This document discusses human resource challenges in Brazil, Russia, India, and China - the BRIC countries. For Brazil, key issues are managing talent, securing skilled workers, and dealing with deficiencies in education. In Russia, challenges include economic decline, managing corporate responsibility, and improving recruitment. In India, problems involve developing skills, talent retention, and leadership development. For China, talent management is difficult due to unskilled rural workers and a need for skilled technicians and managers. Across all BRIC nations, areas of focus include managing talent, leadership development, and transforming HR into a strategic partner.

1. Company Name BY:
RITIKA KUMARI
B. MANOGYNA DEEPTHI
VJIM

2. INTRODUCTION
INTRODUCTION
 BRICs stands for Brazil, Russia, India and
China.
 The name BRICs was first used by Goldman
Sachs.
 The countries are seen as emblematic of what
are sometimes called the “emergent” or
challenger nations.
 The challenge for HR operating globally is
to understand varied markets for both
products and people.
 The CIPD has been involved to some extent in all of
these emerging economies, giving advice to HR
professionals who are seeking to find their way and
to ensure that the key people resource is harnessed.

3. BRAZIL
BRAZIL
 Brazil is the manufacturing hub for the south, central
and to some extent the north America.
 In Brazil the key issues are managing talent through
performance management, securing skilled and
capable people and dealing with the deficiencies of the
education system.
 Higher education sector is not well developed,
therefore problems of training and skills arise. This
means employee often carry the burden of training and
development.

4. PROBLEMS FACED BY BY HR BRAZIL
PROBLEMS FACED HR IN IN
BRAZIL
 Secondary education lags well behind western
standards and deficiencies are widespread.
 HR needs to understand and manage talent risks
adequately.
 Scarcity of job ready young people and skilled
workers.
 Poor schooling system
 Teacher truancy.
 Lack of good universities lead to poor
recruitment.

5. NEED TO QUICK FIX THE PROBLEMS
NEED TO QUICK FIX THE PROBLEMS
 Managing talent.
 Improving performance management and
rewards.
 Managing work-life balance.
 Becoming a learning organization.
 Transforming HR into a strategic partner.
 Improving leadership development
 Restructuring the organization.
 Developing in recruitment and staffing

6. RUSSIA
 Russia is one of the biggest communist
countrie
 The organization need to protect the
knowledge industries.
 Equip the declining manufacturing sector with
the required skills to improve the productivity.
 Russia is seeking to use its considerable
intellectual capital to develop knowledge-
based industries.

7. PROBLEMS FACED BY HR PERSSONELS IN
RUSSIA
♦ Russia is currently suffering from a severe economic decline.
♦ Corporate social responsibility (CSR) is the biggest concern
for executives, apart from managing talent.
♦ The Russian economy has generated only a fraction of the
jobs generated in other BRIC countries.
♦ The nation also performs considerably below the average
OECD level of job creation.
♦ Russia is belatedly concentrating on exploiting its people
resource, which, with relatively lower labour costs.
♦ There is low focus on the issues of managing work–life
balance and enhancing employee commitment.
♦ Less focus on “need to act” performance management.
♦ Issues of flexibility.

8. NEED TO ACT ON THE AREAS:
• Managing talent
• Managing corporate responsibility.
• Improvement in recruitment and
staffing.
• Managing change and cultural
transformation.

9. INDIA
 It is the biggest democratic country in the world.
 HR activities are based on rapid recruitment.
 The key issue is to develop the skills that would in turn help
in expanding business.
 Nuclear energy plays a very important role in the
development of India.
 India has one of the most dynamic high growth economies.
 India is filled with high-tech graduates which accounts for a
quarter of employment in itself in service sector.
 More typical of India is agricultural employment, which
constitutes 60% of employment, while manufacturing
accounts for less than 15% of the workforce.

10. HUMAN RESOURCES AND PROBLEMS IN IT
There are growing deficiencies in soft/employability
skills.
Lack of technical skills in graduates.
 Brain drain.
Cultural issues.
The persistence of informal employment is also a
barrier to productivity and growth.
The problem of India does not lie with the shortage
of labour but with the shortage required talent.
Talent retention.
Less focus on leadership development.
Distraction from the organizational context.

11. ISSUES TO BE FOCUSED ON.
o Managing talent.
o Improving leadership.
o Managing work-life balance.
o Transforming HR into a strategic partner.
o Developing on recruitment and staffing.
o Becoming a learning organization.
o Enhancing employee commitment.
o Improving performance management and
reward.
o Restructuring HR processes.

12. CHINA
China is the prime exporter of many products which are
cheaper compared to the same products available in the
other countries.
. Skilled technicians, managers and salespeople account for
4% of the Chinese workforce, when the nation requires nearly
a fifth to be equipped in these areas.
Graduates are oriented too much towards the technical side
of the business .
Expenditure on education and human capital is phenomenal
at the level of individuals but is fairly tawdry in government
terms.

13. BARRIERS FACED BY HR IN
CHINA.
China faces talent management problem from top to
bottom.
Rural population needs to be re-skilled.
Due to putting the labourers in primitive low
productive factories, the value and quality of Chinese
manufacturing suffers.
Government’s power and influence, it is likely to put
more pressure on employers to invest in and grow
workplace skills, especially foreign-owned operations.
Whistle blowers are not encouraged.
Many of the workers are not just unskilled but also
illiterate.

14. AREAS OF IMPROVEMENT.
 Managing talent.
 Improving leadership development.
 Transforming HR into a strategic partner.
 Managing change and culture and transformation.
 Managing work life balance.
 Improving performance management and reward.
 Developing on recruiting and staffing.
 Measuring HR and employee performance.
 Mastering HR process.

15. CONCLUSION
☼ HR managers of different countries have to cope up with the
rules and regulations of that country.
☼ Mindset has to be changed- what was being practiced
earlier needs a 360 degree change.
☼ Brazil and India being democratic countries, they follow
lenient approach towards dealing with the problems which
has to be changed.
☼ On the other hand, China and Russia which are communist
countries, need to treat the workers not like machines but
like human beings.
☼ On a whole, these emerging countries, need to think on a
broader spectrum and look for the solutions to the problems
as early as possible. This will transform them into
“developed countries” from “developing countries”.