Download Chapter - Nachhaltigkeitsbericht 2008 - Daimler

Daimler 360 GRAD - FAKTEN zur Nachhaltigkeit 2008
Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Human resources management / Organization and management
Organization and management
The Human Resources organization of Daimler is an integral part of the Group’s management structure. The
approximately 7,000 people working in this organization all over the world are responsible for all our employeerelated
functions and processes. Daimler pursues a global human resources strategy that is in line with its
corporate goals. It is based on five pillars: Profitability, Competitive Workforce, Leadership Capabilities, Employer
of Choice, and Operational Excellence.
HR management scheme – integrated HR functions
The Board of Management member responsible for Human Resources, who is also the Group’s Labor Relations
Director, is responsible for the human resources operations within the Group. The Human Resources
organization is divided into three key areas:
Group functions, which are responsible for human resources strategy, policy, and guidelines throughout the
Group;
divisional human resources functions, which are responsible for human resources work in the business units
and Group locations, and for the implementation of the company’s human resources strategy;
service centers, which provide human resources services at the regional level.
The highest decision-making body in the Human Resources organization is the Human Resources Executive
Committee. It consists of the heads of the corporate, divisional, and service functions within the Human
Resources organization, and is headed by the Board of Management member responsible for Human Resources.
The “Global Human Resources Scorecard” is an important management tool in this area. It, in turn, is an integral
part of the strategic scorecard of the Group as a whole. Through the success factors and their performance
measurement criteria (currently 14) – which are known as the key performance indicators (KPIs) – it is possible
to compile global key figures concerning human resources in a targeted manner. This makes it possible to
measure the success of human resources processes and strategies. The information gained in this manner is
used to design the most important functional human resources measures in the goal agreement process of all
human resources directors. The Global Human Resources Scorecard provides targeted support for the business
strategies and processes in the divisions and creates the foundation for a continual mutual learning process
within the Group through best practices.