Siemens Training and Development Case Study: Enhancing Employee Performance and Business Growth

Context
Human resources are the most variable of all the resources available to a company. If they are
to reach their maximum potential in their profession, they will require a lot of attention from
the organization's management. Because of the changing nature of the business environment
as a result of modern technology, employees must adapt to this new technology. As a result,
the importance of effective training and development, which will result in the impartation of
new skills, knowledge, and so on that an individual worker will require to lead to greater
productivity and higher performance, where training and development are provided in an
organisation, should be emphasised. It aids in the achievement of the organization's goals and
objectives. However, training and development are issues that each business must address.
The remainder of this study examines how organisations go about satisfying their training
and development needs. The case study of Siemens, one of the world's largest electrical and
electronics engineering organisations, is included in this report. Every year, it employs
20,000 workers in the United Kingdom. Furthermore, because their firm was centred on
'innovation,' Siemens UK spent a significant amount of money alone on research and
development.
Siemens requires people with first-class skill, knowledge, and capability in engineering, IT,
business, and other relevant fields to grow their business, and when they did workforce
planning, they identified future and current skill, talent, and opportunity gaps and chose
training programmes to fill them. (Bishnoi, n.d.)
So, in this research, we'll look at how Siemens manages their workforce and provides training
to its employees to increase their performance and maintain up-to-date knowledge and skills
in a highly competitive industry. Employees that receive excellent training and development
are more motivated and confident. Furthermore, if Siemens keep their expertise up to date, it
may be a valuable asset to the company. Employees that receive training and development
will feel valued and stay with the company for a longer period. As a result, training and
development ensure that it can meet its business goals. (Chopra, 2015) Furthermore, since
employees stay with the company longer, the cost of recruitment is reduced, resulting in a
higher profit margin. Siemens wants to produce excellent goods and services to maintain its
world-leading position and grow in a competitive market. To accomplish so, it will require
personnel with advanced engineering, information technology, and business skills,
knowledge, and competence. To reach their commercial goals, qualified industrial workers,
trade apprenticeships, designers, and managers are required. Training and development are

crucial because well-trained employees who stay with the company ensure that customers
have a consistent experience, which contributes to customer loyalty and a high brand value.
(Siemens Company: Training and Development | Business Paper Example, n.d.)
The basic goal of any business is to make a profit. As a result, efficient workforce planning
and employee training and development may assist Siemens in increasing profits through
their talents and lowering the cost of new employees through an effective training
programme. Furthermore, highly regarded, satisfied, and skilled employees aided the firm in
achieving a competitive advantage. Siemens can achieve its long-term business goals by
implementing an excellent training and development programme. As a result, any company's
most valuable asset is its people. Successful companies are aware of this, and they understand
the importance of investing in talent. Many studies suggest that organisations with dedicated
employee training and development programmes find not only a significant boost in
profitability but also a high level of staff retention, which is critical for long-term corporate
growth, as Siemens has demonstrated.
Research aims and objectives
The goal of this study is to conduct a thorough analysis of staff training and development as
well as the issues that organisations face in this area, to provide recommendations for how
these issues should be addressed.
• To understand the importance of staff training and development in the workplace.
• To ensure that training and development can help the company achieve its goals.
• To improve the quality of employees' work performance.
• To advise Siemens on how to plan an effective staff.
Planning
Learning and development aim to increase a person's performance through expanding and
improving their skills and knowledge. Learning and development are tied to a company's
personnel management strategy and are intended to align employees' goals and performance

with the company's overarching vision and objectives. Individuals in charge of learning and
development must identify skill gaps among groups and then locate appropriate training to
bridge these gaps on a practical level. (Dudovskiy, 2013)
Many people are involved in learning and development, and they all have different tasks and
responsibilities. The leaner, trainer, manager, financial management executives and directors
are Siemens' stakeholders.
In this regard, the learners' responsibility is to learn and to feel strongly about their
accountability and control in the learning process. The trainer is responsible for making sure
that their trainees' abilities are developed by assisting them in reaching their full potential.
Trainers aid in the development of client satisfaction, making it easier for Siemens to recruit
and retain qualified employees. The manager of the employee has a vested interest in his
subordinate's learning and growth. The manager's primary responsibility is to provide
assistance and obtain regular feedback both from the trainer and the employee. (Nickols, n.d.)
The manager must ensure that the training will benefit the employee and provide value to his
or her work role inside the company. The organization's financial manager plays a critical
role in showing the training's return on investment. The training provided should improve the
employee's performance and, as a result, enhance production. The financial manager must
ensure that any budget overruns are anticipated. The commitment of executives and directors
to the deepest growth of their personnel plays a role in training and development. This entails
more flexibility in corporate training and development activities, caring for employees'
personal and professional growth, and investing in their future by favouring internal
promotions. (Learning & Development - Defining Stakeholders & Clarifying Roles, 2021)
Information
needed
Research
source
Justification
for the
source
Advantages of the
source
Disadvantag
es of the
source
The
information
needed to be
gathered
included what
approaches
For this
information,
we will
interview the
organization'
s managers
This
resource was
chosen for
the
information
because
This source has a
lot of pros such as :
 Comprehens
ive data may
be gathered.
This source
has several
advantages,
but it also
has some
disadvantage

managers use
for workforce
planning, how
they identify
skills gaps in
their
organisations,
and what they
are doing now
to close those
gaps.
as part of
our research
process.
interviews
are the most
successful
method for
qualitative
research
because they
allow you to
explain,
better
understand,
and examine
the
viewpoints,
behaviour,
experiences,
and
phenomena
of your
research
participants.
The majority
of interview
questions are
open-ended,
allowing for
the collection
of detailed
information.
The
information
we will
gather will
necessitate
face-to-face
 Response
bias and
non-
response
can be
discovered.
 It is possible
to control
the samples.
s, such as:
• It takes
more time.
• It is costly.
 There's a
chance
the
interview
er is
biased.