1) International HRM involves managing a global workforce and includes practices like talent management, recruitment, and ensuring compliance with local laws. There are different approaches like ethnocentric, polycentric, and geocentric. 2) Factors that influence IHRM include technology, work environment, talent availability, training, and cross-cultural issues. Practices include international staffing, compensation, and performance management. Expatriates help transfer knowledge and build relationships globally. 3) HRIS systems centralize HR data, streamline processes, improve reporting, and facilitate compliance. They automate tasks and provide self-service options for employees. Companies use HRIS to develop personnel inventories that include employee details

1. SRM INSTITUTE OF SCIENCE AND TECHNOLOGY
FACULTY: DR.T.S.BHUVANESWARI
SUBJECT NAME : HUMAN RESOURCES MANAGEMENT
SUBJECT CODE: UCM20D07J
UNIT-5

2.  INTERNATIONAL HRM MEANING:
International HRM meaning:International HRM is a term encompassing all the
HR practices involved in managing a global workforce. International HR
professionals are responsible for the following within a multinational
corporation: Talent management including recruitment.

3.  HRM VS IHRM:

4.  APPROACHES OF IHRM:
1) Ethnocentric Approach.
2) Poly-centric Approach.
3) Regiono- centric Approach.
4) Geo-Centric Approach.

5.  1) ETHNOCENTRIC APPROACHS: In Ethnocentric approach, management
believes that the approach of the parent company in managing things is the tried
and tested practice and it should be followed in all units of the organization in
different countries. This leads to the adoption of all systems, procedures, policies
of the parent company from the parent country in all other centres of activities.
2) POLY- CENTRIC APPROACH : In Poly-centric approach or philosophy,
MNCs realize the importance of the host country and its governing laws. Further,
they are aware that the National culture plays an important role in all aspects of
management. Hence it is prudent to follow the market needs of the host country
and frame a strategy which can give the best results.

6.  IMPORTANCE OF IHRM:
1. Global Expansion
2. Talent Management
3. Cross-cultural Communication
4. Compliance with Laws and Regulations
5. Employee Engagement and Satisfaction
6. Global Mobility and Expatriate Management
7. Cost Optimization
8. Competitive Advantage

7.  FACTORS OF IHRM:
1) Implementation of Technology.
2) The Work Environment.
3) Availability of Good Talent.
4)Training and Development.

8.  PRACTICES OF IHRM :
1) International staffing.
2) Training.
3) Compensation.
4) Cross cultural issues.
5) Performance management

9.  EXPATRIATE MEANING AND ADVANTAGES :
Expatriate is a term used to describe an employee who is temporarily or permanently
assigned to work in a foreign country. Expatriates may be assigned to work in a foreign
country by their company, or they may be sent to work in a foreign country by their
government.
ADVANTAGES:
1) Knowledge Transfer.
2) Global Mindset.
3) Building Relationships.
4) Organisational Culture Alignment.
5) Leadership Development.

10.  FACTORS INFLUENCING EXPATRIATE:
1) Technical Ability.
2) Cross-culture suitability.
3) Family requirements.
4) Organisation-Specific requirements.
5) Language.

11.  REPATRIATE MEANING:
Repatriation is the process of returning an employee to the home country after being
placed on a long-term international assignment.
OBSTACLES OF REPATRIATE:
1) Reverse Culture Shock.
2) Career Stagnation.
3) Lack of Recognition.
4) Loss of Networks.
5) Competency Gap.
6) Lack of Support.
7) Loss of International Exposure.
8) Cultural Misfit

12.  GREEN HRM MEANING AND SCOPE :
Green Human Resources Management (GHRM) can be defined as a set of policies,
practices, and systems that stimulate the green behavior of a company’s employees in
order to create an environmentally sensitive, resource-efficient, and socially responsible
organization.
SCOPE :
1) Recruitment and Selection.
2) Training and Development.
3) Performance management.
4) Compensation and Rewards.
5) Employee Engagement

13.  RECENT TRENDS IN HRM :
1) Remote Work.
2) Diversity, Equity, and Inclusion.
3) Employee Well being.
4) Technology Integration.
5) Agile HR.
6) Employer Branding.

14.  CASE STUDY - Oakom's Global :
Oakom's Global is a multinational technology company that specializes in the
development and manufacturing of consumer electronics, software, and online
services. The company was founded in 2005 by John Oakom, a visionary
entrepreneur who aimed to create innovative and user-friendly products for
global markets.One of the key success factors for Oakom's Global has been its
ability to adapt its products and services to different cultural contexts and
market demands. The company has established a strong presence in various
regions, including North America, Europe, Asia-Pacific, and Latin America. This
case study will focus on Oakom's Global expansion into the Asian market.

15. In 2010, Oakom's Global recognized the potential of the rapidly growing Asian market and
decided to establish a regional headquarters in Singapore. This strategic move allowed the
company to tap into the region's skilled workforce, favorable business environment, and
proximity to other Asian markets.To cater to the diverse needs and preferences of Asian
consumers, Oakom's Global conducted extensive market research to understand local trends
and demands. This included studying consumer behavior, purchasing power, cultural nuances,
and competitors' offerings. Based on these insights, the company developed localized product
versions that incorporated features and functionalities specifically tailored for the Asian
market.One of Oakom's Global's successful product launches in Asia was the "OakPhone," a
smartphone that combined advanced technology with affordability. The company positioned
the OakPhone as a premium product that offered high-quality features at a competitive price
point.

16. To gain traction in the Asian market, Oakom's Global partnered with local telecommunications
providers to offer exclusive data plans and discounts.In addition to product localization,
Oakom's Global also focused on building strong relationships with local distributors and
retailers. The company understood the importance of having a robust distribution network to
reach customers effectively. They worked closely with partners to ensure efficient logistics,
timely product deliveries, and localized marketing campaigns.To further establish its presence
in Asia, Oakom's Global invested in marketing and promotional activities. They engaged local
influencers and celebrities to endorse their products, organized product launch events, and
ran targeted advertising campaigns across various media channels. These efforts helped to
increase brand awareness and generate buzz around Oakom's Global products.Oakom's Global
also recognized the importance of after-sales service and customer support.

17. They set up service centers in major cities across Asia to provide prompt assistance
to customers, including product repairs, software updates, and technical support.
This commitment to customer satisfaction helped build trust and loyalty among
Asian consumers.As a result of its focused approach and localization efforts,
Oakom's Global experienced significant growth in the Asian market. The company's
revenue from Asia surpassed expectations, with sales increasing by 50% within the
first year of market entry. Oakom's Global continued to expand its product portfolio
and market presence in Asia, further solidifying its position as a leading technology
company in the region.

18. Overall, Oakom's Global's success in the Asian market can be attributed to its
strategic approach to localization, understanding of local market dynamics, strong
distribution network, effective marketing campaigns, and commitment to customer
satisfaction. By adapting its products and services to meet the specific needs of
Asian consumers, Oakom's Global was able to establish a strong foothold in this
highly competitive market.

19.  HUMAN RESOURCES INFORMATION SYSTEM MEANING:
A human resources information system (HRIS) is a software solution that
maintains, manages, and processes detailed employee information and human
resources-related policies and procedures.

20.  OBJECTIVES OF HRIS :
1) Centralizing HR Data.
2) Streamlining HR processes.
3) Improving Data Accuracy.
4) Enhancing Reporting and Analytics.
5) Facilitating Compliance.
6) Supporting Strategic HR Planning

21.  NEEDS FOR HRIS :
1) Centralized and organised HR Data.
2) Automation and Streamlining of HR processes.
3) Accurate and reliable data.
4) Reporting and Analytics capabilities.
6) Strategic HR Planning.

22.  Traditional HR approaches vs HRIS :
Key difference between the the traditional HR approach vs HRIS include:
1) Data storage and accessibility.
2) Automation and efficiency.
3) Reporting and Analytics.
4) Compliance.
5) Employee self service.

23.  USES OF HRIS :
1) It keeps everything organized.
2) It frees up HR professionals to handle more important tasks.
3) It ensures regulatory compliance.
4) It helps HR staff work efficiently.
5) It makes the company look good to employees.

24.  ADVANTAGES OF HRIS:
1) One-stop shopping.
2) Integration of data.
3) Accuracy.
4) Self service.
5) Automated reminders.
6) Hosting of company-related document.
DISADVANTAGES OF HRIS:
1) Security.
2) Cost.
3) Staffing.

25.  DESIGNING HRIS :
1. Determination of Information Needs.
2. Designing the System.
3. Implementation.
4. Monitoring and Evaluation.

26.  PERSONNEL INVENTORY MEANING :
Personnel inventory means a list of personnel and their background providing
information on name, age, sex, qualifications, experience, address, etc. HRIS
helps develop a personnel inventory to be used for human resource planning, i.e.,
the first step in human resource management.

27.  PERSONNEL INVENTORY BY IT COMPANIES :
1) Basic Bio-Data, Joining Date, Department, Grade.
2) Qualifications.
3) Memberships.
4) Previous Employment.
5) Transfers.
6) Deputation.
7) Charge Sheets.
8) Hospitalization.
9) Loss of Pay.
10) LFC details

28.  CASE STUDY :
WIPROIntroduction: Wipro Limited is a leading global information technology,
consulting, and business process services company. With a vast workforce
spread across multiple locations, effective personnel inventory management is
crucial to ensure optimal resource utilization and cost efficiency. This case
study explores how Wipro implemented strategies to optimize its personnel
inventory management practices.Objective:The primary objective of this case
study is to analyze how Wipro improved its personnel inventory management to
achieve better resource allocation, enhance productivity, and reduce costs.

29. Methods:
1. Workforce Planning: Wipro conducted a comprehensive analysis of its workforce
requirements, considering factors such as project pipelines, skill gaps, and future
business projections. This enabled the company to align its personnel inventory with
anticipated demand and avoid overstaffing or understaffing situations.
2. Skill Assessment and Development: Wipro implemented a robust skill assessment
framework to identify the strengths and weaknesses of its employees. This
assessment helped in determining the skill sets required for various projects and
facilitated targeted training programs to bridge any gaps.
3. Resource Allocation: Leveraging advanced analytics and data-driven insights,

30. By matching employee skills, experience, and availability with project
requirements, the company ensured that the right resources were assigned to the
right projects, maximizing productivity and customer satisfaction.
4. Performance Monitoring: Wipro introduced a performance monitoring system to
track employee performance and identify areas for improvement. Regular feedback
sessions and performance reviews allowed the company to address any
performance-related issues promptly and provide necessary training or support to
enhance productivity.
5. Workforce Mobility: To further optimize personnel inventory management,
Wipro encouraged workforce mobility across projects and locations. This flexibility

31. provide employees with varied opportunities for growth and development.
Results:
1. Improved Resource Utilization: By aligning personnel inventory with projected
demand, Wipro achieved optimal resource utilization, reducing costs associated
with overstaffing or underutilization.
2. Enhanced Productivity: The implementation of skill assessment and development
programs, coupled with targeted training initiatives, resulted in a more skilled and
productive workforce.
3. Cost Reduction: Efficient resource allocation and reduced bench time led to cost
savings for Wipro. Additionally, performance monitoring and timely interventions

32. 4. Increased Employee Satisfaction: The emphasis on workforce mobility and
growth opportunities improved employee satisfaction and engagement levels,
leading to higher retention rates.
Conclusion:
Wipro's focus on optimizing personnel inventory management practices resulted in
improved resource utilization, enhanced productivity, cost reduction, and increased
employee satisfaction. By aligning workforce planning with projected demand,
implementing skill assessment programs, optimizing resource allocation, and
encouraging workforce mobility, Wipro successfully transformed its personnel
inventory management practices to meet the evolving needs of the IT industry.