The cachet of working abroad no longer exists for younger generations. Younger employees value community and raising families close to support systems more than international assignments. Successful companies will attract mobile talent by developing thoughtful policies addressing career paths, compensation, benefits, taxation, relocation and home leave to support employees and families abroad. Developing unique programs aligned with company culture and values will be key to retaining mobile talent in an increasingly competitive environment.
The document summarizes a report on the issue of unpaid internships in Canada. It discusses a recent lawsuit in the US that set a legal precedent, ruling unpaid internships illegal. It then outlines the prevalence and negative impacts of unpaid internships, including how they exclude those who cannot afford to work for free. The report proposes an aggressive public campaign to raise awareness about the illegality of unpaid internships and empower interns to speak out against exploitation. The campaign aims to change public perceptions and the employment landscape for young people.
The document discusses employee benefits, including legally required benefits such as Social Security, unemployment compensation, workers' compensation, and FMLA. It also discusses voluntary benefits like health insurance, retirement plans, paid time off for vacation, holidays and sick leave. Finally, it discusses survivor benefits like life insurance and flexible benefits programs that allow employees to choose the benefits they want.
Unpaid internships are becoming increasingly popular for graduates but there is debate around whether they exploit interns. While internships can provide valuable experience, only those who can afford to work unpaid will benefit, making opportunities unequal. Campaign groups are pushing for legislation to ensure internships are paid so that ability, not wealth, determines who gains experience. Graduates considering internships should carefully weigh the potential benefits against risks of exploitation, and ensure any work they do would not normally require pay.
The One Stop Career Centers provide employment services including job search assistance, training programs, and labor market information. Services are available for adults, dislocated workers, youth, veterans, food stamp recipients, cash assistance recipients, and more. Workshops are offered on topics like resume writing, interviewing skills, and budgeting to help clients obtain employment.
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
The document discusses retention strategies for employees in the ITES-BPO industry. It notes high attrition rates of 35-40% and explores reasons why employees leave, including lack of growth opportunities, higher salaries elsewhere, personal life issues, and relationship problems. It then lists the various benefits typically provided by BPO companies, such as health insurance, paid time off, meals, accommodations, loans, education reimbursement, and more. Finally, it discusses the challenges of retention and lists main retention strategies such as open communication, career development opportunities, work-life balance policies, recognition programs, competitive compensation, and ensuring the work environment meets employee needs and priorities.
The document discusses retention strategies for employees in the ITES-BPO industry. It notes the high average attrition rate of 35-40% in the sector. Common reasons for employees leaving include lack of growth opportunities, higher salaries elsewhere, work-life balance issues, and relationship problems with managers. The document then outlines many standard benefits provided by BPO companies, such as health insurance, transportation subsidies, meals, accommodation assistance, and performance-based incentives. It stresses the importance of communication, clear expectations, and proper rewarding to improve employee retention. Some key retention strategies proposed are regular updates on company performance, setting measurable goals and consequences, and building recognition into rewards.
The document summarizes a report on the issue of unpaid internships in Canada. It discusses a recent lawsuit in the US that set a legal precedent, ruling unpaid internships illegal. It then outlines the prevalence and negative impacts of unpaid internships, including how they exclude those who cannot afford to work for free. The report proposes an aggressive public campaign to raise awareness about the illegality of unpaid internships and empower interns to speak out against exploitation. The campaign aims to change public perceptions and the employment landscape for young people.
The document discusses employee benefits, including legally required benefits such as Social Security, unemployment compensation, workers' compensation, and FMLA. It also discusses voluntary benefits like health insurance, retirement plans, paid time off for vacation, holidays and sick leave. Finally, it discusses survivor benefits like life insurance and flexible benefits programs that allow employees to choose the benefits they want.
Unpaid internships are becoming increasingly popular for graduates but there is debate around whether they exploit interns. While internships can provide valuable experience, only those who can afford to work unpaid will benefit, making opportunities unequal. Campaign groups are pushing for legislation to ensure internships are paid so that ability, not wealth, determines who gains experience. Graduates considering internships should carefully weigh the potential benefits against risks of exploitation, and ensure any work they do would not normally require pay.
The One Stop Career Centers provide employment services including job search assistance, training programs, and labor market information. Services are available for adults, dislocated workers, youth, veterans, food stamp recipients, cash assistance recipients, and more. Workshops are offered on topics like resume writing, interviewing skills, and budgeting to help clients obtain employment.
The chapter discusses employee recruitment and the goals and processes involved. It describes how recruitment aims to attract qualified candidates to fill jobs while discouraging unqualified applicants. The sources of recruitment discussed include internal promotions and referrals, external advertising, employment agencies, schools, job fairs, professional organizations, and online options. Constraints on the recruitment process and alternatives like temporary help services are also reviewed.
The document discusses retention strategies for employees in the ITES-BPO industry. It notes high attrition rates of 35-40% and explores reasons why employees leave, including lack of growth opportunities, higher salaries elsewhere, personal life issues, and relationship problems. It then lists the various benefits typically provided by BPO companies, such as health insurance, paid time off, meals, accommodations, loans, education reimbursement, and more. Finally, it discusses the challenges of retention and lists main retention strategies such as open communication, career development opportunities, work-life balance policies, recognition programs, competitive compensation, and ensuring the work environment meets employee needs and priorities.
The document discusses retention strategies for employees in the ITES-BPO industry. It notes the high average attrition rate of 35-40% in the sector. Common reasons for employees leaving include lack of growth opportunities, higher salaries elsewhere, work-life balance issues, and relationship problems with managers. The document then outlines many standard benefits provided by BPO companies, such as health insurance, transportation subsidies, meals, accommodation assistance, and performance-based incentives. It stresses the importance of communication, clear expectations, and proper rewarding to improve employee retention. Some key retention strategies proposed are regular updates on company performance, setting measurable goals and consequences, and building recognition into rewards.
This document lists the key components of a full mammography system and their corresponding serial tags, including the gantry, x-ray tube, detector, generator cabinet, generator, AWS computer and monitor, lead shield and console, radiologist workstation, CAD unit if applicable, compression paddles, reciprocating grid, manuals, backup software, footswitches, calibration phantoms, and software level. It also notes tests performed including images of the ACR phantom, and recent calibration results.
The document provides information on the steps to close a short sale. It begins by defining a short sale as a property sale where the sale proceeds are less than the loan balance and requires consent from both the borrower and lender to avoid foreclosure. The first steps are to determine if the seller qualifies for a short sale by providing financial documents to prove inability to pay, and finding an experienced short sale listing agent. Key questions that need answers include how many liens are on the title and if the seller has contacted the lender about their short sale policies and procedures. The next steps are making an offer, signing a purchase contract, and going through the typical mortgage approval process where the underwriter will want to see a short
1) O documento discute verbos irregulares em inglês e fornece exemplos de verbos comuns e suas formas no passado.
2) É fornecida uma lista de mais de 50 verbos irregulares em inglês com suas formas no presente e passado.
3) Exemplos são dados para ajudar a praticar a conjugação de verbos irregulares no passado.
Diana conta seus planos para o fim de semana: ela vai trabalhar no sábado e estudar de manhã no domingo, e limpar seu quarto à tarde no domingo. Ian vai ao zoológico no domingo.
Danielle planea un viaje a Panamá. Ella se hospedará en un hotel en Panamá por $355, volará desde Omaha a Panamá por $305, y alquilará un coche por $69.75. Durante su estadía, planea nadar, broncearse, comer, y bailar. También visitará el acuario, el zoológico y la playa. Explorará el Parque Nacional de Panamá, el bosque tropical y las cuevas. La mayoría de sus actividades tendrán lugar en o cerca de la Ciudad de Panamá.
El documento habla brevemente sobre cinco temas relacionados con el cambio climático: calentamiento global, cambios climáticos, tala de árboles, océanos y glaciares.
This document introduces A&P consulting company and its relocation services. It provides information on staff members and describes the company's motto as facilitating a successful relocation by matching expectations between the company, employee, and new country. It outlines the company's approach of understanding needs through a questionnaire, guiding reasonable expectations, selecting housing options, providing pre-arrival assistance and ongoing local support to help families integrate into their new location.
- 79% of CEOs expect high or very high complexity over the next 5 years, however only 30% feel prepared, resulting in a 49% complexity gap. Standouts have a much smaller complexity gap of only 6%.
- Standouts capitalize on complexity in three ways: embracing creativity, driving change to stay ahead of markets, and breaking from industry norms through new business models and revenue streams.
- Getting closer to customers is the top priority for Standouts, cited by 88% as an area of focus over the next 5 years. Simplification of operations and products is another strategy Standouts use to better manage complexity.
The document summarizes the analysis done on magazine front covers, contents pages, double page spreads, and audience research to help design a magazine. Some key findings include that magazine covers typically have the masthead at the top and use consistent color schemes and graphics. Contents pages usually feature large photos and "lures" like quotes to entice readers. Double page spreads commonly have one page of text and one of photos. Audience research showed the target youth audience prefers genres like rap and R&B, and would be interested in ads for new technology and music.
The document provides background information on Kyoto, Japan from the Heian period (794-1185 CE) and introduces four famous temples and shrines from that era. It notes that Kyoto served as Japan's capital for over 1,000 years and became a center of Buddhist temples and Shinto shrines. One of the temples discussed is Kiyomizu-dera Temple, founded in 798 CE, which is perched on a mountainside with a wooden veranda supported by pillars without nails offering views of Kyoto. The Heian period saw the development of a form of Buddhism closer to Japanese ideas as well as the development of the kana script.
This letter discusses the findings of the LateTIME trial, which found no benefit of intracoronary delivery of bone marrow mononuclear cells (BMCs) 2-3 weeks after myocardial infarction. The letter raises several points for further consideration:
1) Patient selection may have been too broad, including those with non-anterior wall MIs and moderate, not just severe, left ventricular dysfunction.
2) The mean number of BMCs delivered may have been too low to produce benefits seen in prior studies.
3) Characteristics of myocardial damage seen on MRI, such as infarct size, could help identify subgroups more likely to benefit from cell therapies and were not reported.
There are three main network topologies: bus, ring, and star. The bus topology broadcasts messages to all connected computers but performance decreases as more computers are added. Ring topologies arrange computers in a circular path and use token passing to control access. Star topologies connect all computers to a central hub or switch device, avoiding single point failures but losing connectivity if the central device fails.
The song "Patience" by Take That was released in 2006 as the debut single from their comeback album. The music video was filmed in Iceland and depicts the band members traveling individually on a journey, representing their journey to reform the band. Throughout the video, the camera uses various shots and angles like close-ups, establishing shots, and point-of-view shots to follow the band members' individual paths as they search for something until ultimately meeting up and performing the song together at the end.
The magazine was the most effective product according to audience feedback. The teaser trailer was intended to stand out the most to the target audience since it was the main product developed. Audiences are most likely to view movie trailers online or in theaters rather than read magazines or look at posters. The movie magazine received the most positive feedback and would likely be the most popular product on the market. It is crucial for audiences to enjoy both the main product and supplemental materials for the marketing campaign to be successful.
Unilife is an emerging leader in innovative drug delivery devices. Their Unifill syringe is the first prefilled syringe with integrated safety features, addressing the large and growing market for prefilled syringes. Unifill has significant commercial potential and Sanofi has already paid $40 million for access rights. Unilife is expanding their portfolio of customized devices to meet the needs of pharmaceutical companies and target patients for self-administration of biologics and other injectable drugs.
This document provides instructions for finding and accessing electronic resources on the English Legal System through the university library. It outlines how to search for e-books, legal cases, and journal articles using the library catalogue and databases like Westlaw and Lexis Library. It also provides tips for refining searches, such as using proximity operators, subject keywords, and limiting by subject, to retrieve fewer and more relevant results.
Objectives of international compensationWhen developing internat.docxhopeaustin33688
Objectives of international compensation
When developing international compensation policies, an MNE seeks to satisfy several objectives. First, the policy should be consistent with the overall strategy, structure and business needs of the multinational. Second, the policy must work to attract and retain staff in the areas where the MNE has the greatest needs and opportunities. Thus, the policy must be competitive and recognize factors such as incentive for foreign service, tax equalization and reimbursement for reasonable costs. Third, the policy should facilitate the transfer of international employees in the most cost-effective manner for the firm. Fourth, the policy must give due consideration to equity and ease of administration.
The international employee will also have a number of objectives that need to be achieved from the firm's compensation policy. First, the employee will expect the policy to offer financial protection in terms of benefits, social security and living costs in the foreign location. Second, the employee will expect a foreign assignment to offer opportunities for financial advancement through income and/or savings. Third, the employee will expect issues such as the cost of housing, education of children, and home leave to be addressed in the policy.
If we contrast the objectives of the MNE and the employee, we of course see the potential for many complexities and possible problems, as some of these objectives cannot be maximized on both sides. The 'war stories' about problems in international compensation that we see in HR practitioner magazines is testimony to these complexities and problems. McNulty et al. also allude to these problems in their studies of expatriation, particularly in the Asia Pacific region.16
However, if we take away the specialist jargon and allow for the international context, are the competing objectives of the firm and the employee fundamentally different from that which exists in a domestic environment? We think not. We agree with the broad thrust of an influential article by Milkovich and Bloom17 which argues that firms must rethink the traditional view that local conditions dominate international compensation strategy. This is again another application of the ongoing balancing act between global standardization and local customization. We will return to these issues at the end of the chapter after we have covered some of the technical aspects and complexities of compensation in an international context.
KEY COMPONENTS OF AN INTERNATIONAL COMPENSATION PROGRAM FOR EXPATRIATES
The area of international compensation is complex primarily because multinationals must cater to three categories of employees: PCNs, TCNs and HCNs. In this section, we discuss key components of international compensation as follows.
Base salary
The term base salary acquires a somewhat different meaning when employees go abroad. In a domestic context, base salary denotes the amount of cash compensation serving as a b.
Components Of International Compensation program For assignmentBiswasbusiness.com
Components Of International Compensation program
this is the basic knowledge for peoples.......................Improve organizational and employee productivity without increasing base pay fixed costs using incentive programs that organize improvements in employees, work unit, and organizational performance.
Increasing organizational productivity is one of the hottest current topics in executive suites. Managers know that simply paying employees more will not result in increased output and improved quality.
All employees now recognize the importance of cooperative effort and the need to improve quantity and quality of organizational output.
This document lists the key components of a full mammography system and their corresponding serial tags, including the gantry, x-ray tube, detector, generator cabinet, generator, AWS computer and monitor, lead shield and console, radiologist workstation, CAD unit if applicable, compression paddles, reciprocating grid, manuals, backup software, footswitches, calibration phantoms, and software level. It also notes tests performed including images of the ACR phantom, and recent calibration results.
The document provides information on the steps to close a short sale. It begins by defining a short sale as a property sale where the sale proceeds are less than the loan balance and requires consent from both the borrower and lender to avoid foreclosure. The first steps are to determine if the seller qualifies for a short sale by providing financial documents to prove inability to pay, and finding an experienced short sale listing agent. Key questions that need answers include how many liens are on the title and if the seller has contacted the lender about their short sale policies and procedures. The next steps are making an offer, signing a purchase contract, and going through the typical mortgage approval process where the underwriter will want to see a short
1) O documento discute verbos irregulares em inglês e fornece exemplos de verbos comuns e suas formas no passado.
2) É fornecida uma lista de mais de 50 verbos irregulares em inglês com suas formas no presente e passado.
3) Exemplos são dados para ajudar a praticar a conjugação de verbos irregulares no passado.
Diana conta seus planos para o fim de semana: ela vai trabalhar no sábado e estudar de manhã no domingo, e limpar seu quarto à tarde no domingo. Ian vai ao zoológico no domingo.
Danielle planea un viaje a Panamá. Ella se hospedará en un hotel en Panamá por $355, volará desde Omaha a Panamá por $305, y alquilará un coche por $69.75. Durante su estadía, planea nadar, broncearse, comer, y bailar. También visitará el acuario, el zoológico y la playa. Explorará el Parque Nacional de Panamá, el bosque tropical y las cuevas. La mayoría de sus actividades tendrán lugar en o cerca de la Ciudad de Panamá.
El documento habla brevemente sobre cinco temas relacionados con el cambio climático: calentamiento global, cambios climáticos, tala de árboles, océanos y glaciares.
This document introduces A&P consulting company and its relocation services. It provides information on staff members and describes the company's motto as facilitating a successful relocation by matching expectations between the company, employee, and new country. It outlines the company's approach of understanding needs through a questionnaire, guiding reasonable expectations, selecting housing options, providing pre-arrival assistance and ongoing local support to help families integrate into their new location.
- 79% of CEOs expect high or very high complexity over the next 5 years, however only 30% feel prepared, resulting in a 49% complexity gap. Standouts have a much smaller complexity gap of only 6%.
- Standouts capitalize on complexity in three ways: embracing creativity, driving change to stay ahead of markets, and breaking from industry norms through new business models and revenue streams.
- Getting closer to customers is the top priority for Standouts, cited by 88% as an area of focus over the next 5 years. Simplification of operations and products is another strategy Standouts use to better manage complexity.
The document summarizes the analysis done on magazine front covers, contents pages, double page spreads, and audience research to help design a magazine. Some key findings include that magazine covers typically have the masthead at the top and use consistent color schemes and graphics. Contents pages usually feature large photos and "lures" like quotes to entice readers. Double page spreads commonly have one page of text and one of photos. Audience research showed the target youth audience prefers genres like rap and R&B, and would be interested in ads for new technology and music.
The document provides background information on Kyoto, Japan from the Heian period (794-1185 CE) and introduces four famous temples and shrines from that era. It notes that Kyoto served as Japan's capital for over 1,000 years and became a center of Buddhist temples and Shinto shrines. One of the temples discussed is Kiyomizu-dera Temple, founded in 798 CE, which is perched on a mountainside with a wooden veranda supported by pillars without nails offering views of Kyoto. The Heian period saw the development of a form of Buddhism closer to Japanese ideas as well as the development of the kana script.
This letter discusses the findings of the LateTIME trial, which found no benefit of intracoronary delivery of bone marrow mononuclear cells (BMCs) 2-3 weeks after myocardial infarction. The letter raises several points for further consideration:
1) Patient selection may have been too broad, including those with non-anterior wall MIs and moderate, not just severe, left ventricular dysfunction.
2) The mean number of BMCs delivered may have been too low to produce benefits seen in prior studies.
3) Characteristics of myocardial damage seen on MRI, such as infarct size, could help identify subgroups more likely to benefit from cell therapies and were not reported.
There are three main network topologies: bus, ring, and star. The bus topology broadcasts messages to all connected computers but performance decreases as more computers are added. Ring topologies arrange computers in a circular path and use token passing to control access. Star topologies connect all computers to a central hub or switch device, avoiding single point failures but losing connectivity if the central device fails.
The song "Patience" by Take That was released in 2006 as the debut single from their comeback album. The music video was filmed in Iceland and depicts the band members traveling individually on a journey, representing their journey to reform the band. Throughout the video, the camera uses various shots and angles like close-ups, establishing shots, and point-of-view shots to follow the band members' individual paths as they search for something until ultimately meeting up and performing the song together at the end.
The magazine was the most effective product according to audience feedback. The teaser trailer was intended to stand out the most to the target audience since it was the main product developed. Audiences are most likely to view movie trailers online or in theaters rather than read magazines or look at posters. The movie magazine received the most positive feedback and would likely be the most popular product on the market. It is crucial for audiences to enjoy both the main product and supplemental materials for the marketing campaign to be successful.
Unilife is an emerging leader in innovative drug delivery devices. Their Unifill syringe is the first prefilled syringe with integrated safety features, addressing the large and growing market for prefilled syringes. Unifill has significant commercial potential and Sanofi has already paid $40 million for access rights. Unilife is expanding their portfolio of customized devices to meet the needs of pharmaceutical companies and target patients for self-administration of biologics and other injectable drugs.
This document provides instructions for finding and accessing electronic resources on the English Legal System through the university library. It outlines how to search for e-books, legal cases, and journal articles using the library catalogue and databases like Westlaw and Lexis Library. It also provides tips for refining searches, such as using proximity operators, subject keywords, and limiting by subject, to retrieve fewer and more relevant results.
Objectives of international compensationWhen developing internat.docxhopeaustin33688
Objectives of international compensation
When developing international compensation policies, an MNE seeks to satisfy several objectives. First, the policy should be consistent with the overall strategy, structure and business needs of the multinational. Second, the policy must work to attract and retain staff in the areas where the MNE has the greatest needs and opportunities. Thus, the policy must be competitive and recognize factors such as incentive for foreign service, tax equalization and reimbursement for reasonable costs. Third, the policy should facilitate the transfer of international employees in the most cost-effective manner for the firm. Fourth, the policy must give due consideration to equity and ease of administration.
The international employee will also have a number of objectives that need to be achieved from the firm's compensation policy. First, the employee will expect the policy to offer financial protection in terms of benefits, social security and living costs in the foreign location. Second, the employee will expect a foreign assignment to offer opportunities for financial advancement through income and/or savings. Third, the employee will expect issues such as the cost of housing, education of children, and home leave to be addressed in the policy.
If we contrast the objectives of the MNE and the employee, we of course see the potential for many complexities and possible problems, as some of these objectives cannot be maximized on both sides. The 'war stories' about problems in international compensation that we see in HR practitioner magazines is testimony to these complexities and problems. McNulty et al. also allude to these problems in their studies of expatriation, particularly in the Asia Pacific region.16
However, if we take away the specialist jargon and allow for the international context, are the competing objectives of the firm and the employee fundamentally different from that which exists in a domestic environment? We think not. We agree with the broad thrust of an influential article by Milkovich and Bloom17 which argues that firms must rethink the traditional view that local conditions dominate international compensation strategy. This is again another application of the ongoing balancing act between global standardization and local customization. We will return to these issues at the end of the chapter after we have covered some of the technical aspects and complexities of compensation in an international context.
KEY COMPONENTS OF AN INTERNATIONAL COMPENSATION PROGRAM FOR EXPATRIATES
The area of international compensation is complex primarily because multinationals must cater to three categories of employees: PCNs, TCNs and HCNs. In this section, we discuss key components of international compensation as follows.
Base salary
The term base salary acquires a somewhat different meaning when employees go abroad. In a domestic context, base salary denotes the amount of cash compensation serving as a b.
Components Of International Compensation program For assignmentBiswasbusiness.com
Components Of International Compensation program
this is the basic knowledge for peoples.......................Improve organizational and employee productivity without increasing base pay fixed costs using incentive programs that organize improvements in employees, work unit, and organizational performance.
Increasing organizational productivity is one of the hottest current topics in executive suites. Managers know that simply paying employees more will not result in increased output and improved quality.
All employees now recognize the importance of cooperative effort and the need to improve quantity and quality of organizational output.
Apple Inc. has an elaborate international human resource management system to train employees, deploy them across different countries, and assess their performance on foreign assignments. Pre-departure training covers cultural customs, language, and business etiquette of the host country. Apple recruits and selects expatriates based on their cross-cultural and interpersonal skills to reduce failure rates in foreign assignments.
This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.
This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.
American freelancers and digital nomads have more opportunities to work remotely from abroad compared to in the past. While 21% of Americans work as freelancers, only 11% of people globally do. Popular industries for American digital nomads include education, IT, and marketing. However, some countries have issues with digital nomads not obtaining the proper visas or following employment laws. In recent years, countries like Bermuda, Croatia, Malta and Estonia have started offering visa programs for digital nomads to make it easier to legally live and work remotely from their locations.
This document discusses compensation issues for international human resource managers. It covers several topics:
- The complex issues facing IHR managers related to compensation in different country contexts
- The objectives of the chapter, which are to examine compensation complexities when moving from domestic to international contexts, key compensation components, approaches, and special problem areas
- An introduction noting the dual focus of managing local compensation details while maintaining unified strategic policies
- Requirements for successful compensation including knowledge of different country laws, customs, and employment practices
- Objectives of international compensation programs that should attract and retain employees where needed
- Key components of international compensation including base salary, allowances, benefits, and considerations for different employee categories
StudsPlanet is an education consulting firm based in India. The document discusses compensation issues for international human resource managers. It covers key components of international compensation packages such as base salary, foreign service premiums, allowances for housing and education, and benefits. The two main approaches to international compensation - the going rate approach and balance sheet approach - are also outlined, along with their advantages and disadvantages. Special issues around taxation and cost of living adjustments are examined.
memo/Example 3220 memos.docMemo 1
Date:
5/3/2011
To:
VP of Human Resources
Cc:
Directors and Account Managers
From:
Fred Flintstone, HR Director
RE:
Telecommuting: An Untapped Resource
Globalization is in full swing and luckily our company is growing, both financially and geographically. Historically, our pool of candidates has been limited to the narrow field available in the immediate vicinity of our main office. To keep up with changing times we need to explore options to that will allow us to enjoy a larger pool of qualified candidates, as well as attracting and keeping those candidates. Enhancing our technology and opening our standard policies to telecommuting could give us the edge we need to stay ahead of our competitors.
Relevant Issues
Telecommuting is not a new concept. The government explored telecommuting options to conserve gas as early as the 1970s and the private sector began taking advantage of it as soon as home computers and the internet made it possible. Today, telecommuting is common place in many industries.
The newest generation of candidates and soon to be graduates have already adapted to a constant bombardment of steaming media, multitasking and all the newest technology. The brightest minds work well independently and desire the nontraditional workplace. Telecommuting opportunities will give them more flexible schedules, the ability to work on the go and the ability to work in whatever kind of environment they find most comfortable and productive. The downside to permitting our employees to work from home, or wherever, is we will lose a certain amount of control. We will have to screen candidates very carefully and develop other ways to track their productivity to assure they aren’t taking advantage of the situation.
There are multiple ways we could achieve telecommuting capabilities and before we move forward, we’ll have to investigate which option or combination of options will give us the best results at the least cost. In the long run, converting more of our staff to telecommuters will likely save us money on top of everything else.
Changing Perspective
We know our business is already successful. With that in mind, it’s hard to picture making dramatic changes to our business model and breaking from tradition. Part of the reason we’ve been successful this long is because of our ability to find solutions in unconventional ways. We shouldn’t be shutting our door to some of the best candidates because they don’t happen to live here. Allowing employees to work from home will open the pool of candidates nationally, and potentially worldwide, without us having to pay relocation costs.
We must also look at the changing generations and encourage the best results from our new hires and current employees. We already know that people learn best under varying conditions. This is true of the best work environments as well. While working standard 8 to 5 hours in the controlled environment of a trad ...
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
Utilized content from a company produced briefing along with additional research and interviews to create the Global Expatriate Questions white paper to provide added value to client and further its positioning as a thought leader.
The document discusses whether additional short-term disability insurance is needed beyond an employer-provided policy. It notes that supplementary coverage may be necessary if there is a significant gap between living expenses and the income replacement from the employer policy. Key factors to consider include estimating living expenses, maintaining long-term savings goals, and understanding preexisting condition limitations.
Northern miner sep 10, 2012 international compensationCareersinmining
The document discusses considerations around providing equal pay for similar jobs across international borders. It notes that while noble, equal pay can have unintended consequences due to differences in costs of living, taxes, and labor market conditions between countries. The document outlines three examples of pay strategies for expatriates: short term assignments may maintain home country pay; mid-term assignments may provide a mix of home and host country pay; and long term assignments typically use host country pay scales. An equitable international compensation policy requires understanding business needs and local market conditions.
Employment opportunities in the creative media sector.pptxAdam Grundy
Full-time employment offers stability but limits personal time, while part-time, temporary, and freelance jobs provide flexibility but unstable incomes. Permanent positions offer benefits but limited career growth, whereas voluntary and casual work allows experience but lack paid leave. Hourly wages only pay for time worked versus salary paying the same regardless of hours. Piecework ties pay to tasks completed. Recruiting through job centers is free but misses higher levels, while newspapers target specific industries; word of mouth provides understanding but spreads slowly, networking limits applicants, and the internet recruits widely but risks spam.
Employment opportunities in the creative media sector.pptx (2)Adam Grundy
Full-time employment offers stability but limits personal time, while part-time, temporary, and freelance jobs provide flexibility but unstable incomes. Permanent positions offer benefits but limited career growth, and hourly and piecework pay depends on hours or output completed. Recruiting through job centers is free but reaches fewer applicants, while networking targets current employees but limits applications. The internet advertises cheaply but non-targeted, and word-of-mouth spreads slowly. All contract types and recruitment methods have advantages and disadvantages depending on needs.
India is facing a demographic challenge as its large young population enters the workforce, but it has failed to provide enough manufacturing and high-skill jobs, forcing many to take low-productivity security guard jobs, squandering the potential demographic dividend; this risks political instability as youth face high unemployment and the economy struggles with low growth and a chronic trade deficit. While India once aimed to emulate East Asia's manufacturing boom that lifted many out of poverty, it has shown reluctance to undertake the economic reforms needed to rapidly create sufficient formal sector jobs.
Summarise the impact of cross-border mobility on the employee and familyTiffany Parradine, GMS
This document discusses the impact of cross-border mobility on employees and their families. It examines the impact at different stages: pre-assignment, during assignment, and repatriation. Pre-assignment, employees are optimistic about career growth but must consider family concerns like education, spouse employment, and separation from social networks. Families may choose not to relocate together. During assignment, concerns include children's education, spouse employment, social/family ties, and healthcare. Repatriation can be difficult if expectations were not met or if the family did not adjust well to the host country. The level of impact varies individually but common factors like these should be considered to help employees and families prepare for an international assignment.
Running Head INTERNATIONAL JOB ASSIGNMENTS .docxwlynn1
Running head: INTERNATIONAL JOB ASSIGNMENTS 1
INTERNATIONAL JOB ASSIGNMENTS 3
International Job Assignments
Student’s Name:
Institution Affiliation:
Date:
International job assignment
Companies around the world frequently send some of their organizational staff abroad to work with affiliates for various purposes. Employees may be sent to further their education and develop their organizational performance and management skills. In most cases, employees are sent abroad to acquire higher experiences in international trade in their respective companies. When international job assignments are expected to last for longer periods, the employee’s families may need to accompany them. Basically, sending employees for international job assignments is an investment that an organization should plan and prepare to undertake for it to be successful and can be done through training, handling reparation and compensation planning.
Training
A fundamental aspect of successful international job assignment is to provide training to the target employees. In this case the target employees are the accountant, manager and an engineer. This provides them with an opportunity to know what they should anticipate in the new location. An effective training for employees should be rigor implying thorough. For long term employee relocation, the training should be comprehensive as oppose to short term relocations on job assignments. In cases when the employee has to fully relocate together with his or her family an even greater rigorous training is imperative (Rosenbusch, Cerny II & Earnest, 2015). Training may be conducted by use of videos showing the culture of the host country, lectures on trade and organizational operations in the host nation. For even longer assignments, intensive practical and empirical training including direct interactions with people from the host country may be important for both the employee and his or her family. According to studies, international assignments are more successful when families of the target employees are included in training and in consultation (DeNisi & Sonesh, 2016). Employees on international job assignments may go through three major types of training:
Documentary training is like a classroom learning session in which the employees are taught the cultural differences between them and the people from the host nation. In this kind of training, the differences are closely examined because they can be hindrance to successful job assignments in the target location. Cultural differences can easily trigger misunderstanding and conflicts. Such aspects that differ with culture include greetings, gender interactions as well as gift issuance which are common human relations. For instance the manager, accountant and engineer would be made aware about how valuable punctuality .
This document discusses the benefits of working abroad, specifically in Canada. It outlines several key reasons for pursuing work overseas, such as better economic conditions and career opportunities, educational advancement opportunities, skills development like improving language abilities, the potential to gain dual citizenship, and greater political stability. The document encourages thorough research on target countries and employers when searching for international jobs. It provides tips for a successful overseas job search, including having a clear goal and strategy, as well as networking. Soft skills like a strong work ethic, communication abilities, teamwork skills, and problem solving are also emphasized as important for employment success abroad, especially in Canada's diverse workplaces.
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Northern miner t&c for mobile employees - jan 2013 clean
1. Overseas/paul.pittman/feb.1/2013/wc=2093
The cachet of working abroad no longer exists for children
of baby boomers.
Commentary
Mobile employees and the stay-put generation
By Paul Pittman
Special to The Northern Miner
If you manage a mining company with assets abroad, sooner or later you will have to
consider whether you are going to staff up the key positions there with local nationals or
send someone from the home office.
Earlier this year, we wrote about employee benefits for the mobile workforce (“How
to craft benefits packages for globe-trotting employees”, T.N.M., Jan. 14-20/13). Now,
we expand that discussion into the other areas that employers must consider when
transferring staff — particularly younger managers — into positions outside of Canada.
“Now let me make sure I understand this offer: you are going to send me to another
part of the world to work, cover all of my relocation expenses and pay me more than I
would earn at home . . . when do I start?” may have been the reaction in the past from a
baby boomer to an offer to go and work abroad, but don't expect the same response from
their kids.
The children of the generation that put McDonalds and Starbucks on every corner, that
helped homogenize the world, that have already been everywhere, traveling with their
parents, during their gap year or as part of their education.
The cachet of working abroad no longer exists.
Later generation’s values are different and lie in community, a safe environment, and
the raising of children close to support systems that accommodate dual parental careers.
Consequently the same relocation arrangements, compensation systems and assistance
programs that were used with their parents are not going to work.
A successful international company will have at the top, experienced management that
have lived and worked abroad, that are able to make better informed international
decisions.
Companies that try to do without this depth of experience (say by substituting foreign
assignments with travel and video conferencing) will likely see subpar performance. At
lower levels in the organization, successful organizations will need the best available
technical skills to get the job done in the most efficient and productive way and these
may only be available in another country. Using mobile talent is a requirement today at
all levels in the organization.
Globalization has narrowed cultural gaps and cost of living differences, and the
internet age has further contributed to a more globally aware workforce. In fact today,
there are very few attractions to a young family in taking on an international work
2. assignment. Media and peer pressure place enough stress on those raising young families,
without the added dynamic of foreign schooling, healthcare and social development.
For their baby-boomer parents, an international assignment was appealing because it
was well-compensated, with some inconvenience rewarded by later promotions during a
long career spent with one employer. And it provided an exciting opportunity for a family
to experience another part of the world.
Their children, on the other hand, see fewer tangible rewards coming from overseas
assignments and consider time away from the head office as career idling, especially if to
a location that they may have visited already. They also witness few companies
attempting to retain an internationally experienced workforce through well-managed
career pathing.
So the best candidates for international assignment are single? Well, if you can find
someone with the proper level of experience, of course. Or maybe empty nesters with no
elderly parents, but will they still have the energy and commitment to drive your project
in line with the demands of shareholders?
If you can't find the perfect applicant at the ends of the age spectrum what's to be
done? Here's a checklist of ideas that may be helpful when it comes time to building
experienced international bench strength:
1. Recruitment — The days of reaching out to headhunters to solve mid-level hiring
problems are disappearing. The more reputable ones are now turning away those searches
that appear too difficult, and international assignments certainly fall into that bracket. To
attract a young family, you will need to answer every single question that they have about
the location, the assignment and so on. The one-page brief traditionally given to the
recruiter is not enough.
A web-based solution, where candidates can choose you via the brand and culture that
your company promotes, is rapidly becoming the proven approach. However, don't
assume that your HR person working LinkedIn for a few hours a day will solicit the right
candidate. Whether the appointment is a single key manager or a group of skilled
workers, they are likely to be potentially high-risk for your company and you will want
the best possible candidates to minimize the risk of failure. Spending the time to discuss
the most cost-effective and productive method of recruiting mobile talent with an expert
or a recruiter that understands this trend will be worthwhile.
2. Compensation — What do we need to pay these new mobile workers? The
traditional method of compensating expatriates was developed around the assumption
that they would return to a role in the home location after the assignment and
consequently, they had to remain in the home country’s pay system. This meant a costly
and administratively cumbersome method of equalizing costs of living, housing and taxes
between home and host country.
Today, a variety of alternate approaches should be considered that, as a generalization,
reflect the likely career path of the individual following this assignment, its term and/or
the nature of the host location.
Differences in the costs of living and taxation levels have reduced with globalization.
However, they continue to exist and in some circumstances remain significant, but the
manner in which they are recognized and compensated for has changed. This might be a
modified local pay scale if the expatriate is likely to remain in the host country for some
time, it could be a fixed allowance paid in addition to salary or a single “all in” contract
3. amount with appropriate back-end incentive if the employee is not expected to remain
with the company after the assignment. Finally, if there are a number of employees in the
host location from different home locations, an international pay scale might be the right
answer.
Factored into compensation potentially, should be recognition of whether food and
lodging are provided. Host location accommodation is usually paid for the company,
particularly if the employee has a home elsewhere with its associated ongoing costs. The
style and size needs to be in keeping with peers in the expatriate and/or local community
and appropriate for family or single living.
3. Taxation — No matter how hard you might try, taxation cannot be avoided. As a
general rule, expatriates will be subject to tax, often on worldwide income in the location
in which they are resident.
Residency is complicated and professional advice needs to be sought on its
determination in the host and home countries. If the expatriates enjoy a locally
competitive salary or a contract amount, you may conclude that your employees should
be responsible for their own taxes and simply seek confirmation each year that tax returns
have been submitted (to protect your company's legal position and reputation with local
authorities).
However, if your employees remain on the home country compensation system, you
may choose to adopt a formal policy that ensures that either, they pay no more than they
would at home or one that reimburses just any excess tax (i.e. they keep the differences if
host taxes are less). Such decisions should generally flow from the career-path decisions
outlined earlier.
There could be circumstances where an employee is resident in more than one country
and — notwithstanding the type of policy adopted — may be taxed on non-cash elements
of compensation, e.g. home leave (see below), housing, relocation expense, etc.
There may be a legal obligation for the company to collect taxes in two or more
countries. A well-defined policy outlining the company's commitment regarding tax
reimbursement (if any) aligned with your career strategy and culture, needs to be
considered and communicated to the transferring employees.
We briefly discussed social security in our earlier article on employee benefits.
Contributions during employment are often regarded as a tax by employers and treated
similarly to income tax however, it must not be forgotten that contributions confer a
benefit at retirement or some other life event. Preventing employees from contributing or
placing them in a position where they cannot contribute by virtue of a payroll decision
may result in a loss of state benefits at some point in the future. Further, many foreign
country social security plans require minimum periods of contribution before any benefit
at retirement is payable, often 10 or more years. Any contributions made that do not
result in the required minimum are forfeited.
4. Benefits — We covered employee benefits for mobile employees extensively in our
earlier article and won't repeat that here other than to point out that a younger workforce
perceive employee benefits as not only providing security for some of life's challenges
but also providing lifestyle features such as massage, chiropractic, Employee Assistance
Programs, legal services and other features that will be expected to continue while on
assignment. An assignment will be more attractive to a younger mobile family if benefits
and perquisites enjoyed at home remain unchanged.
4. 5. Relocation — Travel expenses including some hotel time until local
accommodation is found or made ready, and the transportation of reasonable household
goods and personal effects will have to be provided. Possibly an allowance is needed too,
as an offset for all of the one-time costs associated with replacement of electrical
equipment, disconnection and reconnection of utilities, the replacement of licences, etc.
6. Home Leave — Ongoing, there will be the question of home leave. So many
questions crop up: How often can the employee (and family) return home each year?
What is defined as the home country? What class of travel is allowed? Is car rental
included? Is accommodation included if the employee has no retained home? Do business
trips to the home office count as home leave? Can family members travel separately? Can
family members not resident in the host location use home leave to visit? Is travel time
deducted from vacation? The answers will all need to be considered in your policy, and
preferably in advance. If people are working in hardship locations, you may also need to
consider R&R leave to a local destination.
A large organization does not succeed globally by travelling business class, staying at
the Four Seasons and using video conferencing. There is no substitute for international
experience at the top, and the best return on investment may be from using skilled
expatriates in other parts of the organization.
The supply of mobile talent is diminishing and employers will need to work harder to
attract and retain this competency. Younger people who regard work as a commodity are
far less inclined to rely on the “trust me” response that their parents accepted when
companies were in the throes of developing international assignment programs and
careers last a life time. Thoughtful, informative and exhaustive policies will need to be
available during recruitment of potential new recruits that cover not only security and
care, but also career and post-assignment opportunities.
When developing international terms and conditions for their mobile employees,
companies typically benchmark the prevalence of their program against other
organizations to determine “competitiveness”. In other words, if we do what everyone
else is doing we shall be in good company.
But this is not like domestic compensation. The international project that you are
trying to staff is more often than not crucial to your business and so developing programs
that uniquely support your strategy, and align with your culture and values will be key to
retention and attraction.
Most mobile employees tend not to job hop because of features in international
programs. Your organization's success will be measured by how it deploys talent globally
to execute key strategies ahead of its competition.
These measures include: the return from talent deployed internationally; how well
skills are matched to assignment objectives; how the competency of mobility is used and
retained; how international experience is utilized post assignment; and increasing the
speed and effectiveness of skill and technology transfer to local operations.
As international projects become more important and the supply of employees willing
to relocate diminishes, employers following these principles may help reduce risk and
improve the effective deployment of this new breed of mobile employee.
— Paul Pittman is the senior partner and founder of The Human Well
(www.thehumanwell.com), a collaborative HR consulting practice located in Oakville,
Ont., with clients globally that helps mining companies developand manage expatriate
5. programs. He previously held executive HR positions with Alcan, RJR Nabisco/Japan
Tobacco, Laidlaw and Massey-Ferguson, and was the Canadian HR practice leader for
Arthur Andersen. He has lived in the U.K., Canada and Switzerland, and managed
pension, benefit and compensation plans globally.