The document discusses the role of a human resource manager in a global company. It outlines the HR manager's responsibilities in areas like recruitment, training, compensation and benefits. The HR manager acts as a bridge between local site needs and corporate policies, and must balance global standardization with local customization. Key skills for HR leaders in global companies include global intelligence, cross-cultural competence, strategic thinking and effective communication.

1. The Role of the Human Resource Manager
in a Global Company
April 2011
Osnat Tirosh
Private and Confidential

2. Background
 Passave (FTTH)
 PMC –Sierra Acquisition
 Wintegra (WIN)
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3. PMC-Sierra’s Global Presence
Burnaby Montreal Germany
Roseville Allentown Seoul
Rochester
Santa Clara Shanghai Yokohama
Shenzhen Taipei
Israel Bangalore
Malaysia
Design Center Worldwide headquarters in Santa Clara, CA
Sales Center Operations headquarters in Vancouver, BC
Design & Sales Center International headquarters in Malaysia
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4. Human Resources Role in the M&A Process
- Pre-Deal
- Due Diligence
- Closing the deal
- Integration Planning
- Implementations
The main message is:
“Our goal is to allow you to quickly create value
(1+1=3)”
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5. HR Organization
VP Human
Resources
Sr. Manager
Director HR Director Global
Strategic Sr. Manager Global Director Global HR Virtual People
Business Sr. Manager HRIS Compensation and
Capability Recruitment Delivery Team Partners
Partnership Benefits
Development
Business Unit International Site Compensation
L&D Specialist Core Recruiter HRIS Analyst Benefits Leader
Functional Support HR Manager Analyst
Business Unit Tech Training Core Recruiter Data Input International Site
Functional Support Benefits Specialist
Admin Asia Specialist HR Manager
Business Unit International Site
University Staffing Benefits Specialist
Functional Support HR Manager
Business Unit
Contingent staffing
Functional Support
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6. Human Resources Strategic Direction
HR Vision
Be a world class HR organization for a company our size.
HR Mission
Create competitive advantage for PMC globally through best in class strategic
partnering, HR processes, systems & products
Strategy 1: Establish operational excellence in all aspects of the HR function
Strategy 2: Provide customized HR solutions that make each BU and FG
strategically successful
Strategy 3: Make development a source of competitive advantage
Strategy 4: Fuel PMC's business growth through a continuous flow of industry top
talent across all functional areas and geographies
Strategy 5: Implement an aggressive, competitive, excellence oriented operating
culture at PMC that retains the best talent
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7. My Local Role (BU BP)
1. Support Management - Mentoring and Coaching of the BU leaders
2. Employee Retention
3. Recruitment
4. New Employee integration: Ramp-Up plan, Mentoring Process
5. Training & Development
6. FPR: STIP (bonuses), Yearly Evaluation process, Ranking, Rating,
Employee Development Process, Salary Surveys, Market Adjustment ,
Promotions, Succession Planning, Retention Plan
7. Social Benefits /Legal /finance: Manager’s Insurance, Health
Insurance, ESOP/ ESPP, internal procedures, Relocations, etc…
8. Welfare: Events, Incentives and Presents, Community Relations
9. Facilities and Administration
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8. My International Role
1. Mentoring and Coaching our site’s HR managers
2. Bridge between the local HR, Site managers, Corporate HR FU & BP
3. Company Process and Procedures
4. Operation, Compensation and Benefits, Local Labor law
5. Recruitment
6. Training and Development
7. Employee & Community Relation
In General my missions for 2011 are:
1. Consistency of offerings and execution across all sites
2. Able to drive growth in the right places
3. Drive cross site/cultural collaboration
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9. Examples
1. Training and Development
2. FPR process
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10. PMCU and Training
 Access course catalogue
 View calendar of upcoming
instructor-led courses
 View your Training Record
 Launch self-study courses
 Record courses as
completed
 Guidelines for tuition and
professional membership
reimbursement
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11. Methodology used to select the vendor
 Invited proposals from 5 vendors
 Vendor Interviews
 Vendor evaluation - based on the following parameters:
- Course modules
- Market credibility
- Understanding PMC’s requirement
- Commercial issues
- Vendor Feedback through reference check
 Price Negotiation
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12. Recommendation for Management Series
PMC Managerial Series Vendor Name Duration Initial Cost in INR Final cost in INR Final cost in $
MANAGEMENT SERIES I Pre Study Charges 1day INR 30,000.00 INR 25000 .00 $ 556
1) Roles of a Manager Pragathi Institute 2days INR 100,000.00 INR 80000.00 $ 1778
2) Building Effective Teams Pragathi Institute 1days INR 55,000.00 INR 45000 .00 $ 1000
3) Financial Skills for non-financial Managers Door Consulting 2days INR 90,000.00 INR 86000.00 $ 1911
4) Driving Results Door Consulting 2days INR 90,000.00 INR 86000.00 $ 1911
MANAGEMENT SERIES II Pre Study Charges 1day INR 50,000.00 INR 30000.00 $ 667
1) Market Awareness & Business Case
Development
2) Strategic Talent Management Pragathi Institute 2days INR 140,000.00 INR 100000.00 $ 2222
3) Leading Organizational Change Door Consulting 1days INR 50,000.00 INR 48000.00 $ 1066
4) Leadership Communication Pragathi Institute 2days INR 140,000.00 INR 110000.00 $ 2444
5) * Action Learning Project* - building a
business for a "real“ change opportunity at
PMC Pragathi Institute 2days INR 140,000.00 INR 100000 .00 $ 2222
Total cost INR 885,000.00 INR 710000.00 $15,778
Training programs to begin from January 2011 onwards
Note : The above number doesn’t include venue cost of $10000
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13. Training Summery
 Learn the corporate methods and systems
 Learn how it is actually done
 Do your homework: market surveys and benchmarks, talk with the
managers and understand the local needs, get the GM engaged, be
creative (expert platform etc…)
 Dive into the details: learn what works for us and what doesn’t, suggest
alternatives
 Present your proposal to the corporate and be clear on the message
 Go back “home” and communicate the decision
 Impose the decision and help to enforce the process and it’s execution
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14. Focal Point Review
Focal Point Review consists of:
1. Annual performance review, ranking and rating
2. Base salary review and merit increases
3. Annual equity awards (options and/or RSU grants)
4. Promotions
Goals of the Annual Performance Review:
Individual level
 Provide feedback on employee performance over the past year
 Acknowledge impact of an individual's accomplishments
 Reinforce strong skills, provide guidance on developing others
 Define expected performance level for the coming year
 Recognition and rewards are consistent with individual and group
performance of deliverables
Organizational level
 Drive continuous improvement
 Provide accurate historical performance data (serve as a permanent legal
record)
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15. FPR Summery
 Take an active part in the team work of the HR team prior to the process and
perform a “Lessons Learned”
 Be the expert and learn the corporate methods and systems
 Know who can assist you with technical issues, reports and other related issues
in real time.
 Create good interpersonal relations with you global colleagues
 If you think it needs to improve/change – do not hesitate to propose that
 Be creative. For example, Israel Employee Development plan, became a global
process
 Perform Training Schedules, Presentations, Mentoring
 Bridge between the local leaders and the Corporate HR. “Translate it” to them
 Be very aggressive on the internal timelines taking into account the different time
zones and cultures
 Work with the leaders and make sure you are all in line with the process
 Support your GM during the presentation to the CEO and help them to
communicate the massage afterward
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16. Challenges
 Complex processes
 Hard to work remotely
 Time zones
 Cultural differences
 “Stuck” in the middle – Balancing loyalties, commitments, belonging
 Constant struggles to defend your point of view locally and globally
 Explaining local “feelings” to the corporate
 Trust, Transparency, Communication
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17. Tools
 Understand the “big” picture
- Corporate environment and goals
- Business situation
- Corporate policy and restrictions
 Market surveys, Benchmarks, relevant literature and articles
 Provide facts, supporting data
 Ask questions, seek to understand and then to be understood
 Feel the local pulse
 Understand the corporate decision making politics.
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18. The top four competencies for senior HR leaders
operating in global organizations are:
1. Global Intelligence/Global Mind-Set
2. Cross-Cultural Intelligence
3. Effective Communication
4. Strategic Thinking
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19. Keys to success
 Be Proactive !!!
 Intra-and-Inter Organizational Trust
 Create Good Work Relationships – Think “Win-Win”
 Communication, Communication, Communication
 Add Value to your Clients, HR global and local teams,
your manager (VP HR), your GM and the CEO.
 Enjoy your Exciting Role!
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20. Any Questions?
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21. www.pmc-sierra.com
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