Introduced to Expatriate, Staffing policies, T & D, Compensation,

1. INTERNATIONAL ASSIGNMENT
AT
AMUL IN NEW ZEALAND
1

2. PREPARED BY
GORAL GANDHI (1509) RONAK MEHTA (1528)
KOMAL PANDYA (1536) HEMAL PATEL (1542)
KALGI SHAH (1550) PRIYANKA SONI (1559)
SUBMITTED TO
PROF. KALAGI SHAH
GLS Institute of Computer Technology
2
Afflicted to GLS University
Academic Year 2015-17

3. Contents
◦ Introduction to International Assignment & It’s Components
◦ About Amul
◦ Staffing Approach
◦ Training and Development Programme
◦ Compensation Policy
◦ Political Environment
◦ Role of HR (Host country Culture & it’s Work Environment)
3

4. INTRODUCTION TO
INTERNATIONAL ASSIGNMENT
& ITS’ COMPONENTS
4

5. INTRODUCTION
◦ For your employees, an international
assignment can be the opportunity of a
lifetime. It's a chance for them, as well as
their families, to expand their horizons,
experience new cultures and travel to new
places. However, preparing for an
international assignment is a challenging
and often stressful experience.
5

6. THE MOST COMMON TYPES OF
INTERNATIONAL ASSIGNMENTS
Long Term Short Term
Permanent
Transfer
Short-Term
BusinessTraveler
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7. COMMON POLICY PROVISIONS
FOR INTERNATIONAL ASSIGNMENTS
7
Pre
Assignment
• Pre-assignment visit
• Destination services
• Medical exam
• Work permit
• Cultural training
• Removal costs
• Temporary
• accommodation
• Relocation allowance
• Travel to host location
On Assignment
• Language training
• Storage
• Annual medical
• exam/Medical costs
• Bonus/incentive
• Pension
• Tax payment
• Rental accommodation
• Utilities
• Transportation
• Education
• Home leave
Local Benefits
• Medical/insurance
premiums
• Social club
membership
• Health club membership
• Spousal support
services
• Special awards
(anniversary, holiday)
Repatriation
• Post-assignment visit
• Repatriation allowance
• Travel to
home/sequential
assignment
• Severance/non-compete
payments
• Outplacement services

8. AMUL
The Taste of India
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9. ◦ Industry -Dairy/FMCG
◦ Founded -1946
◦ Headquarters -Anand, India
◦ Key people -Tribhuvandas Patel, Chairman, Gujarat Co-operative Milk Marketing Federation
Ltd. (GCMMF)
◦ Revenue -US$3.4 billion (2014–15)
◦ Number of employees -750 employees of Marketing Arm & 3.6 million milk producer members
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10. STAFFING POLICIES
Recruitment & Selection
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11. APPROACHES TO STAFFING
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Ethnocentric
•Countries with offices in
foreign countries have to
decide how to select
management staff.
•Ethnocentric
staffing means you hire
management that is the
same nationality as the
parent company, while
polycentric companies hire
management employees
from the host country.
Polycentric
• Polycentric staffing is
an
international staffing
method in which
multinational
corporations treat each
subsidiary as a separate
national entity with
some individual
decision-making
authority and hire host-
country nationals as
managers.
Geocentric
• The Geocentric
Approach is a method
of international
recruitment where the
MNC’s hire the most
suitable person for the
job irrespective of their
Nationality.
Regiocentric
• Regiocentrism is a
transitional phase between
polycentric and geocentric
orientation.
• Firm accepts a regional
marketing policy covering a
group of countries which
have comparable market
characteristics.
• Operational strategies are
formulated on the basis of
the entire region rather than
individual countries.

12. CLASSIFICATION OF
INTERNATIONAL STAFFING
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• Employees who were born
and live in a parent country.
• A parent (or home) country:
the country in which a
company’s corporate
headquarters is located.
Parent Country
Nationals (PCNs)
• Employees born and raised
in a host country.
• Host country: a country in
which the MNE seeks to
locate or has already located
a facility.
Host Country
Nationals (HCNs)
• Employees born in a country
other than a parent or host
country.
Thired Country
Nationals (TCNs)

13. WHY DO AMUL ASSIGN EMPLOYEES ABROAD?
◦ Fill positions
◦ Management development
◦ Organization development.
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14. INTERNATIONAL SELECTION
◦ The selection criteria for international jobs usually revolve around the five core areas of behavior, attitudes, skills, motivation and personality.
◦ More specifically, the focus of selection for international operations normally includes cultural adaptability, strong communication skills, technical competence,
professional or technical expertise, global experience, country-specific experience, interpersonal skills, language skills, and family flexibility.
◦ Employers around the world usually rank personal interviews, technical competency and work experience in similar jobs as important criteria for selection.
International firms, while choosing employees for overseas operations, usually prefer people with
◦ highly developed technical skills
◦ good language and communication skills
◦ tolerance towards other culture, race, creed, habits, and values
◦ high level of motivation
◦ stress resistance
◦ goal-oriented behavior
◦ low cost
◦ cultural proximity
◦ knowledge of the local environment 14

15. INTERNATIONAL RECRUITMENT PROCEDURE
DEFINING
INTERNATIONAL
RECRUITMENT
NEEDS
SOURCING SHORT LISTING
INTERVIEW &
FINAL
SELECTION
CONTRACT
PREPARATION
LOGISTICS
SUPPORT
PRE-
EMPLOYMENT
ORIENTATION
COUNSELLING
SUPPORT
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16. SELECTION METHODS
Open
 Vacancies are advertised
 Anyone with appropriate qualification and
experience may apply.
 Interviews (formal/informal) are
conducted. And selection is done on
consensus among selectors.
Closed
 Nominations are made by line managers
and forwarded to corporate head quarters.
 On acceptance by head quarter, candidates
are informed.
 Selection interview for negotiation of the
terms and conditions of the assignment.
Formal
 Vacancies are advertised internally.
 Selection criteria based on JDs and JS are
made explicit.
 Psychometric testing is used.
 Selection done through consensus.
Informal
 Criteria are not specified.
 Selectors assume that personality
Characteristics are already known.
 Importance to networking, reputation, and
team fit.
 Individual preference of selectors.
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Self- orientation Others-orientation
Perceptual Ability Cultural Toughness
Four
Attributes
that predict
success

17. TRAINING
&
DEVELOPMENT
“Training & Development is any attempt to improve current or future employee performance by increasing an employee's
ability to perform through learning, usually by changing the employee's attitude or increasing his or her skills and knowledge.”
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18. INTERNATIONAL ASSIGNMENTS AS A
TRAINING & DEVELOPMENT TOOL
◦ Expatriates are trainers
◦ Expatriates show how system and procedures work, ensure adoption, and monitor performance of HCNs
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Recruitment &
Selection
Training Development
International Team
Pre-departure training
International
Assignments

19. PRE-DEPARTURE TRAINING
◦ Culture Profile : Differences and similarity of the host and home country (India and
New Zealand)
◦ Country Briefing : General information about New Zealand
◦ Cultural Adaptation : Intercultural and Culture Shock training
◦ Logistical Information : The etiquette of gift and giving , whom to call in emergency
◦ Business Etiquette : The basic procedures of business technique
◦ Sensitivity Training : Roles employees and partners will assume in new location
◦ Table Manner : Breakfast , Lunch , Dinner , Coffee time
◦ Paper Orientation : Make a report base on case study
◦ Critical Incident : Problem discussion
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Duration
The Pre Departure Training
Program will be conduct in 5
days (discussion, class room) , 6
months ( language training ).
Three days training (08.00-17.00
pm) in a row, and it won't count
as a leave. The six months
language training (1 hour
everyday ). The trainee should be
professional and know about
both culture (India and New
Zealand).

20. SCHEDULED OF TRAINING
Day 1: Cultural Profile and Country
Briefings
Day 2: Cultural Adaptation +
Critical Incident
TIME PROGRAMME
08.00-08.15 Welcoming drink
08.20-09.10 Opening
09.15-10.30 Country Briefings
11. 35-12.00 One by One discussion
12.05-13.00 Lunch Break + pray
13.10-15.00 Cultural Profile
15.10-16.00 Coffee Break + pray
16.05-17.00 Summary today's session
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TIME ACTIVITIES
08.00-08.15 Welcoming Drinks
08.20-09.00 Review Last Session
09.05-12.00 Cultural Adaptation
12.05-13.00 Lunch Break + Pray
13.10-15.30 Critical Incident + Discussion
15.40-16.10 Coffee Break + Pray
16.20-17.00 Summary today's session
Day 3: Logistic Information +
Paper Orientation
TIME ACTIVITIES
08.00-08.15 Welcoming Drink
08.20-09.10 Review Last Sessions
09.15-10.30 Logistic Information
11. 35-12.00 Paper Orientation
12.05-13.00 Lunch + Pray
13.10-14.40 Debate
14.50-15.30 Games
15.40 - 16.00 Coffee Break + Pray
16.10-17.00 Summary Today's Session

21. SCHEDULED OF TRAINING CONT…
Day 4 :Sensitivity Training + Movie
Day 5: Business Etiquette + Table Manner
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TIME ACTIVITIES
08.00-08.15 Welcoming Drink
08.20-09.10 Review Last Session + Report Submission
09. 15-12.00 Sensitivity Training
12.10-13.00 Lunch + Pray
13.10-15.30 Movie + Discussion
15.40-16.00 Coffee Break + Pray
16.10-17.00 Summary all session + Closing
TIME ACTIVITIES
08.00-08.30 Welcoming drink + Breakfast (Table Manner)
08.40-09. 10 Business Etiquette
09.15- 11.00 Business Etiquette
11.05-13.00 Table Manner ( Lunch ) + Pray
13.05- 15.15 Guest Speakers
15.20 - 16.00 Coffee Break ( Table Manner ) + Pray
16.10-17.00 Summary All Session

22. COMPENSATION
POLICY
We believe that good work should be acknowledged by good reward.
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24. New Zealand Average Hourly Earnings
March 2016
Earnings Classification Average Hourly Earnings
Public sector $37.22
Private sector $27.51
Males $31.30
Females $27.29
All NZ Employees $29.47
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•The average weekly earnings for a full-time NZ
public sector employee is $1414 in ordinary earnings,
rising to $1435 including overtime.
•The average weekly earnings for a full-time NZ
private sector employee is $1034 in ordinary earnings,
rising to $1060 including overtime.

25. Salary Ranges in New Zealand
PROFESSION AVERAGE EARNING
Accounting Technician $45,000 – $80,000
Auditor $55,000 – $100,000+
Manager $55,000 – $100,000+
Financial Planners $35,000 – $100,000+
Loss Adjustors $45,000 – $100,000+
Management Accountant $45,000 – $100,000+
Engineer (Chem./Elect.) $45,000 – $100,000+
Environmental Engineer $45,000 – $100,000
Elect. Engineer Technician $45,000 – $90,000
Scientist $45,000 – $55,000
Systems Analyst $50,000 – $100,000+
Computer Helpdesk Operator $35,000 – $60,000
Warehouse Manager $35,000 – $55,000
Solicitor $50,000 – $200,000+
Cost Accountant 80,000 – 90,000
Assistant Accountant 27 – 31 per hour
Financial Accountant 50 – 60 per hour
Chartered Accountant 90,000 – 110,000
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26. BASIC COST OF LIVING IN
NEW ZEALAND
$15,000 and $20,000 per year ($280–380
per week) for:
◦ Accommodation
◦ Food
◦ Transport
◦ Phone
◦ Internet
◦ Entertainment
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General expenses Cost
(in NZ dollars)
1 NZ$ =(48.19)
Rent (per week) $200–$350
Groceries (per week) $100–$150
Entertainment (per week) $50
Lunches/takeaways (per week) $10–$100

27. REWARDS & BENEFITS
◦ A bonus payable upon performance measures being met;
◦ Insurance to cover personal risk such as medical and life;
◦ The use of company cars, mobile telephones and laptops (which are used primarily for work) for personal use outside
of work.
◦ Staff banking - access to a range of staff banking discounts and a personal financial needs assessment upon joining
◦ Lifestyle leave - recognizing at times you may need more than four weeks annual leave you'll have the opportunity to
purchase up to two weeks additional leave a year
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28. POLITICAL
ENVIRONMENT
Political environment refers to the actions taken by the government, which affects the daily
business activities of any business or company
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29. NEW ZEALAND'S BUSINESS
ENVIRONMENT
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INVESTMENT
OPPORTUNITIES
‘BEST FOR
BUSINESS’
MOST EFFICIENT
ENTREPRENEURIAL
ENVIRONMENT
FEWER BARRIERS,
MORE
OPPORTUNITIES

30. NEW ZEALAND'S ECONOMIC ENVIRONMENT
◦ New Zealand has an open economy that works on free market principles.
◦ New Zealand has a very export-driven competitive economy with exports accounting for about 30% of
GDP
◦ Resilient economy
It is an ability of an economy to withstand or recover from the effects.
◦ Recent performance
◦ Stock market performance
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31. PESTEL ANALYSIS
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32. ROLE OF HR
The role of an HR manager is to manage, create, implement and supervise policies/regulations, which are mandatory
for every employee and also have knowledge of its appropriate functioning.
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33. ◦ The globalization is a trend of the last 20 years. The organizations become multinational, and they are present in
many countries in the world. The globalization is not just about moving labor-intensive processes to countries
with the cheaper workforce. The globalization is about making the highly innovative organizations
global paying the same salaries around the Globe. The role of Human Resources is mainly in driving the
common corporate culture all around the World.
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Recruitment Compliance Safety
Compensation
and benefits
Employee
relations
Training and
development
General
performance
management
practices
Ethnic diversity Gender balance

34. Induction for New Employees
Induction for 1st Day
1st Half
Joining Formalities
Corporate Movie Recruitment Team
LUNCH
2nd Half
Display & Explanation of parichay CD
Attendance Registration
Bank A/C Registration
Information on Amul connect and other portals
Handing over Appointment letter
Intro. To Dept. and Seat allocation
HR Business Partner
(HRBP)
Induction for 2nd Day
1st Half
Plant visit (If Required by H.O.D)
[only on Thursday]
To be sent to co-ordination
to be done by HRBP as plant
visits are done on every
Thrusday.
LUNCH
2nd Half Handing over 90 days plan in consultation with
H.O.D.
HRBP
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Levels
1 & 2
Jr. Employees
Pre joining
Day of
Joining
3 to 5
Sr. Employees
Day of
Joining
Pre joining

35. NEW ZEALAND WAY OF
WORKING
It's generally expected that everyone will contribute ideas and feedback.
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Kiwi-style
businesses
Smaller scale,
greater
involvement
Unstructured,
independent
working
Thanks buddy
system
Working
together
Balancing work,
life and family
Flexible working
arrangements

37. PRIMARY PRODUCTION AND PROCESSING
STANDARD FOR
DAIRY PRODUCTS IN NEW ZEALAND
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38. TRANSFORMATION PROCESS IN AMUL
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39. STRATEGY PROCESS BY AMUL
39
More products to Customers
E.g. Butter, Ghee, Milk
powder, Milk, Ice-cream and
many more
Increase Organization Size
Increase production Capacity
(They take more machines
from outsides, increase
transportataion to inward the
milk
Build new Factory
(E.g. They Build a new
factory for Butter)

40. PRODUCTION PROCESS BY AMUL
40
AMUL Production process
the primary production of milk on
farms—the keeping of cows
(and other animals such as goats,
sheep etc.) for the production of
milk for human consumption
the processing of milk—with the
objective of extending its saleable
life.

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Go to Supplier for sale
After production packaging play an imp. role
Divided milk in different Sections
Eg. Pouch packaging, Tatrapack, Ice cream, Powder and many more
Store in Big Centre
Unload the milk threw pipes (Fully Automatic)
To check quality of Milk/ Testing
Raw Material entered (Milk from near by villages) (Threw heavy vehicle)

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