The document discusses several topics related to international human resource management. It addresses the purpose of business value creation and the role of HR in ensuring talent acquisition, engagement, and measurement systems create value. It also discusses developing international staff and managing a globally diverse workforce, as well as human resource issues that arise in cross-border mergers and acquisitions. Emerging trends in employee relations and involvement are also examined, including the changing role of trade unions in business.

1. International Human Resources Management (Pune, August 08, 2009)

2. HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVE

3. PURPOSE OF BUSINESS VALUE CREATION : Proactive Management Actions which generate enhances sustainable value for its stakeholders than what existed before – by adding either to its capabilities or gainig competitive market dvantage , enhances portfolio, advances technological know –how , introduction of new management processes and practices or by Adding to its corporate management and Governance processes.

5. ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR.

11. 2 : INTERNATIONAL RECRUITMENT AND SELECTION

12. ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY

19. ONBOARDING AND ENCULTURIZING “ On Boarding”… ..building sustainable talent advantage through Alignment and creating organisation value Enculturisation Socialisation Orientation Induction Assimilation 30 days before Joining date 10 days before Joining date First week of Joining 1 month post Joining 2/3 months post Joining Enculturisation Orientation

20. PLACEMENT AND HAND HOLDING

22. 3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS

23. ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGE

24. COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY

25. DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTH

26. LINKING COMPETENCIES TO CAREER LADDERS

28. KEY TALENT ACCOUNT MANAGEMENT

29. 4: MANAGING GLOBALLY DIVERSE WORKFORCE

30. WHY TEAMS HAVING COMMON OBJECTIVES, COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergent

35. 5 : HUMAN RESOURCES ISSUES IN CROSS BORDER MERGERS AND ACQUISITIONS

36. HR at the table! Ensuring M&A success

37. Respondents to the 2006 “Current State of M&A Integration” survey Source: MERGERS & ACQUISITIONS By Timothy J. Galpin During a recent acquisition, we thought that because they were in the same industry and had grown along the pathway we had grown that our cultures would be the same. When we started working on integration, the only two things we had in common were that we sold things to customers and expected to be paid

38. Defining..… Organization Culture is a collective set of patterns observed through individual and group behaviors indicating “how work gets done” in the value creation process … .the how of “engaging” people in the process of Value Creation HOW THINGS GET DONE AROUND HERE

40. The typical Merger and Acquisition deal never realizes full benefits of its intended financial and strategic impact. While M&As can fail for a number of reasons, 70% failures are due to the ‘people’ side of the deal which occurs as a result of the change dynamics created by the merger Harvard Business Review

41. 6: EMERGING TRENDS IN EMPLOYEE RELATIONS AND EMPLOYEE INVOLVEMENT

42. TRADE UNION AND ROLE

43. CHANGING BUSINESS ENVIRONMENT AND DIMINISHING REPRESENTATIVE ROLE

44. FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION

45. INDUSTRIAL RELATIONS VS DISPUTES

46. WHAT GOES INTO RELATIONS?

47. BLUE COLLARED VS WHITE COLLARED

48. UNION OF COMPARISION AND WAGE LEVELS

49. UNION AND JOB FLEXIBILITY AND SKILL FORMATION

50. UNION AND COLLECTIVE BARGAINING PROCESS

51. UNION AND EMPLOYEMENT SECURITY

52. STRONG UNIONS WITH DEFINED PROCESSES

53. COMPLIANCE ORIENTED INDUSTRIAL RELATIONS

54. INTEGRATION RELATED EMPLOYEE RELATION ISSUES

55. GRIEVIANCES / DISCIPLINE / CODE OF CONDUCT

56. PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT