Performance Management of International Employees 1. Introduction 2. Challenges 3. Process

1. Performance
management of
International
Employees
PRESENTED BY:
ASHUTOSH SHARMA

2. Introduction
 International performance management is the
evaluation of an individual who works in a foreign
subsidiary on a temporary basis to transfer
knowledge or develop global leadership skills. At its
best, international performance management should
feed into the global goals of the business.
 It is the systematic evaluation of the performance of
employees and to understand the abilities of a
person for further growth and development.

3. Challenges of International Performance
Management
Environmental variations Time and distance Cultural adjustment Inconsistency of
implementation

4. 1. Environmental variations
Performance management systems rarely work in the same way domestically and
internationally.
Environmental variations including; different growth rates, the immediate
environment and differences in performance, usually mean international
performance appraisals need to be unique to each expatriate manager.
2. Time & Distance
Improvement in technology make this less of an issue than it once was, but time
differences and local infrastructure will impact on performance and appraisals.
This is particularly true of expats working in underdeveloped countries

5. 3. Cultural Adjustment
The employee’s ability to adjust to the organizational culture within the subsidiary, as well
as the wider culture within their new country, is likely to impact performance. An
understanding of the local org. culture by the HR team, the mgt. team and the employee
will facilitate the creation of a measurable international performance system.
 Difficulty in new environment
 Impact on performance
 Dilemma & other behavior.

6. 4. Inconsistency of implementation
Like all performance development, it will only be successful if
implemented consistently in company subsidiaries. Oversight of this may
be challenge if most Human Resource Functions are centralised to
headquarters, meaning some employees thrive while others left
directionless.

7. Process of
Performance
Mgt.

8. Thank you