My PPT(Global Human Resource)

8/3/2019 My PPT(Global Human Resource)

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Presented By

Jyoti

Strategic Role In Global

Environment


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We are living in a vastly altered world where societal expectations of

businesses have changed dramatically. At the cornerstone of the discourses

dealing with human resources (HR), corporate social responsibility, corporategovernance, and sustainability, are humanstheir rights, their aspirations, and

advancement. Humans are pivotal to both global corporations survival and

the wealth of nations. Never before has the pressure on organizations, to

ensure that the basic rights of humans are protected and respected both within

them and the communities they operate in, been greater. The purpose of this

paper will be to review current worldwide trends and practices of leading

corporations (profit and non-profit) in their management of human resources

and social responsibility. An examination of the responsibilities of these

global corporations will be made, and recommendations for reconciling these

dual responsibilities and reshaping global HR practices will be presented.


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International trade is growing at a more rapid

rate than world output

Foreign direct investment (FDI) flows have set

record levels in recent years

Cross-border inter-firm agreements have risen

dramatically during the last 20 years

Social, economic, and political developmentsthroughout the world have changed the way

global business is conducted.


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Global strategic HRM augments the

Importance of resource flexibility, Strategic leadership,

Human capital,

Technological and manufacturing advances

Cooperative synergies between organizationalculture and structure


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The report examines the changing roles the human

resource (HR) function plays in a globallycompetitive marketplace and identifies thechallenges of:

Investigate how domestic and international

companies conduct HR practices around the

world.

Determine the top HR priorities for each

organization type.


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Determine the challenges that organizationsface when trying to globalize their HR

function, practices and policies to service

staffing need abroad.

Determine what organizations are doing toinstitute a consistent corporate culture

across all locations/offices.

Creating organization structures capable of

balancing centralized home office control witadequate autonomy.


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International

Human ResourceManagement

Cultural

Factors

Legal and Industrial

Relations Factors

Economic

Systems

Major Factors Affect IHRM


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International

Human ResourceManagement

Training and

Development

Practices

Use of Pay

Incentives

Purpose of

PerformanceAppraisal

Personnel

Selection

Procedure


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International companies facemany challenges when try to

make HR Practices consistentacross all the locations/offices.


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Top Three challenges included:

Variations in social, political and economic

circumstances.

Different locations/offices have their own

way of doing things are resistant to change.

The perceived value of the HR function

varies across locations/offices.


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Relational competence to navigate the global

network knowledge base through consensus

building, accountability charting, conflict

management, performance contracting and

innovation management.

Managerial competence to design creativehuman resource allocations, negotiate

concerted strategies, and structure

multiparty relationships.


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Motivational leadership in incentivizing units

to demonstrate and share skills at joint human

resource management problem solving.

Cross-functional competence in auditing

managerial loss of control and difficulties in

assessing network accountability in terms of

human resource management adaptations.


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Developed a long

term HR plan to ensure

alignment of HR

strategies/objectiveswith corporate

objectives.

Created centralizedreporting relationships

around the globe.


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Created

centralized

reportingrelationships around

the globe.

Standardized

assessment,

development, and

compensation

practices.


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Standardized

assessment,

development, andcompensation

practices.

Introduced practices

to regions around the

globe and allowed the

HR function in eachregion the autonomy to

do job.


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Introduced practices

to regions around the

globe and allowed the

HR function in eachregion the autonomy to

do job.

Created globalpolicies/processes for

data management,

performance

management,compensation,

education, and

development.


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Tied regional

accountability to

performance

management.

Shared HR best

practices used incertain

locations with all

other locations.

Developed an HR

mission statement.


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Finding, developing, and retaining global

leaders tops the priority list of internationalcompanies. International, or expatriate,

assignments are often used as a way to

develop the talent of global leaders.


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Host Country Nationals (HCNs)

employees from the local population.

referred to as local nationals.


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employees sent from the country inwhich the organization is headquartered

referred to as expatriates.

Host Country Nationals (HCNs)

Third Country Nationals (TCNs) employees from a country other than

where the parent organizationsheadquarters or operations are located


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InternationalStaffing Policy

Ethnocentric

Polycentric

Geocentric


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Individual Self

efficacy Relation skill

Logistical Help

Inability to Cope

with Overseas

Responsibilities

Lack of

Cultural Skills

Why Expatriate

Assignments Fail

Personality

Personal

Intentions

Family

Pressures


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Realistic Previews

Careful Screening

Cultural and Language Training

Improved Benefits Packages

Improved OrientationHelping Expatriate

Assignments Succeed


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Interviews

For face-to-face interviews found that

interviewers had to be trained in cross-cultural

differences.

Adaptability Screening

Assessing the assignees (and spouses) probable success

in handling the foreign transfer. Overseas Assignment Inventory

A test that identifies the characteristics and

attitudes international assignment candidates

should have.


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Realistic Previews

The problems to expect in the new job, as well as the

cultural benefits, problems, and idiosyncrasies of the

country.

Psychological Testing

Psychological tests may be seen as a way of

avoiding the subjective bias of other options. I

The greater international mobility of candidates

has increased the demand for tests to be used

on job applicants from different countries.


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High Probability for SuccessStrong analytical skills

Good language skills

Strong desire to work overseas

Specific knowledge of overseasculture

Well-adjusted family situation

Complete support of spouse

Behavioral flexibility

Adaptability and open-

mindedness

Good relational ability

Good stress management skills


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Low Probability for SuccessUncertain technical competency

Weak language skills

Unsure about going overseas

Family problemsLow spouse support

Behavioral rigidity

Inadaptability closed to new

ideas

Poor relational ability

Weak stress management skills


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Culture Shock the frustration and confusion that

result from being constantly subjected to strange

and unfamiliar cues about what to do and how to

get it done

Does not typically occur during the earliest days of an

overseas assignment

Communicated to all locations about a commoncorporate culture.


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Managerial issues like the leadership of the

organization is dispersed throughout the global

system top management must recognize theimpact on the organizational hierarchy.

The top management of the organization must

recognize that strategic initiatives may be

generated by subsidiaries and shared with other

subsidiaries rather than having to come from

headquarters.


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The governance and control mechanism of the

global network organization will need to be

modified to allow localized decision-making. The selection process for subsidiary

management must be modified to align it with

the role of the key subsidiary managers and the

modified independence of the subsidiaries


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Managers who are host country nationals have

distinct advantages over expatriates cultural sensitivity

understanding of local employees motivations and

needs

Careful recruitment, selection, and training ofHCNs can reduce or eliminate the potential

problems with using HCNs


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Culturalawareness

PreliminaryVisit

HCNTraining

PracticalAssistance

LanguageTraining


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DevelopmentthroughInternationalassignment

ManagementDevelopment

OrganizationalDevelopment

IndividualDevelopment

Internationalstaff and

multinationalTeams


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While developing international compensation

policies, a firms seeks to satisfy several

objectives:

Policy should be consistent

with the overall strategy,

structure and business need of

the multinational


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Policy must work to attract

and retain staff in areas of

greatest need and opportunities

Policy should facilitate the

transfer of international

employees in cost effective

manner


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The policy must give due

consideration to equity and

ease of administrations.


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The Balance Sheet Approach

Home-country groups of expensesincome taxes,

housing, goods and services, and discretionary

expensesare the focus of attention.

The employer estimates what each of these four

expenses is in the expatriates home country, and

what each will be in the host country.

The employer then pays any differences such as

additional income taxes or housing expenses.


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Local Going Rate Approach

This can be desirable in high-paying

countries such as the US of Switzerland

The market rate is also preferred when the

assignment is likely to be long term or

permanent.

The main advantage of this method that itis administratively simpler than the balance

sheet.


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Hybrid Approach

This approach refer variation ofthe greater of home or host

system where a balance sheet is

compared to local market rateequivalent.


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Industry-Wide

Centralization

Content and

Scope ofBargaining

Employer

Organization

Multiple Union

Recognition

Characteristics of

European Labor Relations


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MNCs faced with the demands ofintegration and control, have to always

decide which is most important the

company as a whole or eachsubsidiarys short term profitability.

Unpredictable Global Environment.


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Time and distance separation.

Variability in level of maturity.

Communication Gap.

Lack of technical knowledge.

Lack of domestic management'sinternational experience.


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Operational language used in the firm

Cultural distance based often on theregion of the world.

Stability of the factors affecting the

expatriate's performance.


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Be objective in evaluation.

Criteria for evaluation of performance.

Flexibility in structure strategy to

implement change.

Some vital criteria for successfulperformance for manager abroad are:


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Inter-personal understanding andrespect.

Empowerment to share information

and delegate resposibility.

Team support to help employees

cooperate.


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Versatility to adjust in newenvironment.

Strategic thinking to grasp changing

environment and market possibilities.

Relationship management to influence

and seek the cooperation of customer,

trade union, government institutionsand lobby activities.


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Business practices that are considered

unethical or illegal in the U.S. might beconsidered part of the national conduct of

business in other countries

Foreign CorruptP

ractices Act of 1977(FCPA)

Employment discrimination


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Global human resource management

is an important component of an

organizations success in a globalmarketplace

Organizations must be sure that theirHRMpolicies can accommodate a

culturally diverse workforce


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My PPT(Global Human Resource)

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