The four strategically required organizational outcomes can be as followings.

1. Happy, Competent and Agile Workforce

Being multinational and multicultural company with diversified businesses, harmonization
in the workforce will play very important role. A happy workplace can bring better learning,
motivation, collaboration, teamwork, synergy, innovation, creativity, growth and low turnover. The
costs associated with losing employees and recruiting, selecting and training new employees often
exceed 100% of the annual compensation for the position.(Cascio, W. F. (2006).)
By being able to create a happy workplace in the company, we can bring better results in
both proximate and distal organizational outcomes. Proximate organizational outcomes included
human capital (e.g., knowledge, expertise, skills, and abilities) and motivation, and distal
organizational outcomes included voluntary turnover, operational outcomes (e.g., productivity,
product quality), and financial outcomes (e.g., sales growth, return on assets). Also, the agile
workplace can give the company the ability to thrive in the changing word. This can be the outcome
from creation of “Culture with Love, Trust and Peace” in the diverse workforce.

2. Full Accessibility of information

The accessibility of information should be one of the strategic organizational outcomes
because no information means no intelligence and this can be the pitfall in planning further
strategies. Not only external information (e.g. market, demographic, and competitor info) but also
internal information (e.g. mission, visions, objectives and strategies of the company) must be
available to all employees so they can know where the company is going to, how the company is
getting there and their position and contribution in this journey to achieve the targets. This can be
the outcome from investment in knowledge management.

3. HR-Business Alignment
The HR strategy must be aligned with strategies of the company. The strategy without HR
involvement is unlikely to success in long run. The management must let the HR know its position
and role in all planning, execution and monitoring stages. HR must select the people who can share
the values and culture of the organization so that there is no dissonance in the workplace. The
required skills can be learned and developed in the organization, but the values are hardly changed
once they are created. This can be the outcome from investment in employee engagement.

4. Glocalization
The company can use glocalization strategy to get wider access to a bigger target market in
different cultures. With local employees working globally, products or services globally provided
can be customized for best fit to local markets where the company is operating in. To use the
optimal degree of glocalization, the company is required to combine with its global knowledge with
local preferences. Cultural relevance of the products or services has a higher importance than the
translation of materials into the language spoken in the target market and the global employees
working locally should also need to know what the local market is demanding. This can be the
outcome from investment in free learning environment with right degree of workplace autonomy.
2. The four workforce competencies
The employees in the company should be asked to have the following commitments.

1. Commitment to Continuous Learning

A living company is a learning company and to strive and to to secure steady growth as a
sustainably profitable company, it needs to be a lively learning company. All the employees are
required to feel happy to learn new things. Without the commitment of workforce to continuous
learning, the company cannot fit in or thrive in the environment or with the contexts and behaviors
changing continuously in the market.

2. Commitment to Challenges and Changes

One more competency of workforce can be considered as the commitment to challenges and
changes. The company must be in ready position to take challenges (e.g. economy crisis,
pandemics, and competitors’ actions in the market) and make changes (e.g. technology changes,
changes in consumer behaviors). It becomes difficult to make changes for organizations as they get
bigger and bigger. However, if the workforce is committed to challenges, it can reduce the obstacles
and difficulties in making changes no matter how large the organizations are. It is not odd to see
many examples where the first mover giant incumbents failed to catch the change of market and
were forced to file for bankruptcy in the age of “uberization” where small startups are taking the
advantage of innovative disruptions – disruptive business models or disruptive technologies. The
giants becomes the victim of innovator’s dilemma when there is no commitment to challenges and
changes in the blood of the organization. Kodak, Blockbuster, Sears and Nokia are all once kings in
their respective markets but they all failed to embrace successful transformations in business model
or technologies and when they failed to disrupt, they were all disrupted and drawn out of the
competition and soon all disappeared from the market.

3. Commitment to Sense of Belonging

The larger the organizations are, the more important the teamwork becomes. To form and to
retain teams with love and trust, all team members are required to have commitment to sense of
belonging. The sense of belonging give the circle of safety among members of the organization and
the feeling of safety makes people in the organization more resistant to outside effects and changes.
A team with solely one soul can move faster and further distance compared to a team with multi
souls.

4. Commitment to Service-Orientation

Disruption Starts with Unhappy Customers, Not Technology

- Thales S. Teixeira

Siemens told its employees to promise passengers a refund if the train took longer than six
minutes. Although their customers did not think it would work, the business model succeeded and is
still in use today. “We don’t just sell trains — we sell the fact that trains will run on time,” said
Janina Kugel, Chief Human Resources Officer of Siemens AG, a German multinational tech
company.
I think it is not the excellency in technologies that makes the company flourish, but it is the
service mind with promises and considerations for its customers’ convenience and satisfactions.
3. The four HR strategy and practices
1. Investment in free learning environment with right degree of workplace autonomy
The HR is required to enforce creativity and innovations for the sustainability of the
organization. This can be done by providing facilities to create a free learning environment in the
workplace. HR must also consider the degree of autonomy in the organization. I think the HR can
adopt leadership and management in order to get the right degree of workplace autonomy required
for the best learning environment.

Ref: John P. Kotter

2. Investment for “Culture with Love, Trust and Peace” in the diverse Workforce
“When we put our thoughts together as a team of diverse people from diverse backgrounds,
all thinking outside the box, you get a team that is 100% effective. No individual can be 100%
efficient, but a team can be. It is this kind of team which Siemens is building.”
- Prakash Chandran, President & CEO of Siemens Malaysia

There are different nationalities with different cultures, using different languages, working
different tasks in the different teams for the different projects, but they all must be under one soul
moving toward one direction. The HR is responsible to create a peaceful culture for all these
members in the organization. HR must aware that there is no discrimination and unfairness in the
workplace and must ensure transparency exists in the organization. In employee selection, HR must
check whether the candidate meets the shared attitudes and standards of the organization.

3. Investment in employee engagement

HR must find ways to improve employee engagement. In L&D sections, HR must find
where the employee selected fits best and what skills he or she is required to be competent in the
assigned position. Also, to retain the top talent is one of the most important tasks for HR managers.
Employee reward and compensation system must be in place to avoid high turnovers. The
specifically designed PIPs (performance improvement plans) for those employees with deficiencies,
can be one of the ways to improve employee engagement in the workplace. Career development
plans and professional development opportunities can be also considered the ways to improve
employee engagement. Siemens is also providing profit-sharing program for its ownership culture
which strengthen their loyalty to the company and the culture is based on the firm conviction that
employees who are among the company’s owners will also feel a stronger sense of identification
with the company. This HR Strategy can be linked with the employees’ commitment to Sense of
belonging.
4. Investment in knowledge management
Knowledge management is an enabler of organizational learning and investment in the
knowledge management is important as it supports the constant sharing of data across all users
within a business or organization and enforce the importance of learning. For such a global player,
like Siemens, with diversified businesses, the transfer of knowledge from one domain to another
can be considered as the critical point for the cross-sector innovations and inventions. Siemens
invested many billion dollars in its knowledge management system and introduced so-called
“ShareNet” in 1999.
4. The strategy map

Happy Loyalty Employee

Commitments Competent Engagement
Agile System
Innovations Workforce Expertise & Commitment to
& challenges and changes
Inventions Teamwork
Excellency
Sense of
Belonging
Considerations Competent Knowledge
One soul One goal skills
& Promises for & Information
Customers L&D
Shared Knowledge
Programs Management
Service values Shared
mind culture System
Shared attitudes Workplace
and standards autonomy Trainings

Employee Learning
selection Environment