The Role of HR in Organizational Culture

I walk into the Headquarters of Daimler AG, a well-conditioned and beautifully-designed building located in the center of Stuttgart. Immediately, I feel that everything here is cleverly designed to spark the creativity process for employees of one of the global leaders of the automotive industry. From large double glazed windows you can see the Mercedes-Benz Museum and a giant three-pointed star logo that represents its domination over land, sea, and air.

Herr Dirk Nees, the Senior Manager of HR Digital Transformations, proudly tells us that the museum is very special as every part, from customized windows to marble floors, was created and designed to showcase the importance of Mercedes’s history that features a single continuous timeline of over 130 years of auto industry progress. You can tell that he is truly passionate about the company and his role as an HR leader.

Nees tells us about the changing culture of the company and how Daimler is trying to evolve to remain competitive on the modern-day arena, while attempting to preserve their identity and traditions. This is a challenge for many businesses, both global and national. The world is changing rapidly and they need to adjust quickly to the shifting priorities and demands of the market.

He explains that several years ago the leaders of Daimler realized the need for a more agile, complex, and flexible organization. This resulted in the beginning of the so-called Transition Period, during which the company has undergone (and is still undergoing) several major transformations. This required a completely new leadership mindset that would bring a new way of thinking in order to succeed. I am delighted to learn that HR plays a crucial role in all of the transformation-related change management processes and activities. The company seems to understand the importance of HR as a strategic partner and the level of engagement that this facet of the organization requires in order to empower employees and shape attitudes.

Nees also shares that the culture of Daimler has become more engaging and inclusive. The gap between senior leadership and employees has diminished significantly due to such efforts as creating an open space office environment, not listing titles in the company’s directory, and introducing a less formal dress code policy. These activities (and many others) have helped in fostering a sense of community and ownership among employees of Daimler. As a result, they have seen an increase in the level of employee commitment to the organization.

Technology plays an important part in all of these activities and it enables the organization to create more learning and development opportunities, along with introducing new ways of attracting and retaining talent within the organization.

This progressive view of the HR role, unfortunately, is still quite rare for many organizations. Many companies (including US businesses) still view HR as a necessary evil and an obstacle that prevents organizational modernization. The need to change is needed worldwide in order to resolve these challenges.

I leave Daimler Headquarters excited and enlightened. I feel hopeful that the field of HR will continue to grow and evolve in the future. I am convinced that my findings and experiences during the Excursion Day will help me in creating a new perspective in order to develop my further career as an HR professional.