How has Siemens Developed its HR and Talent Strategy?

Siemens has been named one of the best places to work in the US and the UK for 2026 in a survey conducted by Glassdoor. 

The research, which was based on insights shared by Siemens' current and former employees, named the company as having a “collaborative culture” and “forward-thinking innovation” as well as offering employees career development opportunities.

This collaborative culture has been developed under the leadership of Judith Wiese, Chief People and Sustainability Officer at Siemens. 

Judith has introduced new learning and development opportunities for Siemens' staff by embedding everyday learning and experimentation, helping to build the collaborative culture the company has today.

She previously held the role of Senior Vice President, People and Organisation Corporate at Mars and has worked for Siemens since October 2020, where she is also a Member of the Managing Board.

Jim Hagemann Snabe, Chairman of the Siemens Supervisory Board, praised her impact on the company after her board appointment was renewed towards the end of her initial tenure, saying: “We recognise the substantial contribution Judith Weise has made since she joined two years ago.

“Judith holds a key role in ensuring that Siemens can attract and retain the best people and to create an environment where they can thrive.”

He added: “Judith’s open leadership style is a catalyst for the transformation of Siemens.”

Siemens’ people and culture framework

For Siemens, development of its people and culture strategy is a key factor in its ongoing success.

In 2023, the company announced it was actively making changes to its corporate culture to create what it describes on its website as a “shared value system” as part of a DEGREE (Decarbonisation, Ethics, Governance, Resource efficiency, Equity and Employability) framework. 

This value system, Siemens explains, has been designed to be more inclusive of its global workforce, which includes employees across 171 different nationalities.

“Siemens thrives on innovative and creative minds,” the company says on its website. “After all, their ability to innovate is the key to growth and success. 

“In order for employees to flourish, it is important to offer them the opportunity for further training and continuous development – and to do so in a safe and inclusive environment.”

In Siemens' 2025 impact report, it set new equity and employability targets as part of its 2030 DEGREE targets. 

These include pursuing pay equity by reducing the global adjusted pay gap, maintaining a work wellbeing score of 80 or above and increasing its average total annual learning hours to 40 per person. 

Learning and development at Siemens

As part of this wider learning and development strategy, Siemens has committed to providing equal opportunities for advancement and development across its four-generation workforce. 

One of its main approaches to this is through its reverse mentoring programme, which involves young leaders mentoring older peers on topics they are passionate about. 

Discussing the company’s approach to skills development, Judith says: “Success for me is measured by business impact and whether our people remain relevant and employable throughout their careers.”

In 2025, the company also invested US$513m in learning and continuing education for employees – with a significant portion of that going into closing digital and green skills gaps, according to its impact report. 

Prioritising continuous learning, Siemens says, is a key priority for the company to facilitate personal growth for employees, long-term career development and success for the business.