Vladimir Pucik The Future of Human Resource Management
<ul><li>Increasing Complexity of business problems </li></ul><ul><li>Decision making  </li></ul><ul><ul><li>Structure </li...
<ul><li>E.g. : Nokia Networks </li></ul><ul><li>Product-focused business divisions  </li></ul><ul><li>Sales and service </...
<ul><li>“ Global Brains” </li></ul><ul><li>ABB Engineering Giant  </li></ul><ul><ul><li>2,00,000 – workforce </li></ul></u...
<ul><li>“ What gets measured gets attention” </li></ul><ul><li>Research – Gap between what was desired and what happened (...
<ul><li>Diversity – traditional – bridging the distance between national clusters by focusing on average – stereotypical –...
<ul><li>“ Think Globally, act locally” </li></ul><ul><li>The ability to tap global capabilities and skills to satisfy loca...
<ul><li>Thank You </li></ul>
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Global HR

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A review of "Global HR as Competitive Advantage : Are we Ready?" by Vladimir Pucik

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Global HR

  1. 1. Vladimir Pucik The Future of Human Resource Management
  2. 2. <ul><li>Increasing Complexity of business problems </li></ul><ul><li>Decision making </li></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>Differentiation </li></ul></ul><ul><ul><li>Integration </li></ul></ul><ul><li>Business environment </li></ul><ul><ul><li>Economic, social and political issues </li></ul></ul><ul><li>Challenge </li></ul><ul><ul><li>Uncertainty - change and unpredicability </li></ul></ul>
  3. 3. <ul><li>E.g. : Nokia Networks </li></ul><ul><li>Product-focused business divisions </li></ul><ul><li>Sales and service </li></ul><ul><li>Problems </li></ul><ul><ul><li>Senior Management </li></ul></ul><ul><ul><li>Product managers </li></ul></ul><ul><ul><li>Local units </li></ul></ul><ul><li>Nokia </li></ul><ul><ul><li>Job rotation ( Engineers and Managers) </li></ul></ul><ul><ul><li>Horizontal coordination (task forces,account teams) </li></ul></ul>
  4. 4. <ul><li>“ Global Brains” </li></ul><ul><li>ABB Engineering Giant </li></ul><ul><ul><li>2,00,000 – workforce </li></ul></ul><ul><ul><li>500 – Global managers </li></ul></ul><ul><li>Polarized Mind-set </li></ul>
  5. 5. <ul><li>“ What gets measured gets attention” </li></ul><ul><li>Research – Gap between what was desired and what happened (teamwork and know-how) </li></ul><ul><li>Performance Management – vodafone </li></ul><ul><li>Concept of ‘Face” in china – direct feedback </li></ul><ul><li>Haier, Southwest Airlines </li></ul><ul><li>Compensation – Individual jobs & units. </li></ul>
  6. 6. <ul><li>Diversity – traditional – bridging the distance between national clusters by focusing on average – stereotypical – national characteristics. </li></ul><ul><li>Why is Diversity critical? </li></ul><ul><ul><li>Local perspectives </li></ul></ul><ul><ul><li>Career oppurtunities </li></ul></ul><ul><li>Why do these Barriers persist? </li></ul>
  7. 7. <ul><li>“ Think Globally, act locally” </li></ul><ul><li>The ability to tap global capabilities and skills to satisfy local customer needs. </li></ul><ul><li>Learn Locally, Act Globally – an another contradiction, but a nature of globalisation. </li></ul>
  8. 8. <ul><li>Thank You </li></ul>

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