this is a good example of why investing in employees is necessary. Every company and sector is different and fresh graduates may not come under the company's growth strategy unless taught. VW's support has been a crutial factor for Skoda to come back to profit, IMO. Its long way for Skoda to keep its feat in India and other countries as the competition is hard but i think differentiation is the key.
stephanrehak: Thanks for sharing all these details. Sounds like a innovative and progress-minded approach and an important way to better position the company for future growth. Actually, it's refreshing to hear about a company doing something like this...so many companies are still shaking off the recession and perhaps way too slowly building back their workforces/making similar investments. Keep us posted on the Simply Grow program.
I do work for Skoda in HR department as a Recruitment Specialist. For this year we are planning to recruit more then 750 people for administrative positions and even more next year. This is part of Simply Grow strategy which is on since start 2011. Skoda is planning to sell up to double the amount of car sold last year - 762 000 ww. Skoda is massively investing in people. You mentioned our University but also everyone has a chance to work for 2 - 3 years in China, India, Russia or in VW. I can see that Skoda and people around me are focusing on this 3 countries as this is our chance to be bigger and more recognisable. I dont think that we have more regions left. We are curently operating in 103 countries.
I am sorry but I dont have information about manufacturing as I am responsible for Marketing, Sales and HR departments.
Stepanrehak - Thanks. Assuming if you can confirm info, you may be associated with the company. If so, in what capacity? Can you tell us more about the "gearing up and investing in people" plan? Which areas are getting the most attention in terms of boosting people power and, generally, which corporate areas have become vital investment sweet spots? Also, any thoughts on broader manufacturing trends in Central and Eastern Europe, particularly on this idea of moving away from low-cost volume production to efficient, high-quality manufacturing? It appears that Škoda is both going for increased volume by breaking into new regions, but that its overall approach has shifted from low-cost local products to worldwide quality branding. Thanks in advance for any additional comments you can provide. - Jenn
Jennifer, Social commitments and valuing employer’s contributions are good in long term run, for any industry. This can help the industry to hold employees with them and creating a social awareness.
"Škoda has invested more than 15 million euros ($21.5 million) in its Na Karmeli skills training facility, making it the largest corporate training center in the Czech Republic"
Jennifer,
Thanks for the post. I am sure this effort by Skoda to impart skills to its employees will definitely benefit it, because employees are the key part of the company. If employees are happy, their productivity will automatically increase.
"So how did Škoda make this leap?" Skodacombinestheverygoodvalueformoneyforitsproductswiththequality,becauseaftertheacquisitionfromMercedesgroup, the manufacturequalitychangedtobetterfor the Skoda.
Thanks Jennifer. This is fantastic background on the Skoda success story. In Europe one only has to observe the number of Skodas on the roads and in people's driveways to realize Skoda is a vastly improved company these days. I wonder if we will ever see a similar success story coming out of Russia. Everyone knows Russia is very successful exploiting its natural resources (oil and gas) but I am yet to see any worldclass design and manufacturing companies emerge from Russia. Can anyone out there shed any light on this quandary?
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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