International Human Resources Management - Human Resources in a Comparative Prespective

International Human Resources Management (Pune, August 08, 2009)

HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVE

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.

HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR

TALENT ARBITRAGE

ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR.

Role of HR in Value Creation

Ensure that there exists a positive facilitative and encouraging climate for the value creation process.

Ensure through programs, systems & process that Talent Acquisition, People Alignment, People Engagement & People Measurement Systems creates and enhances Enterprise Value.

Talent Acquisition People Measurement Engagement People Alignment Climate

TALENT MARKETING

VALUE PROPOSITION – SEGMENTATION

CONSTANT FOCUS ON MARKET

DELIVERY OF VALUE PROPOSITIONS ….. PRODUCT ATTRITION

DIFFERENTIATORS FOR GLOBAL CORPORATE

Diversity

Culture

Value

Socio Economic Realities

Knowledge vs Learning Orientation

Leadership Styles

Competencies

Quality Of Work Life

Rewards

Opportunities For Growth

Company Practices

DIFFERENTIATED ENGAGEMENT DRIVERS:

CONCERNS FOR GLOBAL CORPORATES:

Local vs global practices

Culture and operating beliefs

Laws and Societal Values

Forms of Governments

Workforce characteristics

Business Strategy and Conditions

Management Philosophy

Labour Market Unions

Task Technology

WAY FORWARD SOLUTIONS :

Driving common Mission, Vision and Values

Common Practices

Management through Knowledge Transfer and Best Practices

Ongoing Interactions and Summits

Defining a common Manifesto and growth.

Business Strategy and Conditions

2 : INTERNATIONAL RECRUITMENT AND SELECTION

ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY

MANPOWER ARCHITECTURE:

Present and future … shifting nature

Tooth to tail ratio

Outsourcing Alternatives

Systems options

IDENTIFYING ORGANISATION’S UNIQUE VALUE PROPOSITION –

National And International

TALENT MARKET SEGMENTATION

INSIGHTS

EMPLOYER BRAND POSITIONING

Thinking - Seasoned Judgment

Strategic Management

Leadership

Interpersonal skills

Communication

Self Management

Depth and Breadth of Technical and Functional Skills

Resource Management

COMPETENCY CLARITY

Thinking - Seasoned Judgment

Strategic Management

Leadership

Interpersonal skills

Communication

Self Management

Depth and Breadth of Technical and Functional Skills

Resource Management

COMPETENCY CLARITY

SEGMENT -WISE SOURCING PLAN

IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES

TOTAL REWARD OFFERINGS

INTERNATIONAL COMPENSATION PLANNING

Need For Structured Model And Program

COLI

Housing As A Factor

Education As A Factor

Health / Medical Plan And Insurances.

Hardship Locations Social Security Systems

Conveyances

Returns Trips

Taxation

Repatriation

INTERNATIONAL ASSESSMENT IDENTIFYING METHODS

INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS

PSYCHO METRICS AND CULTURAL IMPLICATIONS

DESIGNING ASSESSMENT CENTRES

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

PLACEMENT AND HAND HOLDING

Competition

Equal Opportunities

Laws and Ratios

Protections

Transfer Abilities

Visas and Work Permits

Religious Implications

LAWS OF LAND

Competition

Equal Opportunities

Laws and Ratios

Protections

Transfer Abilities

Visas and Work Permits

Religious Implications

LAWS OF LAND

3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS

ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGE

COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY

DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTH

LINKING COMPETENCIES TO CAREER LADDERS

Internal / external assessment

Interview / performance anchored

Performance / potential bases

ASSEMENT FOR DEVELOPMENT:

Internal / external assessment

Interview / performance anchored

Performance / potential bases

ASSEMENT FOR DEVELOPMENT: ASSEMENT FOR DEVELOPMENT:

KEY TALENT ACCOUNT MANAGEMENT

4: MANAGING GLOBALLY DIVERSE WORKFORCE

WHY TEAMS HAVING COMMON OBJECTIVES, COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergent

RANGE OF DIVERSITY AT NATIONAL LEVELS:

Gender diversity

Religion

Regional

Local

Ideological

Food habits

Rural vs Urban

Linguistic

Economic

Perspective

Tolerance vs Jingoism

Understanding society

Understanding styles

Food habits

Transactional Behaviors

Understanding cultures

Practices

Values, Beliefs and Rituals

INTERNATIONAL DIVERSITY AND ITS DIMENSIONS

Identifying domains of negotiations

Domains of non negotiation

Developing Transaction sensitivity to acknowledge and accept the divergence.

BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECT

Influencing Performance Management in an organisation.

Influencing Rewards and Compensation

Influencing growth and careers

Influencing training and development

Influencing work life balance

Influencing level of commitment

Influencing Leadership Models and Styles

5 : HUMAN RESOURCES ISSUES IN CROSS BORDER MERGERS AND ACQUISITIONS

HR at the table! Ensuring M&A success

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

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

Cultural Integration is about ….

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.

Cultural Integration is not about…..

Replicating the acquiring company’s systems and practices in the acquired Company

Forging a common way of doing things by COPYING policies and practices

Insensitive imposition of artifacts and external manifestations of culture

Imposing or merely replicating policies, slogans, brands

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

6: EMERGING TRENDS IN EMPLOYEE RELATIONS AND EMPLOYEE INVOLVEMENT

TRADE UNION AND ROLE

CHANGING BUSINESS ENVIRONMENT AND DIMINISHING REPRESENTATIVE ROLE

FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION

INDUSTRIAL RELATIONS VS DISPUTES

WHAT GOES INTO RELATIONS?

BLUE COLLARED VS WHITE COLLARED

UNION OF COMPARISION AND WAGE LEVELS

UNION AND JOB FLEXIBILITY AND SKILL FORMATION

UNION AND COLLECTIVE BARGAINING PROCESS

UNION AND EMPLOYEMENT SECURITY

STRONG UNIONS WITH DEFINED PROCESSES