organization (businesscasestudies, Retrieved on 3rd June 2017). Engagement levels can also help reduce employee turnover ratios.
RIFKA ZIYARD ACMA, CGMA vision and mission statement concerns catering high quality services to its clients.
Vision : “To attain customer satisfaction and become leading Company in the sector” Mission Statement: “ To cater to high quality in customer satisfaction.”
The core values of the Company is centered around development and catering Tax and Regulatory norms catering such that client can take advantage of the same (Friedman, 2013). Professional knowledge, skill and behavior according to HR professionals that are required in the Company is adequate knowledge of tax regulations as well as MBA in the requisite field. Employees also need to have professional expertise to cater to clients in the same field.
In order that employee develop appropriate audit skills, knowledge as well as behaviors for professional development plan for Tax and Regulatory Manager or Accounting Manager needs to have relevant accounting skills (Cheung-Judge, 2015). Further a MBA in the area as well as qualification related to tax planning is required. Managers further require to have audit related experiences.
businesscasestudies. (Retrieved on 3rd June 2017). Case Studies. https://businesscasestudies.co.uk.
Cheung-Judge, M. Y. 2015. Organization development: a practitioner’s guide for OD and HR. Kogan Page Publishers.
Cummings, T. G. 2014. Organization development and change. Cengage learning.
Friedman, A. L. 2013. Continuing professional development: Lifelong learning of millions. Routledge.
Garavan, T. N. 2012. Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 5-24.
Grossman, R. &. 2011. The transfer of training: what really matters. . International Journal of Training and Development, 103-120.
Sheehan, M. N. 2013. Innovation and human resource development (HRD). . European Journal of Training and Development, 2-14.
Stewart, J. &. 2012. Developing people and organisations. Kogan Page Publishers.
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