1. TRAINING & DEVELOPMENT:
PLANNING & STRATEGIZING TRAINING
 CONSISTS OF FOUR STEPS:
o NEED ASSESSMENT
o ESTABLISHING OBJECTIVES & MEASURES
o DELIVERY OF TRAINING
o EVALUATION OF TRAINING
NEED ASSESSMENT:
 DONE AT THREE LEVELS:
o ORGANIZATIONAL
 HOW DOES THE TRAINING RELATE TO
ORGANIZATIONAL OBJECTIVES?
 HOW DOES THE TRAINING IMPACT DAY-TO-DAY
WORKPLACE DYNAMICS?
 WHAT ARE THE COSTS & EXPECTED BENEFITS OF
TRAINING?
o TASK
 WHAT RESPONSIBILITIES RARE ASSIGNED TO THE
JOB?
 WHAT SKILLS OR KNOWLEDGE ARE REQUIRED FOR
SUCCESSFUL PERFORMANCE?
 SHOULD THE LEARNING BE ACTUAL JOB SETTING?
 WHAT ARE THE IMPLICATIONS OF MISTAKES?
 HOW CAN THE JOB PROVIDE THE EMPLOYEE WITH
DIRECT FEEDBACK?
 HOW SIMILAR TO OR DIFFERENT FROM THE TRAINING
NEEDS OF OTHER JOBS ARE THE NEEDS OF THIS
JOB?
o INDIVIDUAL

2.  WHAT KNOWLEDGE / SKILLS & ABILITIES DO TRAINEES
ALREADY HAVE?
 WHAT ARE THE TRAINEES LEARNING STYLES?
 WHAT SPECIAL NEEDS DO THE TRAINEES HAVE?
OBJECTIVES:
 EVERY TRAINING ACTIVITY SHOULD HAVE AN OBJECTIVE
 THESE OBJECTIVES SHOULD BE QUANTIFIED
DESIGN & DELIVERY:
 CONSIDER THE FOLLOWING TWO CRITICAL ISSUES:
o INTERFERENCE
 WHEN PRIOR TRAINING, LEARNING OR ESTABLISHED
HABITS ACT AS BLOCK IN THE LEARNING PROCESS
 THE ATTITUDES OF THE SUPERVISORS OR PEERS
MAY PRODUCE INTERFERENCE
o TRANSFER
 WHETHER TRAINEE CAN ACTUALLY PERFORM NEW
SKILLS OR PUT THE KNOWLEDGE INTO USE
 HAVE STRATEGY TO OVERCOME THE ABOVE TWO ISSUES
EVALUATION:
 EVALUATE THE TRAINING PROGRAM TO ASSESS WHETHER THE
OBJECTIVES HAVE BEEN MET
 EVALUATION DONE AT FOUR LEVELS:
o REACTION
 TRAINEES IMMEDIATE REACTION TO THE PROGRAM
o LEARNING
 HAS THE TRAINEE’S KNOWLEDGE OR SKILL GONE UP
o BEHAVIOUR
 ARE THE TRAINEES USING THE KNOWLEDGE OR
SKILLS AT THEIR WORK PLACE
o RESULTS

3.  IMPACT ON BOTTOM LINE
INTEGRATING TRAINING WITH PERFORMANCE APPRAISAL &
COMPENSATION
 PERFORMANCE APPRAISAL HIGHLIGHTS THE GAP IN CURRENT
PERFORMANCE
 TRAINING PROVIDED TO BRIDGE HE GAP
 IF PERFORMANCE IMPROVES REWARD OR RECOGNIZE THE
EMPLOYEE
 IF TRAINING IS PROVIDED TO THE EMPLOYEE TO DO FUTURE DO
 IF HE PERFORMS THE NEW JOB AS PER EXPECTATIONS WHICH
CAN BE ASSESSED THROUGH PERFORMANCE APPRAISAL
 REWARD OR RECOGNIZE THE PERFORMANCE
CONCLUSIONS:
 IT IS A MEANS TO DETERMINE THE EXTENT TO WHICH HUMAN
ASSETS ARE VIABLE INVESTMENT

4. ASSIGNMENT 1:
VISIT AN INDUSTRY. ENQUIRE AS TO WHICH WAS THE RECENT IN-HOUSE
TRAINING PROGRAM CONDUCTED IN LAST MONTH.
CALCULATE THE ROI IN TERM OF RUPEES OF THE SAID TRAINING
PROGRAM.
ASSIGNMENT 2:
WHAT ARE THE COMPETENCIES NEEDED FOR GLOBAL LEADERS IN
GOVERNMENT? WHAT SIMILARITIES & DIFFERENCES EXIST FROM
THOSE NEEDED IN PRIVATE INDUSTRY? TO WHAT CAN THESE
SIMILARITIES & DIFFERENCES BE ATTRIBUTED?
ASSIGNMENT 3:
WHAT KEY FACTORS INFLUENCE THE SUCCESS OF THE TRAINING
PROGRAMS?
ASSIGNMENT 4:
DEVELOP A TOOL TO EVALUATE THE LEARNING / TRAINING TAKING
PLACE IN THE COURSE IN WHICH YOU ARE ENROLLED?
ASSIGNMENT 5:
EVALUATE THE STATEMENT/: ANIMALS ARE TRAINED, PEOPLE ARE
DEVELOPED.

5. PERFORMANCE MANAGEMENT & FEEDBACK
INTRODUCTION:
 AN O FACES FIVE STRATEGIC DECISIONS IN ESTABLISHING ITS
PERFORMANCE MANAGEMENT SYSTEM, WHICH ARE AS FOLLOWS:
o HOW THE SYSTEM WILL BE USED
 EMPLOYEE DEVELOPMENT
 DETERMINE REWARDS & COMPENSATION
 ENHANCE MOTIVATION
 FACILITATE MOTIVATION
o WHO EVALUATES
 SUPERVISOR / CUSTOMER / PEERS / SELF /
SUBORDINATES
o WHAT TO EVALUATE
 TRAITS / RESULTS / BEHAVIOURS
o HOW TO EVALUATE
 ABSOLUTE / RELATIVE
o MEANS TO EVALUATE
 GRAPHIC RATING SCALE / WEIGHTED CHECKLIST /
BARS / CRITICAL INCIDENT / OBJECTIVE BASED
 BESIDES THE ABOVE FIVE STRATEGIC DESIGN DECISIONS,
FOLLOWING CRITICAL FACTORS MUST BE CONSIDERED WHEN
DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT
SYSTEM
o ENSURE THE LINK BETWEEN THE PERFORMANCE
MANAGEMENT SYSTEM & TRAINING & DEVELOPMENT &
COMPENSATION
o HAVE CRITERIA FOR STRATEGIC INITIATIVES THAT INVOLVE
LONG RANGE PLANNING & GROWTH
o FLEXIBLE JOB ASSIGNMENTS & RESPONSIBILITIES

6. o GROUP PERFORMANCE
o DEGREE OF STANDARDIZATION OR FLEXIBILITY OF THE
PERFORMANCE MANAGEMENT SYSTEMS. THE O SHOULD
STRIKE A BALANCE BETWEEN THE TWO
 PERFORMANCE MANAGEMENT SYSTEM IS NOT MEASURING THE
PERFORMANCE BUT ALSO PROVIDING FEEDBACK TO THE
EMPLOYEES ON THE PROCESS. THE FOLLOWING ARE THE
CRITICAL GUIDELINES WITH RESPECT TO FEEDBACK PROCESS::
o SHOULD BE SPECIFIC
o SHOULD BE BASED ON FACTS
o PROVIDED AS SOON AS POSSIBLE
o PERFORMANCE MEASURES SHOULD BE BASED ON CLEAR
MEASURABLE GOALS
o THE PROCESS SHOULD INVOLVE A DIALOGUE BETWEEN
THE EMPLOYEE & THE SENIOR
 THERE IS PROBABLY NO IDEAL MODEL FOR A PERFORMANCE
MANAGEMENT SYSTEM. AN EFFECTIVE PERFORMANCE
MANAGEMENT SYSTEM IS STRATEGIC, DESIGNED WITH THE NEEDS
OF MANY CONSTITUENTS & PURPOSES BALANCED WITH O’ S
STRATEGY. THE SYSTEM ARE AS VARIED AS THE O IN WHICH THEY
ARE LOCATED, BUT ALL DISPLAY INNOVATION & INSIGHT TOWARD
CREATIVITY SUPPORTING THE O ‘S STRATEGIES
STRATEGIES FOR IMPROVING THE PERFORMANCE MANAGEMENT
SYSTEM:
 INVOLVE MANAGERS IN THE DESIGN OF THE SYSTEM
 HOLD MANAGERS ACCOUNTABLE FOR THE PERFORMANCE &
DEVELOPMENT OF THEIR SUBORDINATES
 SET CLEAR EXPECTATIONS FOR PERFORMANCE
 SET SPECIFIC OBJECTIVES FOR THE SYSTEM
 TIE PERFORMANCE MEASURE TO REWARDS

7.  GAIN COMMITMENT FROM SENIOR MANAGEMENT
ASSIGNMENT 1
IN COMPETING ENVIRONMENT, SHOULD PA BE USED FOR
DEVELOPMENT OF EMPLOYEES OR FOR ASSESSING EMPLOYEE’S
PERFORMANCE? JUSTIFY YOUR ANSWER WITH LOGIC.
ASSIGNMENT 2:
DEFINE POTENTIAL APPRAISAL. VISIT AN INDUSTRY, & CHECK HOW
THEY DO POTENTIAL APPRAISAL?
ASSIGNMENT 3:
DEFINE 360 DEGREE APPRAISAL. VISIT AN INDUSTRY & FIND OUT HOW
DO THEY CONDUCT IT?
ASSIGNMENT 4:
COMPARE HOW APPRAISAL IS DONE IN AN ENGINEERING & IT
INDUSTRY?
ASSIGNMENT 5:
IF PERFORMANCE IS BASED ON GOAL SETTING; DO WE NEED TO
APPRAISE THE PERFORMANCE OF EMPLOYEE?
ASSIGNMENT 6
WHAT WILL BE YOUR STRATEGY TO DEAL WITH LIMITATIONS OF
APPRAISAL?

8. COMPENSATION
INTRODUCTION:
 IT IMPACTS AN EMPLOYER’S ABILITY TO ATTRACT APPLICANTS,
RETAIN EMPLOYEES, & ENSURE OPTIMAL LEVELS OF
PERFORMANCE
 IT IS A KEY ECONOMIC ISSUE. FOR IT FORMS A CHUNK OF
OPERATING EXPENSES
 A CRITICAL BALANCING ACT MUST OCCUR TO ENSURE THAT
COMPENSATION ATTRACTS, MOTIVATES, & RETAINS EMPLOYEES,
AT THE SAME TIME, COMPENSATION SHOULD ALLOW THE O TO
MAINTAIN A COST STRUCTURE THAT ENABLES IT TO COMPETE
EFFECTIVELY & EFFICIENTLY IN ITS MARKETS
 IT CONSISTS OF THREE SEPARATE COMPONENTS:
o BASIC SALARY
o INCENTIVE
o INDIRECT PAYMENT
 WHILE DESIGNING THE OVERALL COMPENSATION SYSTEM, AN O
NEEDS TO BE CONCERNED WITH PERCEIVED EQUITY OR
FAIRNESS OF THE SYSTEM FOR EMPLOYEES
 WHEN INDIVIDUALS PERCEIVE THAT THEY ARE BEING TREATED
INEQUITABLY RELATIVE TO THEIR PEERS, THEY USUALLY TRY TO
ESTABLISH EQUITY BY DEMANDING ADDITIONAL COMPENSATION;
OR DECREASE THEIR INPUTS
 THERE ARE THREE TYPES OF EQUITY:
o INTERNAL
o EXTERNAL
o INDIVIDUAL
 THESE PERCEPTIONS OF EQUITY DIRECTLY IMPACT MOTIVATION,
COMMITMENT, & PERFORMANCE ON THE JOB

9.  EMPLOYEE ASSESSMENTS OF EQUITY ARE IN FACT
PERCEPTIONS. THEY MAY BE BASED IN PART, ON INCOMPLETE OR
INACCURATE INFORMATION. FEW EMPLOYEES REALLY KNOW THE
EXTENT OF THEIR CO-WORKERS’ INPUTS UNLESS THEY ARE
TOGETHER THROUGHOUT THE WORKDAY. THE CONFIDENTIALITY
OF MANY COMPENSATION PROGRAMS CAN ALSO MAKE IT
DIFFICULT FOR EMPLOYEES TO OBTAIN ACCURATE INFORMATION
ON CO-WORKER COMPENSATION. ALTHOUGH COMPENSATION IS
NOT THE ONLY WORK-RELATED OUTCOME EMPLOYEES RECEIVE,
IT OFTEN IS THE BASIS BY WHICH EMPLOYEES CONCLUDE THAT
THEY ARE BEING TREATED APPROPRIATELY
INTERNAL EQUITY:
 IT IS PERCEIVED FAIRNESS OF PAY DIFFERENTIALS AMONG
DIFFERENT JOBS WITHIN AN O.
 EMPLOYERS CAN ESTABLISH INTERNAL EQUITY BY JOB
EVALUATION.
 THERE ARE FOUR TECHNIQUES TO EVALUATE JOB:
o RANKING
o CLASSIFICATION
o FACTOR COMPARISON
o POINT SYSTEM
 REGARDLESS OF THE METHOD CHOSEN, EMPLOYEES MUST
UNDERSTAND & ACCEPT THE SYSTEM TO ENSURE OPTIMAL
MOTIVATION, COMMITMENT & PERFORMANCE
EXTERNAL EQUITY:
 IT REFERS TO EMPLOYEE’S PERCEPTION OF THE FAIRNESS OF
THEIR COMPENSATION RELATIVE TO THOSE OUTSIDE THE O
 DONE BY DOING SALARY SURVEY
 AFTER THE SURVEY THE O HAS TO DETERMINE ITS PAY
STRATEGY RELATIVE TO THE MARKET. THERE ARE THREE
STRATEGIES FROM WHICH THE EMPLOYER CAN CHOOSE

10. o LEAD
o LAG
o MARKET RATE
INDIVIDUAL EQUITY:
 IT CONSIDERS EMPLOYEE PERCEPTIONS OF PAY DIFFERENTIALS
AMONG INDIVIDUALS WHO HOLD IDENTICAL JOBS IN THE SAME O
 THE PAY DIFFERENTIALS EXISTS ON ACCOUNT OF
o SENIORITY
o SKILL-BASED PAY
o MERIT PAY. IT DEPENDS UPON THE PERFORMANCE
CONCLUSIONS:
 THE INDIVIDUAL SENSES INEQUITY WHEN PERCEIVING THAT THE
BELOW GIVEN RATIOS ARE NOT EQUAL.
 OUTCOMES / REWARDS [SELF] DIVIDED BY INPUTS /
CONTRIBUTIONS [SELF] IS EQUAL OUTCOMES / REWARDS
[OTHERS] DIVIDED INPUTS / CONTRIBUTIONS [OTHERS]
 OS WISHING TO BE MORE INNOVATIVE MAY NEED TO ALTER THEIR
COMPENSATION SYSTEM TO PROMOTE MORE INTRAPRENEURIAL
BEHAVIOUR THAT ENCOURAGES EMPLOYEES TO ACT AS RISK
TAKING ENTREPRENEURS
 OS TAKING A STRATEGIC APPROACH TO COMPENSATION REALIZE
THE NEED FOR CREATIVITY TO MEET STRATEGIC OBJECTIVES
 ALSO WITHIN A GIVEN O DIFFERENT COMPENSATION PROGRAMS
MAY BE NEEDED FOR DIFFERENT DIVISIONS, DEPARTMENTS, OR
GROUP OF EMPLOYEES
 COMPENSATION SYSTEMS MUST GROW & EVOLVE IN THE SAME
MANNER AS THE O TO ENSURE THAT WHAT IS ACTUALLY BEING
REWARDED IS CONSISTENT WITH O’S STRATEGIC OBJECTIVES
 THE LINK BETWEEN STRATEGY & COMPENSATION IS ESSENTIAL
FOR ENSURING OPTIMAL PERFORMANCE

11. ASSIGNMENT 1
VISIT ANY NEW INDUSTRY, WHICH HAS BEEN ESTABLISHED FOR THE
FIRST TIME LAST YEAR IN PUNE. FIND OUT HOW DID THEY FIX THE
BASIC WAGES FOR THE VARIOUS POSITIONS IN THE ORGANIZATION?
HOW DID THEY ESTABLISH EQUITY IN COMPENSATION?
ASSIGNMENT 2
IS PERFORMANCE BASED PAY EFFECTIVE? WHY OR WHY NOT? HOW
CAN PERFORMANCE BASED PAY SYSTEMS BE BETTER DEIGNED TO
ENSURE OPTIMAL RESULTS.
ASSIGNMENT 3:
WHAT ARE THE CRITICAL FACTORS IN DESIGNING A TEAM BASED
COMPENSATION SYSTEM?
ASSIGNMENT 4:
WHAT FACTORS SHOULD INFLUENCE EXECUTIVE COMPENSATION?
ASSIGNMENT 5:
EXPLAIN HAY SYSTEM OF JOB EVALUATION?
ASSIGNMENT 6:
EXPLAIN POINT SYSTEM JOB EVALUATION METHOD.

12. LABOUR RELATIONS:
INTRODUCTION:
 THE NATURE OF RELATIONSHIP BETWEEN THE EMPLOYER & THE
EMPLOYEE CAN HAVE A SIGNIFICANT IMPACT ON MORALE,
MOTIVATION, & PRODUCTIVITY
 IF THE EMPLOYEES FEEL THAT THE TERMS & CONDITIONS OF
THEIR EMPLOYMENT ARE LESS ADVANTAGEOUS WILL NOT BE
COMMITTED TO PERFORM & TO REMAIN WITH THE EMPLOYER
 CONSEQUENTLY HOW O MANAGE THE DAY TO DAY ASPECTS OF
THE EMPLOYMENT RELATIONSHIP CAN BE A KEY VARIABLE
AFFECTING THEIR ABILITY TO ACHIEVE STRATEGIC OBJECTIVES
 WHEN WORKERS GET UNIONISED, IT CREATES SPECIAL
CHALLENGES FOR HR MANAGEMENT. THE PAYROLL EXPENSES &
THE WORK PROCESSES MAY CONTRIBUTE TO RETARD
EFFICIENCY IN OPERATIONS
WHY EMPLOYEES UNIONISE:
 PERCEIVED BENEFITS. THESE BENEFITS COULD BE ECONOMIC,
SOCIAL & OR POLITICAL
 POWER IN UNITY
COLLECTIVE BARGAINING
 MANAGEMENT & UNION COME TOGETHER TO NEGOTIATE
THROUGH COLLECTIVE BARGAINING AN AGREEMENT COVERING
TERMS & CONDITIONS OF EMPLOYMENT
 NEGOTIATION SHOULD TAKE PLACE IN GOOD FAITH
 THE OUTCOME OF NEGOTIATION SHOULD BE WIN-WIN
 WHEN NEGOTIATION FAILS, THE MANAGEMENT CAN DECLARE A
LOCK OUT, & THE UNION CAN DECLARE A STRIKE. THAT IS WHY
THE PROCESS OF NEGOTIATION SHOULD NOT BE ALLOWED TO
COME TO A STALEMATE

13.  NEGOTIATION SHOULD BE BASED ON GIVE & TAKE PRINCIPLES
UNIONS TODAY:
 UNIONS MUST DEVELOP PARTNERSHIP WITH EMPLOYERS & SEEK
WIN-WIN OUTCOMES
 COLLECTIVE BARGAINING SHOULD STRENGTHEN BOTH THE
UNION’S POSITION & EMPLOYEE’S RIGHT & ENHANCE THE
PERFORMANCE OF THE O
 UNIONS SHOULD REALIZE THAT THE JOBS OF TODAY & THOSE OF
FUTURE ARE QUITE DIFFERENT FROM THE JOBS OF PAST
 JOBS ARE BECOMING MORE COMPLEX, MULTIFACETED IN
NATURE. WORK IS DONE IN TEAMS.
 WORK INDEPENDENTLY WITH NO SUPERVISION
 PARTICIPATION & INVOLVEMENT ARE NOT VOLUNTARY.
 UNIONS PARTNER WITH EMPLOYERS IN CREATING BENEFICIAL
CHANGE, RATHER THAN INHIBITING CHANGE
 AS UNIONS DECLINE IN NUMBER & STATURE, WORKERS BECOME
LESS POWERFUL. THE WORKERS INTEREST CAN BE ENHANCED
THROUGH LEGISLATION OR MANAGEMENT INITIATIVES
 UNION LEADERS WILL HAVE TO RETHINK THEIR ROLES & ADOPT
COLLECTIVE BARGAINING STRATEGIES THAT ALLOW BOTH
EMPLOYERS & EMPLOYEES TO BENEFIT. WILL HAVE TO LEARN
MANAGEMENT SKILLS IN UNDERSTANDING THE BUSINESS,
STRATEGIC ISSUES, & THE ENVIRONMENT IN WHICH THE
BUSINESS IS DONE
 UNIONS CANNOT GUARANTEE JOB SECURITY BUT CAN
GUARANTEE EMPLOYABILITY BY TRAINING EMPLOYEES TO BE
MULTI-SKILLED

14. NEW STRATEGIES FOR UNION:
 GOALS:
o EMPLOYMENT SECURITY
o HIGHER WAGES
o MAKE UNIONS STRONGER
 PAST STRATEGIES:
o JOB CLASSIFICATION
o GRIEVANCE HANDLING
o COLLECTIVE BARGAINING
o CONTRACT ADMINISTRATION
 FUTURE STRATEGIES:
o PARTICIPATE IN DEVELOPING
 NEW WORK SYSTEM
 EDUCATION & TRAINING
 TECHNOLOGY
 NEW PRODUCT DEVELOPMENT
o SEEK TO UPGRADE WORKER SKILLS
o MOBILIZE & ENGAGE THE WORKFORCE FOR GREATER
CONTROL OVER PRODUCTION DECISIONS
o LEVERAGE THE USE OF CAPITAL INVESTMENT & PENSION
FUNDS
ASSIGNMENT 1:
VISIT ANY MANUFACTURING INDUSTRY, WHICH RECENTLY SIGNED A
SETTLEMENT WITH THEIR UNION. HOW MUCH RISE DID THE
MANAGEMENT GIVE IN TERMS OF MONEY & BENEFITS. DID THE
MANAGEMENT SUBMIT ITS CHARTER OF DEMANDS TO THE UNION? IF
SO HOW MUCH DEMANDS OF THE MANAGEMENT WAS SETTLED
ASSIGNMENT 2

15. WHAT ARE THE POSSIBLE OUTCOMES OF FAILURE TO REACH
CONSENSUS ON COLLECTIVE BARGAINING AGREEMENT?
ASSIGNMENT 3:
WITH UNIONISATION ON THE DOWNTURN, WHY SHOULD AN
ORGANIZATION BE CONCERNED ABOUT LABOUR RELATIONS?
ASSIGNMENT 4:
COMMENT: OUTSOURCING HAS MADE THE UNION EFFECTIVE TODAY?
ASSIGNMENT 5:
VISIT A BPO / IT INDUSTRY & FIND OUT HOW HAVE THEY AVOIDED
FORMATION OF THE UNION?
‘

17. EMPLOYEE SEPARATION
INTRODUCTION:
 THE PRESSURE TO REMAIN COMPETITIVE & EFFICIENT, COUPLED
WITH THE FACT THAT EMPLOYEES ARE LESS COMMITTED TO
INDIVIDUAL EMPLOYERS THAN IN PAST MAKES THE PROCESS OF
EMPLOYEE SEPARATION A KEY STRATEGIC ISSUE FOR O
 HR STRATEGY INVOLVES MANAGING THE PROCESS BY WHICH
EMPLOYEES LEAVE THE O, REGARDLESS OF DEPARTURE
 O CAN MANAGE THIS SEPARATION PROCESS TO ENSURE THAT
TRANSITIONS ARE SMOOTH FOR BOTH EMPLOYER & EMPLOYEES,
THE OPERATIONS ARE NOT DISRUPTED, & THAT PROFESSIONAL
RELATIONSHIP IS NOT DISTURBED
 SEPARATION TAKES PLACE IN ONE OF THE WAYS:
o FORCED
o VOLUNTARY
o RETIREMENT
 FORCED REDUCTION:
o DONE FOR:
 INEFFICIENCY
 LACK OF ADAPTABILITY
 WEAKENED COMPETITION POSITION WITHIN THE
INDUSTRY
o PAYROLL EXPENSE IS ONE OF THE LARGEST EXPENSES
o EFFICIENCY IS SOUGHT BY REDUCING LABOUR FORCE, & BY
REDESIGNING THE WORK PROCESS
o EFFECTIVE HR PLANNING CAN REDUCE THE NEED FOR ANY
LARGE SCALE REDUCTION IN WORK FORCE
o ANOTHER METHOD IS BY TYING COMPENSATION TO O’S
PERFORMANCE

18. o STAFFING THE O AT LESS THAN 100% & MAKING UP THE
DIFFERENCE WITH TEMPORARY EMPLOYEES OR BY WAY OF
OVERTIME
o O NEEDS TO DEVELOP APPROPRIATE STRATEGY FOR
MANAGING THE SURVIVORS, FOR THEY WILL FEEL LESS
SECURE ABOUT THE JOBS & WILL BE ASKED TO PERFORM
MORE WORK WITHOUT A CORRESPONDING INCREASE IN
COMPENSATION
o HAVE STRONG EVIDENCE. DOCUMENT THE SAME.
COMMUNICATE THE INFORMATION ABOUT PERFORMANCE
AT REGULAR INTERVAL TO THE EMPLOYEE. OTHERWISE
ONE LANDS UP WITH COURT COST, BAD PUBLICITY, &
DISSENSION AMONG THE RANKS OF ITS EMPLOYEE
 VOLUNTARY:
o SUCH SEPARATIONS CAUSE DISRUPTIONS IN OPERATIONS,
WORK TEAM DYNAMICS & UNIT PERFORMANCE
o IT CREATES COSTS FOR THE O
o IT HAS BOTH ADVANTAGES & DISADVANTAGES
o PERFORMANCE – REPLACEABILITY STRATEGY IS THE BEST
TOOL TO MANAGE TURNOVER STRATEGICALLY
 REPLACEABILITY: DIFFICULTY: PERFORMANCE HIGH:
• STRATEGY TO BE ADOPTED:
o RETAIN
o INVEST
o DEVELOP BACKUPS
 REPLACEABILITY EASY: PERFORMANCE HIGH:
• STRATEGY TO BE ADOPTED:
o RETAIN
o INVEST

19.  REPLACEABILITY DIFFICULTY: PERFORMANCE
AVERAGE:
• STRATEGY TO BE ADOPTED:
o RETAIN
o PROVIDE PERFORMANCE INCENTIVE
o DEVELOP BACKUP
 REPLACEABILITY EASY: PERFORMANCE: AVERAGE
• STRATEGY TO BE ADOPTED:
o RETAIN
o PROVIDE PERFORMANCE INCENTIVES
 REPLACEABILITY DIFFICULTY: PERFORMANCE LOW:
• STRATEGY TO BE ADOPTED:
o IMPROVE PERFORMANCE
o TERMINATE
o DEVELOP BACKUP
 REPLACEABILITY EASY: PERFORMANCE POOR
• IMPROVE PERFORMANCE
• TERMINATE
RETIREMENT:
o RETIREES HAVE WEALTH OF KNOWLEDGE ABOUT THE
INDUSTRY, MARKETPLACE, HISTORICAL KNOWLEDGE
ABOUT THE O & EXPERIENCE WITH O’AL PROCESSES
o IF KNOWLEDGE & EXPERIENCE IS IMPORTANT, THEN THE O
MUST CAPITALIZE ON THEM BY RETAINING THEM AS
CONSULTANT
o WHEREVER THE EMPLOYEES DO NOT ADD VALUE TO THE O,
THEN VRS CAN BE THOUGH OF
CONCLUSION:
 STRATEGICALLY MANAGING EMPLOYEE SEPARATION ENTAILS
DETERMINING THE VALUE OF HUMAN ASSETS FROM INVESTMENT

20. PERSPECTIVE & CONSIDERING THE COSTS OF DISCARDING THE
ASSETS
ASSIGNMENT 1
VISIT AN ORGANIZATION. FIND OUT WHICH KEY INDIVIDUAL SUBMITTED
HIS RESIGNATION. HOW DID THE MANAGEMENT RETAIN HIM?
ASSIGNMENT 2:
DISCUSS THE WAYS AN ORGANIZATION MIGHT ATTEMPT TO RETAIN ITS
MOST VALUED EMPLOYEES?
ASSIGNMENT 3
HOW DOES THE ORGANIZATION MAKE VRS ATTRACTIVE AS A STRATEGY
FOR DOWNSIZING?

21. INTERNATIONAL HRM
INTRODUCTION:
 TREMENDOUS OPPORTUNITIES EXIST TO MARKET GOODS /
SERVICES GLOBALLY
 INCREASING NUMBER OF ORGANIZATIONS ARE DEVELOPING
STRATEGIES TO EXPAND INTERNATIONALLY
 THESE STRATEGIC OPPORTUNITIES ARE RESULTING IN
EMPLOYERS’ SENDING AN INCREASING NUMBER OF EMPLOYEES
ABROAD TO START UP, MANAGE, & DEVELOP THEIR
INTERNATIONAL OPERATIONS
 WORKFORCE ARE BECOMING MORE CULTURALLY DIVERSE
 HRM IS CRITICAL TO THE SUCCESS OF ANY INTERNATIONAL
ENDEAVOUR
HOW INTERNATIONAL HRM DIFFERS FROM DOMESTIC HRM
 ADDRESSES BROADER RANGE OF FUNCTIONAL AREAS LIKE:
• CLARIFYING TAXATION ISSUES
• COORDINATING FOREIGN CURRENCIES / EXCHANGE RATES
• COMPENSATION PLANS
• WORKING DIRECTLY WITH FAMILIES OF EMPLOYEES
 MORE INVOLVEMENT IN THE EMPLOYEES PERSONAL LIFE LIKE:
• ASSISTING IN ACQUIRING HOUSE IN HOST COUNTRY
• SELLING / LEASING DOMESTIC ACCOMMODATIONS
• LOCATING RECREATIONAL & CULTURAL OPPORTUNITIES
FOR EMPLOYEE & HIS FAMILY
• ARRANGING & PAYING FOR SCHOOL FOR THE EMPLOYEE’S
CHILDREN
• LOCATING & SECURING DOMESTIC HELP FOR THE
EMPLOYEE

22.  SETTING DIFFERENT HRM SYSTEM FOR DIFFERENT GEOGRAPHIC
LOCATIONS
 DEAL WITH MORE COMPLEX EXTERNAL CONSTITUENCIES LIKE:
• DEALING WITH FOREIGN GOVERNMENTS / POLITICAL /
RELIGIOUS GROUPS
 OFTEN INVOLVES HEIGHTENED EXPOSURE TO RISKS LIKE:
• HEALTH
• SAFETY OF THE EMPLOYEE & FAMILY
• LEGAL ISSUES IN HOST COUNTRY
• POSSIBLE TERRORISM
DECISION TO EXPAND INTERNATIONALLY
 FIRST IS DETERMINING THE APPROPRIATE STRATEGY FOR
INVOLVEMENT IN THE HOST COUNTRY. FOR EXAMPLE THE
ORGANIZATION MAY DECIDE TO SIMPLY EXPORT ITS GOOD TO
THE FOREIGN COUNTRY
 IF THE GROWTH IS THERE, THE ORGANIZATION MIGHT ALSO
DECIDE TO SUBCONTRACT / LICENSE CERTAIN GOODS /
SERVICES TO A FOREIGN PARTNER
 ON A SLIGHTLY MORE INVOLVED SCALE, A JOINT VENTURE MIGHT
BE UNDERTAKEN ABROAD WITH A FOREIGN PARTNER
 FINALLY THE ORGANIZATION COULD DECIDE TO ESTABLISH A
SIGNIFICANT PRESENCE ABROAD BY SETTING UP OPERATIONS IN
THE FORM OF A FOREIGN BRANCH OFFICE / SUBSIDIARY
STRATEGIC HR ISSUES IN INTERNATIONAL ASSIGNMENTS:
 FOLLOWING ARE THE STEPS:
• ESTABLISH THE PURPOSE OF ASSIGNMENT. BOTH FROM O
& INDIVIDUAL’S POINT OF VIEW
• SELECT THE APPROPRIATE PERSON FOR THE ASSIGNMENT.
THE INDIVIDUAL SHOULD HAVE TECHNICAL ABILITIES,

23. TOLERANCE OF AMBIGUITY, COMMUNICATION SKILLS,
PATIENCE, & OPENNESS TO DIFFERENCES IN OTHERS, &
WILLINGNESS TO LEARN
• ASSESS THE ADAPTABILITY TO HOST CULTURE OF BOTH
EMPLOYEE & HIS FAMILY MEMBERS. INDIVIDUALS & FAMILY
MEMBERS MUST BE SCREENED TO DETERMINE THEIR
ABILITY TO BE COMFORTABLE TO HOST CULTURE. SENDING
THE INDIVIDUAL & HIS FAMILY MEMBERS TO THE HOST
COUNTRY CAN DO THIS. PRIOR TO DEPARTURE THE
EMPLOYEE & FAMILY SHOULD BE RECEIVE CROSS-
CULTURAL TRAINING IN THE NORMS & VALUES OF THE
HOST COUNTRY, WORKPLACE & BUSINESS PRACTICES,
LANGUAGE TRAINING, HEALTH & SAFETY ISSUES &
REALISTIC EXPECTATIONS OF THE DAY TO DAY LIFE IN THE
HOST COUNTRY SENSITIVITY TRAINING SHOULD ALSO BE
GIVEN TO THE EMPLOYEES OF THE HOST COUNTRY,
ESPECIALLY SO AS TO UNDERSTAND AS TO HOW LOCAL
DECISIONS ARE MADE, & BEING EMPATHETIC
• TRAINING ON PERFORMANCE MANAGEMENT WILL BE A
GREAT CHALLENGE TO BOTH LOCAL MANAGEMENT & THE
EXPATRIATE, FOR BOSS OF THE EXPATRIATE MAY BE
LOCALITE. IF THE EXPATRIATE IS GOING TO WORK IN
OPERATIONS THEN TRAINING IN LABOUR RELATIONS IS
ESSENTIAL.
• O ALSO NEEDS TO MAKE A STRATEGIC DECISION AS TO THE
LEVEL OF STANDARDIZATION IT DESIRES ACROSS
LOCATIONS. FOR THIS THERE ARE FOUR APPROACHES:
 ETHNOCENTRIC
• IT INVOLVES EXPORTING THE O’S HOME
COUNTRY PRACTICES & POLICIES TO FOREIGN
LOCATIONS

24. • THIS STRATEGY IS USED FOR CREATING AN
IMAGE
• USEFUL FOR STANDARDIZATION, INTEGRATION,
& EFFICIENCY
• IF FORCED, THEN CAN CREATE PROBLEMS
• MAKES EXPATRIATE ASSIGNMENTS MORE
ATTRACTIVE TO THE O’S DOMESTIC
EMPLOYEES
 POLYCENTRIC
• ALLOWS EACH LOCATION TO DEVELOP ITS OWN
PRACTICES & POLICIES THAT ARE CONSISTENT
WITH LOCAL CULTURE & WORKFORCE
CHARACTERISTICS
• MANAGEMENT PRACTICES ARE LOCALISED TO
SUIT THE EXITING NEEDS OF THE MARKET
PLACE & ADAPTABILITY TO CUSTOMER TASTE
 REGIOCENTRIC
• DEVELOPING STANDARDIZED PRACTICES &
POLICIES BY GEOGRAPHIC REGION
• THIS IS DONE TO GIVE AUTONOMY TO THE
REGIONAL SUBSIDIARY WITHIN A GEOGRAPHIC
REGION
 GEOCENTRIC
• INVOLVES DEVELOPING ONE SET OF GLOBAL
PRACTICES & POLICIES THAT ARE APPLIED TO
ALL GEOGRAPHIC REGION
• IT IS DIFFICULT TO IMPLEMENT FOR DIFFERENT
HOST GOVERNMENT POLICIES & REGULATIONS
& THE NEED TO ADDRESS THEM
SIMULTANEOUSLY

25. REPATRIATION:
 IT IS RETURNING OF THE EMPLOYEE
 O NEED TO ESTABLISH A STRATEGY THAT ALLOWS THEM TO TAKE
THE VALUABLE EXPERIENCE ABROAD &
• INTEGRATE IT WITH WHAT IS HAPPENING AT HOME
• ALLOW CO-WORKERS TO LEARN FROM THE EXPERIENCES
OF REPATRIATE & ENHANCE THEIR OWN PERFORMANCE
• A STRATEGY FOR REPATRIATION HAS TO DEVELOP THE
PURPOSE OF EXPATRIATION. THIS CAN BE DONE BY
ESTABLISHING THE PURPOSE OF THE ASSIGNMENT AT THE
TIME OF SENDING THE EMPLOYEE ABROAD
 THE FOLLOWING ISSUES SHOULD BE ADDRESSED AT THE TIME OF
REPATRIATION:
• CAREER ANXIETY. FINDING THE RIGHT SLOT.
• O’S REACTION ON RETURN. IS HE MADE WELCOME? IS ANY
VALUE PLACED ON INTERNATIONAL EXPERIENCE? ARE NEW
SKILLS THAT HAVE BEEN DEVELOPED BEEN PUT USE
• LOSS OF AUTONOMY. IN PLANNING REPATRIATION TAKE
INTO ACCOUNT THE LEVEL OF AUTONOMY THE REPATRIATE
ENJOYED, THE TYPES OF RESPONSIBILITIES, WORK
ASSIGNMENTS & SUPERVISION
• ADAPTATION IS ANOTHER ISSUE. DURING THE
EXPATRIATION PERIOD THERE WERE PROBABLY SOME
SIGNIFICANT CHANGE-TAKING PLACE AT THE HOME OFFICE.
THE REPATRIATE NEEDS TO BE PROVIDED WITH
ASSISTANCE IN ADAPTING TO THOSE CHANGES TO
FACILITATE MAXIMUM PERFORMANCE IN THE NEW
ASSIGNMENT

26.  AT PERSONAL THE FOLLOWING ISSUES HAVE TO ADDRESSED IN
REPATRIATION:
• LOGISTICS. PERSONAL SAVINGS NEED TO BE
TRANSFERRED. PERSONAL BELONGINGS. TO BE SHIPPED.
SCHOOLS TRANSFER TO BE ARRANGED. ASSISTANCE IN
SPOUSE EMPLOYMENT.
• READJUSTMENT & INTEGRATION INTO THE COMMUNITY FOR
THE EMPLOYEE & FOR THE EMPLOYEE’S FAMILY
 SUPPORT FOR SUCH TRANSITION FOR THE EMPLOYEE & FAMILY
CAN GREATLY FACILITATE THE REPATRIATION PROCESS
CONCLUSIONS:
 A KEY ISSUE THAT IMPACTS AN ORGANIZATION’S SUCCESS IN THE
INTERNATIONAL ARENA IS AN AWARENESS OF CULTURAL
DIFFERENCES & THE DEVELOPMENT OF BOTH A BUSINESS
STRATEGY & CORRESPONDING HR STRATEGY THAT IS
CONSISTENT WITH THE CULTURE OF THE HOST COUNTRY
ASSIGNMENT 1:
VISIT A MNC. INTERVIEW A FOREIGNER. FIND OUT WHAT ARE THE WORK
RELATED CULTURAL, ISSUES, WHICH THEY ARE FACING IN INDIA? WHAT
SORT OF TRAINING WAS GIVEN TO THEM?
ASSIGNMENT 2:
VISIT A MNC. INTERVIEW A FOREIGNER. HOW DID THE PARENT
ORGANIZATION ADDRESS THEIR CAREER ISSUES IN CASE OF
REPATRIATION?
ASSIGNMENT 3
INTERVIEW AN INDIAN, WHO WENT ON A LONG-TERM ASSIGNMENT TO
CHINA / JAPAN. HOW DID HE & HIS FAMILY PREPARE THEMSELVES TO

27. MEET THE CHALLENGES IN THAT COUNTRY WITH RESPECT TO THE
FOLLOWING FACTORS: LANGUAGE / FOOD / SCHOOLING?
ASSIGNMENT 4:
EXPLAIN HOFFSTEADE’S MODEL ON CULTURE?
ASSIGNMENT 5:
EXPLAIN HALLS MODEL ON CULTURE?
ASSIGNMENT 6:
EXPLAIN HOW WE INDIANS MAINTAIN UNITY IN A DIVERSE CULTURE?
THE END.
THANK YOU