The document discusses several aspects of international human resource management (IHRM) including: 1) Comparing domestic and international HRM practices and managing international HR activities like employee hiring, training, and industrial relations. 2) The importance of international orientation in HR roles and how HR is detrimental to an organization's success in international markets. 3) Challenges like implementing international strategies and properly utilizing human resources globally.

1. Prepared by Sai Srivatsav
18463

2. • Compare Domestic HRM and IHRM
• Understanding managing international
HR activities
• Assess the expatriate problem
• Global scenario of Industrial Relations

3. • Have an international orientation in the
various roles that need to carried out.
• Employee hiring, training & development,
remuneration, performance review, IR,
motivation, etc.,
• Detrimental in success of the
organization in international marketplace.

4. • Greater mobilization of human resource.
• Major detriment to success or failure.
• Poor performance is expensive.
• Implementing of international strategies is
difficult.
• Crafting strategies is easier than implementing
them using radical innovation.

5. The process of procuring, allocation, and effectively
utilising human resources in an international business
is called international human resources management.

6. Nothing we do is more
important than hiring
people. At the end of
the day you bet on
people, not strategies..

7. HUMAN RESOURCE PLANNING
Difficulty in implementing HR procedures, aligning strategic
business planning to HRP
EMPLOYEE HIRING
Mix of organizational culture, selection of expatriates and
coping with failure

8. TRAINING AND DEVELOPMENT
Emphasis on cultural training, language training, training in
mannerisms.
INDUSTRIAL RELATIONS
Who should handle IR in subsidiaries and the attitude of parent
company towards such unions in subsidiaries.

9. Host-country nationals
manage subsidiaries
Best people for key jobs,
regardless of the
nationality.
All key-managerial
positions are held by
parent-country nationals
Ethnocentric
Approach
Polycentric
Approach
Geocentric
Approach

11. Determining the
need for an
expatriate.
The selection
process
Pre-assignment
Training
Departure for
the project
Post-arrival
orientation
and training
Crisis &
Adjustment
Crisis and
failure
Repartriation
& Adjustment
Reassignment
abroad

12. Training and
Development
Cross cultural
Foster appreciation for
host country's culture
Language
Creates a
sense of
willingness to
communicate
and business
Practical
Support
network of
friends or
expatriate
community

13. Repatriation
Benefits from
Returnees
Repatriation ProcessReverse Cultural
Shock

14. STEP 2
Physical
relocation
STEP 3
Transition
STEP 1
Preparation
STEP 4
Re-adjustment

17. • HQ or the subsidiary division.
• decentralization is helpful, but the
corporate office must exercise some
power.
• In case, of high inter-subsidiary
production integration, centralization is
crucial.
• Ownership of the subsidiary has impact,
from Europe to US.

18. • Strikes is a common tactic wielded.
Could be weakened by the co's financial
strength.
• Form ITSs. Their goal is to achieve
transactional bargaining with each of the
MNCs in its industry.
• Pursue a restrictive national legislation
and to seek intervention from
international bodies.

19. • Important consideration for any
corporate seeking to go beyond the
national boundaries
• Understand the people, their
sensitivity for a culture and align them
with the right approach.
• Expensive affair, think TWICE if not
more.

20. THANKS!