Strategic Human Resource Management
People Are The Real Engine
Tazvivinga Shingirirai Liberty
The local survey
Lessons from The Local Survey
Introduction to Porsche
Strategic human resource Management
People are the real engine
Performance starts with the people
This paper starts with a local survey, which I conducted to find out the attitudes and aptitudes of the local students on campus about how they view human resource management. They were asked couple of random questions designed to uproot the psychological views and opinions towards the status quo of human resource and the larger picture it paints in the world, my main goal was to establish why there is a huge gap between entrepreneurs and job seekers. The survey, results and commentary are what prologues this paper, the second part is a case study of Porsche the company, as an example of how its already implementing the suggestions and outcomes of the survey, how it manages and implements human resources across its world wide sales of luxury sports automobiles and maintaining such a huge gap with competitors in innovation and engineering, pursuing excellence in a way that no any other car manufacture has done. Establishing the notion that people are the real engine.
The Design of the Local Survey
Strategic human resource management- Survey By Liberty
After university, what do you want?
-This question is to find out how many students prefer entrepreneurship to jobs
[ ] Job [ ] Internship [ ] Further study [ ] Entrepreneurship
What do you think is the most important in a person at a working environment?
–to find out if students are aware of emotional intelligence and its effects in the work place[ ]Intelligence quotient (High qualifications, academically smart, logically sound) [ ] Emotional intelligence (ability to recognize and connect with others at an emotional level)
In order of your preference please write, what do you prefer when working for a company
–with preference comes motivation factors, this is to establish what motivates the students the most[ ] Good salary [ ] Job (error on survey, its been omitted) [ ] Incentives [ ] Job security [ ] Good leader/boss [ ] Working environment [ ] Off/Leave days [ ] Freeness to be creative [ ] Independent working schedule [ ] Regular supervision
In the debate between becoming an entrepreneur and going to work for someone, what is the main factor that makes many people work for someone/get a job than become an entrepreneur? Describe one factor
This is the icebreaker, finding out the opinion directly from the students
Do you think there is something special or unique that makes only a small portion of the population very rich than the rest ? Yes [ ] No [ ]
Questioning the beliefs about money and inequality
What could be that factor that makes few people rich? _____________________________
Please write down your ideal working environment
A direct question to probe preference
What is the most important thing the world should teach children today?
Finding out what one values the most, makes human resource management more effective
Do you believe the current school – university teaching methods apply in the current industry? Yes [ ] No [ ]
Striking the chord between work place and the school environment, find out if the two are working together cordially, from the student perspective
How would you like it to be ? In one sentence ____________________________________ _________________________________________________________________________
how does the student like the school environment to be, in order to match the current industry, sometimes the best ideas comes from the students themselves, hence had to ask this question.
Out of the ten people surveyed, here are the results
70% of the students prefer to get a job
20% prefer further study
10% want to pursue entrepreneurship
40% are aware of the role played by emotional intelligence in the workplace
60% prioritize intelligence quotient in the workplace
The following is ordered in preference of the majority
- Work environment
- Job security
- Off/leave days
- Independent working schedule
- Good leader
- Freeness to be Creative
- Regular supervision
40% believe there is nothing special needed to become rich
60% think there is something special required to become rich
60% believe the current academic structure is suitable for today’s standards
40% need a change in the academic structure to adapt to the current industry.
Lessons from The Local Survey
It is evident from the survey most of the students lack entrepreneurial skills, the huge gap between those looking for jobs and those that will seek entrepreneurship is staggering, this factor can harm the economy as more people will look for more jobs than there will be people offering or creating the jobs. As accordance to human resource management, more people should be empowered to adopt and learn new and up to date entrepreneurial skills.
Very few people are aware of the critical role played by emotional intelligence in the work place, this factor can control and be optimized to boost performance and productivity at work, the local students need to be taught this necessary skill.
It goes without saying, many prefer a good working environment and a good salary, these are the main motivational factors for many individuals. Job security, incentives and working schedule are the next in priority to strategically manage employees, when these factors are well taken care of, performance will be at its best.
A good leader also determines the performance of the employees, a working schedule that allows for independent work and minimum supervision is what many students expect, with the provision of off/leave days and a chance to be creative in the workplace, all this will not only boost employee morale but give a chance for both personal and cooperate improvements.
Many people believe there is something special required to become rich and the current school environment is enough to match the requirements of today’s industry. However these two aspects need to be addressed at a national level as sometimes most of the curricula in the traditional academic theory are no longer up to date to match the current industrial standards.
Most people surveyed do believe working hard and opportunities do play a role for one to become rich, some attribute fortune to lucky and family’s influence. Lack of capital is one that pushes many to resort to finding jobs. These aspects need to be addressed at national human resource management to empower the entrepreneurs with the resources they need to pursue projects, which can help the economy and create jobs.
Those who opt for jobs regardless of entrepreneurship opportunities favor a free and open working environment that rewards performance and creativity, as mentioned earlier these are the main motivational factors, which will influence the way human resources will be strategically managed.
Most believe that innovation and a reward based performance teaching environment should be adopted for the children today and encourage research and more learning avenues than the strict syllabus and curricula currently in the schools, this will boost innovation and creativity, without a competition stigma hence resulting in hard working individuals with unlimited ideas ready to take over and improve the world in many aspects.
This small survey addressed personal and cooperate issues that are needed to motivate employees at work and entrepreneurs alike, established the main criterion which need to be addressed to both turbo boost performance and make working experience a bliss. Concluding on the main factors that are needed to spring forward a new breed of entrepreneurs that will keep the economy and human evolution on the green side. This is human resource management at its best on both small and worldwide scale. The next chapter looks at Porsche and how its already implementing the ideas suggested above as a case study.
Introduction to Porsche (Paraphrased from Wikipedia)
Dr. Ing. h.c. F. Porsche AG, usually shortened to Porsche AG, is a German automobile manufacturer specializing in high-performance sports cars, SUVs and sedans. Porsche AG is headquartered in Stuttgart, and is owned by Volkswagen AG, which is itself majority-owned by Automobile Holding SE. Porsche’s current lineup includes the 911, Boxster, Cayman, Panamera, Cayenne, Macan, and the 918.
Austrian engineer Ferdinand founded the company called “Dr. Ing. h. c. F. Porsche GmbH” in Austria in 1931, then moved to its main offices at Kronenstraße 24 in the center of Stuttgart. Initially, the company offered motor vehicle development work and consulting, but did not build any cars under its own name
One of the first assignments the new company received was from the German government to design a car for the people, that is a “Volkswagen”. This resulted in the Volkswagen Beetle, one of the most successful car designs of all time. The Porsche 64was developed in 1939 using many components from the Beetle.
Porsche SE was created in June 2007 by renaming the old Dr. Ing. h.c. F. Porsche AG, and became a holding company for the families’ stake in Porsche Zwischenholding GmbH (50.1%) (which in turn held 100% of the old Porsche AG) and Volkswagen AG (50.7%).
At the same time, the new Dr. Ing. h.c. F. Porsche AG (Porsche AG) was created for the car manufacturing business.
A journey without slipstream.
The headquarters and main factory are located in Zuffenhausen, a district in Stuttgart, but the Cayenne and Panamera models are manufactured in Leipzig, Germany, and parts for the SUV are also assembled in the Volkswagen Touareg factory in Bratislava, Slovakia. Boxster and Cayman production was outsourced to Valmet Automotive in Finland from 1997 to 2011, and in 2012 production moved to Germany.
In 2008, Porsche reported selling a total of 98,652 cars, 13,524 (13.7%) as domestic German sales, and 85,128 (86.3%) internationally.
The company has been highly successful in recent times, and indeed claims to have the highest profit per unit sold of any car company in the world.
Porsche intelligent performance. The endurance of ideas.
Strategic human resource Management
Porsche’s committee encourages a fun and pleasing working environment, to maximize both efficiency and productivity at work.
In terms of ICT Porsche uses SAP HR, which offers both customers and human resources management solution with a unique range of functions and services that are highly integrated with SAP modules for financial accounting and controlling.
Covering the following areas:
- Management of job applications,
- Time management and
- Organization management
Additionally it also handles payroll accounting for dealerships using SAP HR.
The major advantage of this solution is the high level of integration with other Porsche Informatics systems used in the company and by retail customers. In addition to automatic payroll accounting booking in SAP financial accounting and controlling there are interfaces to other systems e.g. CROSS dealer management system, which sends the payroll data for productive employees to the SAP system.
The main objectives at Porsche for strategic human resource management are
- Trust in our staff
- Maximum independence
- Highest possible level of competence and transfer of responsibility
- Originality in the implementation of projects
- Greatest possible integration of staff into company processes
- Emotional unity of the staff and their work: being a part of the team
Porsche, one cannot deny his origins, we have a firm believe in our ideas and utterly convinced with our visions.
People are the real engine
- Its staff has always characterized Porsche Company. It is in manual work – which is still, as ever, greatly valued – that the true ability and the real emotions can be found.
- At Porsche, creativity and courage are required, but they are also promoted. Porsche is already training tomorrow’s specialists. This is not just a contribution to long-term quality assurance; it is also a socio-political responsibility, particularly towards young people.
- Staff can proudly state that there is a piece of them in every Porsche. This pleasure in individual responsibility at work will, in the end, be experienced by the customer, in the truest sense.
Performance starts with the people
- The size and organizational structure allows short communication routes and decision-making, as well as a pragmatic solution to problems that occur. They allow for un bureaucratic cooperation between different departments.
- This means varied activities in which everyone can develop individually. Work content and areas of responsibility are individually tailored. All of this taken together, the orientation of work to the person, and the size and independence of our company, characterize our work as a team.
Porsche driver, proudly walks up to a Porsche Boxter
There is a conducive working environment at Porsche, which upholds the culture, accommodates the modern times and keeps the revolution of Porsche in a continuous upgrade from the very first Porsche. All this is centric to the people, from the founder himself, to the current worker and current customer, all seem to be centrally connected to the belief and the experience of the ideas and cultures at Porsche, all in a manner to richly satisfy expectations within the company and beyond to the consumer. This is the best case for a well-built strategic human resource management scenario.
My all time favorite – The Porsche Spider 918
Fastest production car in the nurbingring
0-100km in 2.7 seconds
25km range of electric drive
100km with just 3litres of fuel
Today’s hybrid car, pioneering the future.
“This car is the ultimate example in what human triumphs can do, when creativity and innovation meets strategic management “- Liberty