Resource Management: BMW's HR Practices in Recruitment and Selection

This report examines the role of Human Resources (HR) in BMW's recruitment, selection, and performance management processes. It highlights BMW's emphasis on candidate personality, skills, and problem-solving abilities, underscoring HR's crucial role in attracting dynamic talent. The report compares traditional HR practices with modernized methods adapted to the digital age and the COVID-19 pandemic, such as online applications and remote interviews. It details BMW's performance management system, which focuses on continuous employee development through training, communication, and succession planning, emphasizing a positive work culture and ethical values. The study also notes BMW's shift towards incorporating non-monetary benefits to attract and retain talent, including vacation leaves and leisure activities. This assignment is available on Desklib, a platform providing AI-based study tools and a library of student-contributed documents to support students in their academic endeavors.

INTRODUCTION
In order to succeed in the modern business landscape where there are many
disruptions and intense competition due to the boundaries between nations getting blurred
to facilitate trade through globalization, a business must have access to a competent
workforce and talented personnel running and overseeing it's operations (Slack, N.,
Brandon-Jones, A. and Johnston, R. 2016). This leaflet will highlight the major process ad
practices of human resource management which is pivotal for effectively managing talent
and human performance in a company. Comparisons between old and new HR practices
will also be discussed and the content will be executed within the organizational context of
BMW which is a major player in the auto-mobile industry.
The BMW organization
Bayerische Motoren Werke AG, which is otherwise popularly known worldwide as
BMW, is a major presence in the auto-mobile sector and is one of the most robust vehicle
manufacturer in the entire world. BMW was established is 1916 and it's primary job then
was to make aircraft engines which slowly got cut for entering the premium and luxury car
segment which it dominates now in multiple countries. The company's current headquarters
are in Munich, Germany and it has production outlets in major locations across the world
some of them being India, Brazil, China and Mexico.
On the corporate side of things, BMW is a major opportunity employer which
provides a lot of jobs in multiple countries leading to upliftment and economic boost to the
lifestyles of many underprivileged communities in need of work. The company prioritizes
the physical and mental well being of their employees and it's practices of human resource
management are often aimed at diversity and instilling a positive and driven work culture.
As one of the market leaders of the car industry, it has an immense responsibility towards
stakeholders and it's customers which is why every employee of BMW is selected and
trained in a diligent manner with ethical and sustainable values. Human resource plays a
valuable role in controlling and managing the workforce of such powerful companies by
keeping motivation and training in check (Harlow: Pearson Torrington, D., Hall, L.,
Atkinson, C. and Taylor, S, 2017).
Role of HR in recruitment and selection process of BMW
Due to the immense strength of it's brand in the market along with the massive
stature it enjoys as a company due to it's nature of pioneering new innovative offerings
with a penchant for amazing quality, the process of recruitment and selection of BMW is
quite laborious and extensive in order to filter out candidates which do not match their
needs and organizational vision. BMW pays emphasis on the candidate's personality,
ambitious outlook, technical and soft skill soundness along with a critical mind capable
of solving complex problems and it's human resource department plays a key role in
getting job positions filled with exciting and dynamic talent.
Human resource plays an important role in the recruitment process as the
received candidate applications go through an intense preliminary screening to get rid of
weak ones or people lacking key skills and competencies (Cascio, W.F., 2019 pp.284-
297). The function of HR is also responsible for evaluating and judging the selected
candidates through a variety of online tests ranging from technical to psychological skills
along with coordinating them for phone and video interviews. Since it is a prestigious
organization, running proper background checks on confirmed new joiners and
thoroughly orienting them with the company culture is also a major role of HR in BMW.
Resource Management

CONCLUSION
This leaflet went into detail regarding the modern day variations and aspects of
human resource management especially in the organizational context of auto-mobile
companies. The concept of human resource management has evolved along with other
key concepts of business in order to adapt to the changing trade environment and this
leaflet highlighted the current information about the leading car manufacturers in the
market, the role that human resource department plays in the recruitment and selection
strategy. There was a brief description about the currently used functions and approaches
of HR in car companies compared to modern methods and the project was concluded with
the performance management processes conducted within such prestigious companies.
REFERENCES
Books and Journals
Cascio, W.F., 2019. Training trends: Macro, micro, and policy issues. Human Resource
Management Review, 29(2), pp.284-297.
Harlow: Pearson Torrington, D., Hall, L., Atkinson, C. and Taylor, S. (2017) Human
Resource Management. 10th edn.
Slack, N., Brandon-Jones, A. and Johnston, R. (2016) Operations Management. 8th edn.
Online Referencing
BENEFITS FOR PROFESSIONALS, 2022 [online] available through
<https://www.bmwgroup.jobs/de/en/about-us/benefits/benefits-professionals.html>
Comparison of traditional HR practices with modernized methods
In order to cope and adapt to the rapidly growing digital reach of the global
population through social media and the internet along with the sensitivities brought in
the by COVID-19 pandemic, HR practices at BMW have changed quite a bit compared
to the traditionally followed approaches in other companies a few years back. The
process of receiving candidature application has been made online entirely along with
all associated tests conducted to judge their level of skill and the interview process
conducted by HR personnel has also changed as platforms such as Zoom and Skype are
being used to hire remotely for various locations where BMW operates compared to
traditional in person interviews.
Traditional functions of HR always used to dictate that monetary benefits are
the best motivators and should be given priority in all workplaces but BMW and it's
experienced team of HR experts have identified that in order to attract holistic and
visionary talent and keep their productivity high, designing a benefits package which
features an equal amount of non-monetary perks is essential for profitability and
gaining employee loyalty and goodwill. The package features 30 day vacation leaves,
free state of the art gyms and leisure activities and other amenities which are very
valued by it's current workforce (BENEFITS FOR PROFESSIONALS, 2022).
Performance management in BMW
Simply recruiting and hiring employee based on an intense screening
process and grilling interviews is not enough to guarantee the success of a
prestigious and market leading company like BMW. One of the HR department
most important roles played in the firm revolves around performing functions of
performance management which is the continuous activities and approaches to
extract consistent productivity from their employees while training and
developing them to take on increasingly complex job roles and responsibilities
in future.
BMW employees more than 100,000 people worldwide as a part of their
workforce and as such there are ample systems put in place to make sure there is
constant communication between managers, leaders and their subordinates to
ensure a positive and motivating culture where employee output is valued. The
employees are regularly subjected to training and developmental programmes
built to enhance their critical thinking and problem solving skills along with
technical certifications which helps in turning them into future leaders and
performing succession planning which is a major aspect of performance
management.