Phase 1: Staffing & Development (HROB714)

By

Mariam Abdelaleem 46-0339

Nouran Ahmed 46-6282

Ahmed El Sharkawy 40-20085

Nada Younis 46-6064

Faculty of Management Technology

German University in Cairo

Date: 5th of April, 2022

1. Introduction

1.1 Purpose

This document describes the processes and procedures used in the staffing of Audi
in Egypt and in further proposing a staffing plan for the HR department within the
company to review. The final intended outcome is to generate a tentative Staffing
Management Plan (SMP) for the company in partnership with its HR department.
This plan is a prerequisite for the student’s team ‘Staffing, Training &
Development course (HROB 714)’ and covers the staffing requirements as well as
training ones for the aforementioned company.

1.2 Audience

The intended audience for the SMP is all project stakeholders, including the project
sponsor (i.e. HR department in the company) & senior leadership of the company
and the project team alongside the HROB 714 course team. No one but the related
parties is allowed to look into this report. Thus, the confidentiality of the company
is preserved.

2. Overview of Company’s current status

2.1 Overview of company

Founded in 1976, Audi Egypt is a privately held company under the ruling of
EATC. Audi is currently located in Showroom’s District, Land no.4, Fifth
Settlement, New Cairo, Egypt 11835, EG – specializing in motor vehicle
manufacturing and its company size is around 201-500 employees. Audi positioned
itself as a luxury car brand for young consumers. The company follows a
functional structure where each department reports to its seniors only.
Figure 1: Organizational Chart of Audi

Figure 2: HR Chart of Audi

2.2 Assumptions

Identify the basic strategy adopted by the company (growth, differentiation, low-
cost, or specialization, or a mix).

The basic strategies adopted by the company are both differentiation and premium
pricing strategy which assumes that premium quality requires premium price. They
try to offer not just a car, but a unique experience. Audi has a significant
competitive advantage over rivals BMW and Mercedes-Benz, that’s because it can
use the global buying power of parent Volkswagen group.This association not only
comprises six additional brands, but also VW’s regional procurement organizations
in Brazil, Mexico, South Africa and China. Apart from this it employs dedicated &
passionate 70k people around the globe who continuously work to make it a
premium automobile worldwide.
In which stage is the company in its life-cycle? Does the strategy fit with the life-
cycle? Is this strategy fitting with the HR strategy & related Staffing Strategy that
the company adopts?

Audi is in its maturity stage in the product/service life cycle where it divulges in
constant sales, reducing costs, and increasing profits. Since Audi has been adopting
their differentiation and premium pricing strategies – maturity was bound to
happen as the brand gained popularity. Furthermore, this is interrelated with their
HR and Staffing Strategy as their goal is to create the best possible conditions so
that employees can be creative and drive innovation. Audi offers a modern work
environment with many additional, personalized benefits, training and continuing
education options, health programs, and support for family and career. As an
attractive employer, Audi assumes social responsibility at its corporate locations
and supports education, sports and culture as well as charitable foundations and
volunteering.They make sure to hire the right people in the right positions to
ensure the longevity of these aspects.

What are the basic elements of the company’s staffing strategy?

1. According to the 9 elements of staffing strategies, Audi has both a core and
flexible workforce. In terms of sales, tech support, and financial affairs – a
core workforce has to be adopted. In contrast, in marketing, product design,
and HR departments; a flexible workforce has to be adopted as different
countries require different practices and procedures to ensure success.

2. The hiring process in Audi depends on the job description itself and the
position of the person applying for said job – certain jobs require hiring
internally while others can be fulfilled through external hiring.

3. HR, sales, and tech support in Audi can be hired for, however, they also
develop needed skills in existing employees if someone possesses a certain
talent through training.

4. Moreover, Audi is very keen on keeping its existing talents as Audi’s talents
are its stamp as it values its existing consistent teams.
5. However, there are certain aspects that can be enhanced such as, for
instance, the sales department needs to network and communicate more to
avoid conflict while engineering needs commitment in terms of time and
technicalities.

6. Audi usually focuses on proactive staffing due to them already having a long
term plan and a very clear business goal and they are quite confident in their
staff to fulfill these needs.

7. Furthermore, there are several jobs that Audi feel should be focused on more
and those are mostly marketing, sales, and post sales as these are some of the
most important pillars to their organization.

8. In light of everything, staffing is considered an investment in the company

as they provide training and internship opportunities which highlight that.

9. Staffing is decentralized in Audi as not one person is given the power to

make decisions concerning this area.
1. Audi focuses more on long term careers as they value consistency and
expertise, however, Audi has a plan to also focus on filling short term
vacancies – Audi’s plan is to have backups, shortlisting and long term.

2. Audi values ideas and diversity as they view the people as the main source
of benefit to the company. At Audi diversity stands for pluralism, for the
interaction of different ways of thinking, capabilities, cultural imprints,
experiences and competences. The open, unprejudiced cooperation across
these differences strengthens creativity, innovation and momentum and
makes a company even more successful. Audi is therefore involved in
several diversity initiatives.

3. Audi’s employees are viewed as both assets and investors. The employees
are Audi’s most valuable asset and the key to their successful change and
with developing their talents and training them – they inevitably become an
investment as well.
 4. Audi’s code of conduct is simple – Integrity, transparency and fairness are
key to creating credibility and trust in business practice. In return, they treat
all of their employees with the same manner and respect.

Do the HR strategy, Staffing Strategy & Talent Philosophy fit together?

2.3 Constraints
Describe any limitations or constraints that may have a significant impact on the
staff management approach (e.g. time constraint, specific qualifications).

The external culture of people constrains the workflow sometimes as, for instance,
girls can’t work overtime in some areas and this can cause pressure on other male
employees as they have to bear the workload alone. This also causes issues with
the timings of shifts.