International Human Resources Management - Human Resources in a Comparative Prespective

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  • REFERENCING SLIDESHARE GROUP 'HUMAN RESOURCES, WELL BEING, PERSONAL DEVELOPMENT'
    This group aims to reference all slide shows with or without sound on psychology, positive thinking, creative thinking, human potential, effectiveness, human resources, personal development, motivation, success, success, happiness, etc. ... In short, everything that can contribute to the well-being (in his body, mind, spirit), a healthy mind in a healthy body. to achieve peace, harmony, happiness, etc.. ...But also of course the joy they bring... We would be honored by your support through your membership. You are invited to join us ! I wish you a nice day. Greetings from France.

    You are invited to join us ! I wish you a nice day. Greetings from France.

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  • 08/27/09
  • International Human Resources Management - Human Resources in a Comparative Prespective

    1. 1. International Human Resources Management (Pune, August 08, 2009)
    2. 2. HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVE
    3. 3. PURPOSE OF BUSINESS VALUE CREATION : Proactive Management Actions which generate enhances sustainable value for its stakeholders than what existed before – by adding either to its capabilities or gainig competitive market dvantage , enhances portfolio, advances technological know –how , introduction of new management processes and practices or by Adding to its corporate management and Governance processes.
    4. 4. <ul><li>HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR </li></ul><ul><li>TALENT ARBITRAGE </li></ul>
    5. 5. ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR.
    6. 6. Role of HR in Value Creation <ul><li>Ensure that there exists a positive facilitative and encouraging climate for the value creation process. </li></ul><ul><li>Ensure through programs, systems & process that Talent Acquisition, People Alignment, People Engagement & People Measurement Systems creates and enhances Enterprise Value. </li></ul>Talent Acquisition People Measurement Engagement People Alignment Climate
    7. 7. <ul><li>TALENT MARKETING </li></ul><ul><li>VALUE PROPOSITION – SEGMENTATION </li></ul><ul><li>CONSTANT FOCUS ON MARKET </li></ul><ul><li>DELIVERY OF VALUE PROPOSITIONS ….. PRODUCT ATTRITION </li></ul><ul><li>DIFFERENTIATORS FOR GLOBAL CORPORATE </li></ul><ul><ul><ul><ul><ul><li>Diversity </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Culture </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Value </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Socio Economic Realities </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Knowledge vs Learning Orientation </li></ul></ul></ul></ul></ul>
    8. 8. <ul><ul><ul><ul><ul><li>Leadership Styles </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Competencies </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Quality Of Work Life </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Rewards </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Opportunities For Growth </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Company Practices </li></ul></ul></ul></ul></ul>DIFFERENTIATED ENGAGEMENT DRIVERS:
    9. 9. <ul><li>CONCERNS FOR GLOBAL CORPORATES: </li></ul><ul><ul><ul><ul><ul><li>Local vs global practices </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Culture and operating beliefs </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Laws and Societal Values </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Forms of Governments </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Workforce characteristics </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Business Strategy and Conditions </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Management Philosophy </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Labour Market Unions </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Task Technology </li></ul></ul></ul></ul></ul>
    10. 10. <ul><li>WAY FORWARD SOLUTIONS : </li></ul><ul><ul><ul><ul><ul><li>Driving common Mission, Vision and Values </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Common Practices </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Management through Knowledge Transfer and Best Practices </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Ongoing Interactions and Summits </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Defining a common Manifesto and growth. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Business Strategy and Conditions </li></ul></ul></ul></ul></ul>
    11. 11. 2 : INTERNATIONAL RECRUITMENT AND SELECTION
    12. 12. ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY
    13. 13. <ul><li>MANPOWER ARCHITECTURE: </li></ul><ul><ul><ul><ul><ul><li>Present and future … shifting nature </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Tooth to tail ratio </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Outsourcing Alternatives </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Systems options </li></ul></ul></ul></ul></ul>
    14. 14. <ul><ul><li>IDENTIFYING ORGANISATION’S UNIQUE VALUE PROPOSITION – </li></ul></ul><ul><li>National And International </li></ul><ul><ul><li>TALENT MARKET SEGMENTATION </li></ul></ul><ul><ul><li>INSIGHTS </li></ul></ul><ul><ul><li>EMPLOYER BRAND POSITIONING </li></ul></ul>
    15. 15. <ul><ul><ul><li>Thinking - Seasoned Judgment </li></ul></ul></ul><ul><ul><ul><li>Strategic Management </li></ul></ul></ul><ul><ul><ul><li>Leadership </li></ul></ul></ul><ul><ul><ul><li>Interpersonal skills </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Self Management </li></ul></ul></ul><ul><ul><ul><li>Depth and Breadth of Technical and Functional Skills </li></ul></ul></ul><ul><ul><ul><li>Resource Management </li></ul></ul></ul>COMPETENCY CLARITY <ul><ul><ul><li>Thinking - Seasoned Judgment </li></ul></ul></ul><ul><ul><ul><li>Strategic Management </li></ul></ul></ul><ul><ul><ul><li>Leadership </li></ul></ul></ul><ul><ul><ul><li>Interpersonal skills </li></ul></ul></ul><ul><ul><ul><li>Communication </li></ul></ul></ul><ul><ul><ul><li>Self Management </li></ul></ul></ul><ul><ul><ul><li>Depth and Breadth of Technical and Functional Skills </li></ul></ul></ul><ul><ul><ul><li>Resource Management </li></ul></ul></ul>COMPETENCY CLARITY
    16. 16. <ul><ul><li>SEGMENT -WISE SOURCING PLAN </li></ul></ul><ul><ul><li>IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES </li></ul></ul><ul><ul><li>TOTAL REWARD OFFERINGS </li></ul></ul>
    17. 17. <ul><li>INTERNATIONAL COMPENSATION PLANNING </li></ul><ul><ul><ul><li>Need For Structured Model And Program </li></ul></ul></ul><ul><ul><ul><li>COLI </li></ul></ul></ul><ul><ul><ul><li>Housing As A Factor </li></ul></ul></ul><ul><ul><ul><li>Education As A Factor </li></ul></ul></ul><ul><ul><ul><li>Health / Medical Plan And Insurances. </li></ul></ul></ul><ul><ul><ul><li>Hardship Locations Social Security Systems </li></ul></ul></ul><ul><ul><ul><li>Conveyances </li></ul></ul></ul><ul><ul><ul><li>Returns Trips </li></ul></ul></ul><ul><ul><ul><li>Taxation </li></ul></ul></ul><ul><ul><ul><li>Repatriation </li></ul></ul></ul>
    18. 18. <ul><ul><li>INTERNATIONAL ASSESSMENT IDENTIFYING METHODS </li></ul></ul><ul><ul><li>INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS </li></ul></ul><ul><ul><li>PSYCHO METRICS AND CULTURAL IMPLICATIONS </li></ul></ul><ul><ul><li>DESIGNING ASSESSMENT CENTRES </li></ul></ul>
    19. 19. ONBOARDING AND ENCULTURIZING “ On Boarding”… ..building sustainable talent advantage through Alignment and creating organisation value Enculturisation Socialisation Orientation Induction Assimilation 30 days before Joining date 10 days before Joining date First week of Joining 1 month post Joining 2/3 months post Joining Enculturisation Orientation
    20. 20. PLACEMENT AND HAND HOLDING
    21. 21. <ul><ul><ul><ul><li>Competition </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Equal Opportunities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Laws and Ratios </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Protections </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Transfer Abilities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Visas and Work Permits </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Religious Implications </li></ul></ul></ul></ul>LAWS OF LAND <ul><ul><ul><ul><li>Competition </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Equal Opportunities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Laws and Ratios </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Protections </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Transfer Abilities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Visas and Work Permits </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Religious Implications </li></ul></ul></ul></ul>LAWS OF LAND
    22. 22. 3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS
    23. 23. ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGE
    24. 24. COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY
    25. 25. DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTH
    26. 26. LINKING COMPETENCIES TO CAREER LADDERS
    27. 27. <ul><ul><ul><ul><ul><li>Internal / external assessment </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Interview / performance anchored </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Performance / potential bases </li></ul></ul></ul></ul></ul>ASSEMENT FOR DEVELOPMENT: <ul><ul><ul><ul><ul><li>Internal / external assessment </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Interview / performance anchored </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Performance / potential bases </li></ul></ul></ul></ul></ul>ASSEMENT FOR DEVELOPMENT: ASSEMENT FOR DEVELOPMENT:
    28. 28. KEY TALENT ACCOUNT MANAGEMENT
    29. 29. 4: MANAGING GLOBALLY DIVERSE WORKFORCE
    30. 30. WHY TEAMS HAVING COMMON OBJECTIVES, COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergent
    31. 31. RANGE OF DIVERSITY AT NATIONAL LEVELS: <ul><ul><ul><ul><li>Gender diversity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Religion </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Regional </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Local </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Ideological </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Food habits </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Rural vs Urban </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Linguistic </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Economic </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Perspective </li></ul></ul></ul></ul>Tolerance vs Jingoism
    32. 32. <ul><ul><ul><ul><li>Understanding society </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Understanding styles </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Food habits </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Transactional Behaviors </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Understanding cultures </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Practices </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Values, Beliefs and Rituals </li></ul></ul></ul></ul>INTERNATIONAL DIVERSITY AND ITS DIMENSIONS
    33. 33. <ul><ul><li>Identifying domains of negotiations </li></ul></ul><ul><ul><li>Domains of non negotiation </li></ul></ul><ul><ul><li>Developing Transaction sensitivity to acknowledge and accept the divergence. </li></ul></ul>
    34. 34. BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECT <ul><ul><li>Influencing Performance Management in an organisation. </li></ul></ul><ul><ul><li>Influencing Rewards and Compensation </li></ul></ul><ul><ul><li>Influencing growth and careers </li></ul></ul><ul><ul><li>Influencing training and development </li></ul></ul><ul><ul><li>Influencing work life balance </li></ul></ul><ul><ul><li>Influencing level of commitment </li></ul></ul><ul><ul><li>Influencing Leadership Models and Styles </li></ul></ul>
    35. 35. 5 : HUMAN RESOURCES ISSUES IN CROSS BORDER MERGERS AND ACQUISITIONS
    36. 36. HR at the table! Ensuring M&A success
    37. 37. Respondents to the 2006 “Current State of M&A Integration” survey Source: MERGERS & ACQUISITIONS By Timothy J. Galpin During a recent acquisition, we thought that because they were in the same industry and had grown along the pathway we had grown that our cultures would be the same. When we started working on integration, the only two things we had in common were that we sold things to customers and expected to be paid
    38. 38. Defining..… Organization Culture is a collective set of patterns observed through individual and group behaviors indicating “how work gets done” in the value creation process … .the how of “engaging” people in the process of Value Creation HOW THINGS GET DONE AROUND HERE
    39. 39. <ul><li>Cultural Integration is about …. </li></ul><ul><li>Adopting a common set of beliefs and terms of “ENGAGEMENT” that explains the cultural environment in which the value creation process is incubated by the enterprise. </li></ul><ul><li>Cultural Integration is not about….. </li></ul><ul><li>Replicating the acquiring company’s systems and practices in the acquired Company </li></ul><ul><li>Forging a common way of doing things by COPYING policies and practices </li></ul><ul><li>Insensitive imposition of artifacts and external manifestations of culture </li></ul><ul><li>Imposing or merely replicating policies, slogans, brands </li></ul>
    40. 40. The typical Merger and Acquisition deal never realizes full benefits of its intended financial and strategic impact. While M&As can fail for a number of reasons, 70% failures are due to the ‘people’ side of the deal which occurs as a result of the change dynamics created by the merger Harvard Business Review
    41. 41. 6: EMERGING TRENDS IN EMPLOYEE RELATIONS AND EMPLOYEE INVOLVEMENT
    42. 42. TRADE UNION AND ROLE
    43. 43. CHANGING BUSINESS ENVIRONMENT AND DIMINISHING REPRESENTATIVE ROLE
    44. 44. FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION
    45. 45. INDUSTRIAL RELATIONS VS DISPUTES
    46. 46. WHAT GOES INTO RELATIONS?
    47. 47. BLUE COLLARED VS WHITE COLLARED
    48. 48. UNION OF COMPARISION AND WAGE LEVELS
    49. 49. UNION AND JOB FLEXIBILITY AND SKILL FORMATION
    50. 50. UNION AND COLLECTIVE BARGAINING PROCESS
    51. 51. UNION AND EMPLOYEMENT SECURITY
    52. 52. STRONG UNIONS WITH DEFINED PROCESSES
    53. 53. COMPLIANCE ORIENTED INDUSTRIAL RELATIONS
    54. 54. INTEGRATION RELATED EMPLOYEE RELATION ISSUES
    55. 55. GRIEVIANCES / DISCIPLINE / CODE OF CONDUCT
    56. 56. PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT

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