Siemens 2007 Annual Report Download - page 39

Fit42010 39
High standards through the Performance Management Process
The standards we’ve defi ned are applied throughout the Company using our Performance Man-
agement Process. Managers hold one-to-one talks with their people to assess the achievement of
the previous year’s goals. The results of these discussions affect employees’ further professional
development and salary. In addition, concrete goals are agreed upon for the coming year. This
process is a key prerequisite for high performance. Only employees who know what their profes-
sional goals are will perform to their full capacity.
The Performance Management Process also includes an assessment of managers’ leadership
abilities. In a 180-degree feedback process, employees evaluate their superiors, giving them use-
ful input on their leadership methods, qualities and strengths as well as insights into any areas
where they may have room for improvement.
The Performance Management Process, which provides clear and unambiguous rules and is im-
plemented uniformly Company-wide, is enabling us to foster the people we’ll need to guarantee
our success tomorrow.
The next generation
Siemens can look back on a long history of success – thanks to the expertise, motivation and
commitment of many generations of employees. To safeguard our long-term future, we’ve
strengthened our focus on the next generation – in particular, on our top young talents and key
experts.
Individuals with high leadership potential and a strong commitment to their employer can make
a major contribution to sustainable Company growth. That’s why we’ve intensifi ed our efforts in
recent years to nurture emerging leaders and support their development. To date, we’ve identi-
fi ed over 1,700 up-and-coming young managers at Siemens. Now, we want to cultivate their lead-
ership potential by providing them with individual support and diverse opportunities to gain ex-
perience within the Company. Working with their supervisors, about 1,000 of these promising
young employees have already drawn up personal career plans. Our fi rst job fairs for top talents
have proven highly successful. As a truly global player, we’re placing an increasing emphasis on
driving the professional and personal development of the next generation of Siemens leaders all
around the world. And we’re applying the same systematic approach to identifying and fostering
our key experts. With their outstanding technical know-how, motivation and perseverance, these
individuals have made us a technology leader in a wide range of different fi elds.
The groundwork for a high-performance culture at Siemens has now been laid. Our next step is
to vigorously promote and develop this culture.