Global Hrm1

8/3/2019 Global Hrm1

1/15

Global hrm


2/15

Recruitment procedure: consist of-

Structured interviews

Reporting of the findings of the interviews

Presentation

Evaluation of the presentation & so forth


3/15

Training & development: the procedure consist of-

all new recruits go through a one-day induction

course. They meet with the personnel & are taken

through a video on personnel procedures.


4/15

Pay & benefits:

Determined by the previous years pay bill

Eight pay grades, each of which has a generic jobdescription which form the basis for bonuspayment.


5/15

Selection procedure:

At hq: candidates are invited for an interview.

Their would be two interviews & a robustdiscussion at both sides

what the candidate has to offer and what thecompany has to offer.

At subsidiary:people are invited for interviews & roffered jobs.


6/15

Performance appraisal:

AT HQ (Holland): transparency with regard to salary &career development.

Individual employee are assessed on the basis ofresearch & qty output.

At subsidiary: appraisal training is been given to

appraisers & appraise. also has a bonus system


7/15

Promotion & career development:

At hq: main criteria is employees overall ability &potential & his or her demonsterable ability to do a

job at a higher level.

More promotion oppurtunities available.

At subsidiary: less promotion oppurtunities areavailable.


8/15

Teamwork:

At hq: teams are better estd here. People seethemselves as more part of a team.

At subsidiary: people see themselves as individualswho are more part of a team.


9/15

Industrial relations:

The union representative of uk employees donot haveas much power as in some other companies in the

region.

Akzos industrial culture is different & the fact was

accepted that workers belong to union.


10/15

Expatriation:

Hq: does not like the concept of expatriation. Prefer torecruit local people when & where appropriate.

Subsidiary: has some dutch expatriates who are few innos.


11/15

1. Subsidiaries donot have sound hr practices.

2. The growth oppurtunities are less in subsidiary ascompared to hq

3. Rules & regulations are different in differentregions.

4. Work culture differences.

5. Preference is given to local people so as to reducecultural clash.


12/15

1. Difference in style of management

2. One to one interaction can only lead to some sort ofconsensus.

3. Young people like to work in teams, but the olderones are less keen to work in teams.

4. Cultural differences.


13/15

His observation on some cultural issues and ways inwhich he handled.

Ways supervisors treated the workers were different.

In china, things dont always go on merit.They workon guanxi which is about relationships.

Management style in asia is more paternalistic.

Overcome these challenges through training &changing his managing style.


14/15

Hr policies & practices mainly depend on:

Geographical boundaries

Work culture of organisation which may differ fromthe local practices.

Peoples perception differs in terms of teamwork &career development.

Strategic & operative hr issues that are faced & dealtwith in a mnc with subsidiaries around the world.

Interference of local authorities in implementing hq

driven policies & strategies.


15/15

Global Hrm1

Documents

Transcript of Global Hrm1