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Standards of
Human Resources Work
A company like MTU can be seen from distinct
perspectives. Employees, shareholders,
customers, suppliers, neighbors – each
group has its own expectations. Each division
of our company is geared toward a certain
contact group whose demands it must
accommodate. In addition to the complex
internal considerations involved in enabling
our employees to work to the best of their
abilities, the interests of investors and job
applicants are central criteria of our human
resources work.
Human Resources Controlling
The task of orienting our company toward
shareholder value, which in turn translates to
company value, lays out many challenging
targets for us to pursue in the highly complex
and dynamic world of capital markets.
To better address capital-market demands,
MTU has assembled a store of expert knowledge
and anchored it within the company. In
the field of human resources, this knowledge
is embodied by human resources controlling.
Human resources controlling designs and
applies special systems and instruments to
support and influence decision-making as
regards economic questions functionally
related to the tasks of planning, coordinating
and monitoring the human resources component
of our business activities. By this
process, internal divisions of the human
resources center are supplied with the information
necessary for providing optimal support
to our functional departments. Human
resources controlling necessitates a degree
of standardization, but at the same time
requires flexibility in order to meet a variety
of demands. It also requires continuous
improvement of its processes, systems and
instruments.
Benchmarks
Benchmarks are one instrument for achieving
continuous improvement. By compiling
and monitoring informative and substantial
human resources statistics, we are able to
establish benchmarks comparing us with
other companies, even those in other industries.
Such comprehensive comparisons are
particularly important for purposes of human
resources management. They provide clues
as to what other companies are emphasizing
in their human resources work and what
unexplored possibilities and instruments
might deserve consideration in our own task
setting. Conducting benchmark surveys
commits great resources to data collection,
but the results provide a valuable viewpoint
beyond the perspectives otherwise available.
At MTU, benchmarks have confirmed
the competitive status of the benefits we
offer our personnel. In 2008, MTU cooperated
on a benchmark comparison with other
technology companies in the Munich area.
In 2009, we participated in the benchmark
comparison process of the German Association
for Personnel Management.
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