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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.
Daimler 360 GRAD - FAKTEN zur Nachhaltigkeit 2008 Daimler Nachhaltigkeitsbericht 2008 / Managing sustainability / Human resources management / Organization and management Global HR Scorecard – Erfolgsfaktoren und Key Performance Indicators (KPIs)
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