Sustainable Value Report 2001/2002 - BMW Group
Sustainable Value Report 2001/2002 - BMW Group
Sustainable Value Report 2001/2002 - BMW Group
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Goal<br />
Personnel planning oriented to medium and<br />
long-term goals<br />
Recognition of important long-term qualitative/<br />
quantitative personnel needs in cooperation with<br />
the specialized departments<br />
Improvement of <strong>BMW</strong> AG in-house recruiting<br />
activities<br />
Max. 15 workdays between personnel requisition<br />
and submission of applications<br />
At least one to three qualified candidates per<br />
vacant job for personnel shortage qualifications<br />
Selection process complete within 15 to 22 workdays<br />
with total transparency at all plant sites<br />
Implementation of program management<br />
(multi-project control) for <strong>BMW</strong> <strong>Group</strong> personnel<br />
departments in order to achieve the following:<br />
<strong>Group</strong>-wide transparency in strategic projects,<br />
optimal resource and interface control,<br />
establishment of clear decision-making processes,<br />
and creation of uniform project standards<br />
Create a balanced work situation and good<br />
quality of life in a performance-oriented<br />
culture while taking into consideration future<br />
corporate challenges and the changing<br />
interests of employees<br />
The following elements should be combined<br />
into an attractive package: Work hours, pay,<br />
orientation to phase of life, job content, personal<br />
development opportunities, health, personal<br />
lifestyle, work environment .<br />
Support in the further development of a<br />
knowledge culture<br />
Intensified implementation of key elements<br />
in the long-term personnel policy (LPP)<br />
worldwide<br />
Action<br />
Continued development of qualitative/quantitative<br />
personnel planning, concept, and implementation<br />
In-house qualification of employees and/or<br />
influence on external training institutes, personnel<br />
recruitment, and employee commitments<br />
Optimize existing processes<br />
Development of group-wide program management<br />
Development of a new, integrative future model<br />
Pilot implementation of employee homepages<br />
(voluntary homepages focusing on individual skills)<br />
Development of existing tools and creation of<br />
new instruments to promote in-house knowledge<br />
transfer. Examples:<br />
– lessons learned<br />
– passing on knowledge when changing jobs<br />
– guidelines for Practice Communities or groups<br />
designed to share experiences<br />
Further development of the personnel systems<br />
based on the LPP world-wide<br />
Year<br />
<strong>2001</strong>/<strong>2002</strong><br />
current<br />
<strong>2002</strong><br />
<strong>2002</strong><br />
<strong>2001</strong>/<strong>2002</strong><br />
<strong>2001</strong><br />
<strong>2001</strong><br />
<strong>2001</strong><br />
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