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Strategic Human Resources and Globalization
 

Strategic Human Resources and Globalization

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    Strategic Human Resources and Globalization Strategic Human Resources and Globalization Presentation Transcript

    • Strategic Human Resources and Globalization Developed and Presented by John Anthony
    • Multiple Meanings of Globalization How do you Define it?
      • Globalization has different meanings to different people
        • Commerce without Borders
        • A Worldwide Marketplace
        • The Influence on Marketing of Products and Services
        • The Management and Delivery of Products and Services from anywhere to anywhere
    • Causes and Trends in Globalization Causes and Trends
      • Conducting business and making decisions online
      • International politics connecting economic relationships
      • Trade Agreements
        • European Economic Community
        • NAFTA
        • Asia Pacific Economic Cooperation
    • Importance of Access to Certain Markets
      • Demonstrated product desirability
      • Size of the market – Amortized costs of development in large markets
      • Dynamics of market growth germane to specific regions
      • Competition
      Why go Global?
      • Develop core ideology (values & purpose) and ability to envision future transcending international borders
      • Organizations must strive to define which core values are really central to creating a global corporation
      • To envision future, important to have clear picture of where organization is headed in global market place
      • Create BHAGG = Big, Hairy, Audacious, “Global” Goals
      • Once organizations reach their goals, they need to embrace them and look forward to new challenges that lie ahead
      Development of New Company Vision Building Company Vision
    • Strategy with Regard to Globalization
      • To achieve success, company must have global strategy, vision, and appropriate positioning in international marketplace
      • Fit drives both competitive advantage and sustainability of the global corporation
      • Strategy helps the global corporation achieve best local practices and rapid response to competitive market changes in every region
      Strategy, Vision, Positioning
    • Strategic HR Role in Support of Globalization
      • Understand HR is no longer an isolated support role
      • Integrate corporate global strategies with human resource strategies
      • Integrate competency hierarchy effectively within various stages of global evolution (reviewed later)
      • Develop specific competencies that include networking, international job rotation, and on-the job (foreign) training
      • Understand nature of global corporation; know how to support international HR function
      Seizing the Future
    • Global Corporation Must Redefine Core Competencies
      • Understand collective learning and communication, involvement, and commitment to working across organizational & international boundaries
      • Bridge gaps between core competencies and diverse end products and services
      • Deploy “tree analogy” where
        • Trunk represents HQ
        • Branches represent countries of operation
        • Leaves, flowers, fruits represent combined end products or services
        • Root system represents core competencies of international firm
      Tree Analogy
    • Global Organizations Require New Mindset Breaking Functional Mindset
      • Develop collective sense of responsibility to international colleagues
      • Integrate information systems into shared process-focused database and network across borders
      • Know what actions are required to transform employee behaviors to culture of international collaboration
      • Understand importance of increasing ties among “borderless” duties to achieve greater organizational benefits
    • Outperform Competition in International Marketplace Competing on Capabilities
      • Respond quickly to demands of international customer & marketplace
      • Develop products and services that unfailingly satisfy diverse customer expectations
      • See competitive environment clearly and anticipate and respond to needs of international customer
      • Adapt simultaneously to many different business environments; locally, regionally, nationally, & internationally
      • Generate new ideas and create new sources of value for each customer base
    • Adaptation of Strategies; Shifting of Paradigms
      • Globalization requires both revitalization and transformation
      • Globalization requires operating outside comfort zone and accepting ambiguity and adversity that comes with international assignments
      • Globalization requires interventions that restore companies’ vital agility and keep them healthy by
        • Integrating employees in process
        • Leading from “a different place”
        • Instilling new mental disciplines
      Shifting of Paradigms
    • Changing Role of Senior Managers Broadening Perspective
      • Shift global paradigm to one that incorporates purpose, process, and people
      • Recognize that organization’s relationships with diverse stakeholders are interdependent
      • Access and manage existing resources, knowledge, and expertise of different countries
      • Create momentum by developing and broadening employee capabilities and perspectives
      • Examine existing values and incorporate new values that align with global vision
    • Realignment of People, Process, & Systems Benchmarks and Milestones
      • Organizations need to reach out to their diverse customer base continuously
      • New product strategies provide context and direction against which all product development projects will be measured on the international front
      • HR professionals can act as catalysts in monitoring impact of HR policies on multinational team projects and help them function cohesively by establishing clear benchmarks and measurable objectives
      • Create change “from local to global” through effective training and development to address corporate strategy and competitive edge
    • Change Leading the Target
      • Change factors such as technology, automatization, and new business practices need to be understood by all managers
      • Organizations must anticipate and manage resistance to change on three levels (strategic, tactical, and operational)
      • Shifting to a corporate global mindset requires HR professionals to tap into various Change Models
        • Action Research
        • Instructional Systems Design
        • Action Learning
        • Self-Directed or Experiential Learning
      HR as Change Agents
    • Consequences of Globalization Benefits and Consequences
      • More attention to diversity and open thinking
      • Human Resources professionals develop greater familiarity with cross-national laws
      • Constant need to embrace change is created
      • Greater market penetration
      • Greater market share
    • Opportunities & Threats of Globalization Opportunities and Threats
      • Exploitation of new markets and flow of international capital into developing countries
      • International activity has an impact on domestic competition
      • Constant corporate and national competition for resources
      • Ease of market penetration due to advances in communication and travel
      • Different work ethics such as longer work weeks or work days in some countries
    • Strategies to Meet Increasing Global Demands
      • Develop firm’s capacity to build and maintain coalitions
      • Build successful core competencies to increase global customer value
      • Manage rapid accumulation of knowledge base about the global market
      • Develop a global “share of mind” – Thinking global; acting local
      Meeting Global Demands
    • Development of Successful Global Alliances
      • Develop heightened sensitivity to ethics of commerce without borders
      • Understand strategies, motives, goals, and objectives of various business partners
      • Become aware of management practices in different countries; appreciate different methodologies
      • Consider how organizational actions impact various world markets
      • Develop long-term perspective that is based on trust, openness, and mutual respect
      • Understand that worldview standards determine how companies are judged
      Trust, Openness, and Respect
    • Development of Global Cultural Awareness
      • Establish leadership team that models diversity of the business in global setting
      • Ensure working groups represent various cultures of the countries were organization maintains corporate interests
      • Provide cultural sensitivity training to managers involved in international assignments
      • Foster concept of the “multicultural experiential learning organization”
      Global Cultural Awareness
    • Organizational Evolution Toward Globalization Ethnocentrism to Geocentrism
      • Ethnocentric Stage – Companies focus on domestic production and exporting
      • Polycentric Stage – Companies pursue a strategy of responsiveness to local needs
      • Regiocentric Stage – Companies coordinate subsidiary production and marketing on a regional basis
      • Geocentric Stage – Companies plan production and marketing at the global level
    • HR Professional Role in Global Organization
      • Develop short-term assignments for select talent before dispatching to long-term foreign tours of duty
      • Match strategic business purpose of each position with talent holding the job
      • Whenever possible, conduct feasibility studies before each allocation of assignment
      • Develop orientation programs for talent and their families to ensure foreign assignment success
      • Develop score cards to measure talent contributions and accomplishments
      Paving the Road to Success
    • International Recruitment Considerations
      • Foreign Nationals – Employees who are native to the country of operation
      • Third-country Nationals – Employees originating from a country that is neither the country of operation nor the country of the company’s headquarters
      • Corporate Headquarters Nationals – Employees who are native to the country where HQ is located
      • Ability to manage local workforce
      • Having access to local suppliers and research centers
      • Modifying performance evaluation systems to include local distinctions
      • Setting up predeparture and repatriation programs
      • Understanding of various languages & cultures
      • Knowing that local talent is more mobile and less expensive than in U. S.
      Where are You From?
    • Multicultural Variables in Global Diversity Training
      • Social etiquette and customs of each country
      • Dress codes for men and women
      • Knowledge of local laws, regulations, and taboos
      • Medical and health issues
      • Women’s roles in various cultures
      • Time control vs. time fluidity
      • Group orientation vs. individualism
      • Equality vs. hierarchy and authority
      • Task emphasis vs. social emphasis
      • Direct & explicit vs. indirect and implicit communications
      We do Things Differently Here
    • Strategies for Resource & Productivity Management
      • Delay first performance evaluation to allow for local adaptation (culture shock)
      • Plan for global rotation programs that enhance talent knowledge base
      • Create corporate culture that values international experience as a critical factor for promotion to top management
      Resource and Productivity Management
    • International Talent Compensation Factors
      • Expenses associated with home leave
      • Ground and air transportation
      • Education costs for children
      • Spousal allowance and other family related assistance
      • Medical and dental insurance coverage and existing reciprocal arrangements
      • Hardship, taxes, and moving expenses
      • Others based on nature of assignment
      Compensation Packages
    • Economic Factors to Consider How Much Will it Cost?
      • Cost of local social systems such as welfare and health care programs
      • Impact of aging population
      • Higher rates of taxation in different countries
      • Fluctuations in foreign currency and other inflationary concerns
      • Personal safety of talent and family members
    • Conclusions on Strategic HR Role in Globalization
      • Building strategic coalitions that enhance business interaction
      • Developing awareness of various and diverse cultures
      • Understanding impact of cross-national regulations and labor laws
      • Creating knowledge base of different management practices
      • Fostering concept of global experiential learning at the organizational level
      • Knowing various categories of international staffing
      • Developing compensation programs germane to and reflecting local needs
      • Understanding budgetary impact of globalization on the HR budget
      What Have We Learned?
    • Strategic Human Resources and Globalization Developed and Presented by John Anthony
    •