Professional Documents
Culture Documents
HUMAN RESOURCE
STRATEGIES
REPORT SUBMISSION
TABLE OF CONTENTS
Preface…………………………………………………………………………………..…..4
2
Culture…………………………………………………………………………………..…..5
Organizational structures for global business…………………………………………....…5.
Cultural compatibility & HR…………………………………………………………..…....8
Globally oriented culture………………………………………………………………..…..9
Globalization vs. cultural identity………………………………………………………..…11
Cross-cultural differences and HR…………………………………………………….……13
CASE STUDY- conflict resolution strategies of Canadian and Chinese executives ….......17.
CASE STUDY-German industrial enterprises………………………………………….….18
CASE STUDY- leading Chinese telecom corporation – Huawei………………………….21
Implementing global HR strategies……………………………………………………..….24
Cross-cultural competent HR…………………………………………………………..…..25
Effective HR strategies in globalization……………………………………………………26
References………………………………………………………………………………..…28
Report: culturally compatible HR strategies of TELENOR…………………………….….34
Company profile…………………………………………………………………………….35
Vision & core values of Telenor………………………………………………………...….36
Organizational structure……………………………………………………………….....…37
HR department of Telenor……………………………………………………………….…37
Global presence…………………………………………………………………………….38
Cultural compatibility in Telenor…………………………………………………………..40
Culturally compatible HR strategies of Telenor……………………………………………46
Challenges………………………………………………………………………………….48
Conclusions…………………………………………………………………………………49
Comments……………………………………………………………………………….….49
Recommendations…………………………………………………………………………..50
Our visit………………………………………………………………………………….…51
PREFACE
3
This report reviews the Human Resource Management (HRM) of
Telenor, the second largest telecom company in Pakistan. We give a
brief history of the company and tell about the corporate human
resource of Telenor primarily in Pakistan. It put light on the
culturally compatible HR strategies of the organization around the
globe. Telenor is a multinational company that has set up its
operations in Europe and Asia. This report puts light on the
specific Hr strategies, policies and practices of Telenor that
makes it culturally compatible in different nations. We start our
consideration with the theoretical knowledge of culturally
compatible HR strategies giving some real life case studies of
leading multinational & transnational organizations. In the end we
conclude with our recommendations for global organizations.
CULTURE
“Culture is the customs and civilization of a particular people or group”
CULTURAL COMPATIBILITY
“It is the capability of different cultures to live together harmoniously.”
When an organization goes global and sets up its operations in some other
country, it faces a totally different culture of that particular location. This
local culture is their in the attitudes, work styles, demands and perceptions
4
of the local human resource. A globalizing organization thus has to make its
home culture compatible with the local culture in order to survive in the local
market. The new transnational environment requires a plethora of individuals
who can work internationally – who are ultimately flexible, accommodating,
and adaptable to different cultures and varying ways of doing things. Those
organizations who effectively pursue culturally compatible HR strategies
actually achieve success in long-run.
HR STRATEGY:
Domestic exporters just have to rely on the sales staff of local area;
therefore they adjust the HR policies regarding the pay scales, skills
required and evaluation for sales personnel only.
5
are in other countries. Products are made to fit local markets i.e.
financial firms, General Motors etc
HR STRATEGY:
HR STRATEGY:
Franchisers are just like multinational firms with the only difference
that multinationals create the whole separate set up for all national
campuses while the franchisers follow the strict policies and strategies
of HR being pre-set by the home base. However franchises may carry
out specific HR plans as per the local cultural adjustments but within a
restricted provision of base.
HR STRATEGY:
6
CULTURAL COMPATIBILITY AND HUMAN RESOURCE
MANAGEMENT
7
Human resources or, as some would call it, human capital, is becoming the
most important asset for most organizations in the world. As the New
Economy pervades in the world’s communities and organizations, it becomes
necessary to study and pay close attention to the impact of Globalization and
Technology in shaping today’s strategy for managing culturally diverse
human resources.
The challenge for Human Resource leaders is really to understand the role
of Human Resource Management in an organization competing in a global
business environment and effectively define the critical issues and
responses necessary in implementing a strategic Human Resource Program.
8
and Finland. According to Moore, what these 10 countries have in
common is their size. While they are not dominant powers in their
geographic regions, they are considered significant players on the
international stage. These middle-economy countries face the everyday
reality that they are not the most important culture in their region and
thus they find themselves constantly negotiating between their own
culture and identity and that of surrounding dominant cultures. In
order to be successful, individuals growing up in mid-sized countries
learn to embrace multiple ways of looking at the world. They grow up
with a duality (or plurality) that obliges them to work effectively with
their neighbors. It is this ability to be “all things to all people” that
helps such individuals to be successful in a global context. “When
working on global teams or in other countries, the ability to think
outside your own culture and see an issue through the eyes of another
is critical to success” (Moore 2003)
In the field of psychology considerable work has been conducted on
people’s sensitivity to intercultural issues and their ability to adapt to
other cultures and different ways of doing things. Some organizations
have moved to personality testing to better ascertain the likelihood of
success of individuals working in an international environment.
9
A polycentric mindset is one that adapts and assimilates to the values,
attitudes and beliefs of another culture. Because they are highly attuned to
the conditions and expectations of other cultures, polycentric individuals can
play the role of empathetic “advisors,” effective at bridging the gap and
transferring knowledge between the local environment and corporate. The
danger with the polycentric mindset is the tendency to “go native”,
sometimes to the detriment of the organization’s objectives.
It is fair to say that the impact of globalization in the cultural sphere has,
most generally, been viewed in a pessimistic light. Typically, it has been
10
associated with the destruction of cultural identities, victims of the
accelerating encroachment of a homogenized, westernized, consumer
culture. This view, the constituency for which extends from (some)
academics to anti-globalization activists (Shepard and Hayduk 2002), tends
to interpret globalization as a seamless extension of – indeed, as a
euphemism for – western cultural imperialism.
11
conflicting trends of globalization and identity.’ For Castells, the primary
opposition to the power of globalization lies in ‘the widespread surge of
powerful expressions of collective identity that challenge globalization on
behalf of cultural singularity and people’s control over their lives and
environment’ (1997: 2). Far from being the fragile flower that globalization
tramples, identity is seen here as the up surging power of local culture that
offers resistance to the centrifugal force of capitalist globalization. The
impact of globalization thus becomes, more plausibly, a matter of the
interplay of an institutional-technological impetus towards globality with
counterpoised localizing forces. The drive towards globality combines logic
of capitalist expansion with the rapid development of deterritorializing
media and communications technologies. But this drive is opposed by various
processes and practices expressing different orders of ‘locality’.
GLOBAL-LOCAL CULTURAL STRATEGY OF HR
“We want one solution for the world rather than 54 country solutions. We
optimize at the company rather than the country level.”
12
CROSS-CULTURAL DIFFERENCES AND HR
A growing body of research has emerged over the past decade looking at
cross-cultural differences in negotiation style [Fisher 1980; Tung 1984].
These studies conclude that people of different cultures use significantly
different negotiation approaches. These different approaches include:
communication styles used
Persuasion strategies employed
Protocols followed.
CROSS_CULTURAL CONFLICTS:
13
There is no consensus on whether decision makers extend their domestic
negotiation styles to negotiating with cross-cultural partners. Managers may
assume different negotiation styles with parties of another culture to seek
greater cooperation [Graham 1985].
14
COLLECTIVISM/INDIVIDUALISM
The differences between the Chinese and North American culture are well
documented.
COLLECTIVISM:
HR STRATEGIES
15
In two-person, buyer-seller simulations, it is more effective to use
competitive (domineering) strategies to negotiate with Chinese.
avoid open conflict, and when a conflict emerges, it must be resolved in
inner circles before it becomes serious enough to justify public
involvement.
avoid potential conflicts and smooth over issues.
use delaying tactics
use more obliging and avoiding conflict resolution styles
maintain relations as key motivators in their negotiation strategy
INDIVIDUALISM:
The North American culture is individualistic and of "low context”
Individualism emphasizes individual rights and independence.
American negotiators tend to be authoritative, autocratic and in a
hurry to make a deal
American executives are less dichotomizing
less decisive
American executives emphasize personal motivations (Self-Esteem,
Position In Company) or situational explanations as key motivators
HR STRATEGIES
in two-person, buyer-seller simulations, it is more effective to use
problem-solving integrative strategies to negotiate with Americans
use less obliging and avoiding conflict resolution styles
show more concern for goal achievement
individuals be responsible for all decisions by themselves.
Turning to superiors for instruction on ordinary conflicts, particularly
task-related conflicts could signal incompetence at one's level of
responsibility
16
CASE STUDY: CONFLICT RESOLUTION STRATEGIES OF
CANADIAN AND CHINESE EXECUTIVES
Executives from two cultures-Canadian and People's Republic of China (PRC)-
were asked to respond to conflict in the context of a joint project
negotiation scenario. They responded under two conditions-when the
potential partner firm was from their own culture and when the firm was
from the other culture. Each executive evaluated potential partner firms
that would likely cause two different types of conflicts- "person" related
and "task" related-using in-basket decision scenarios.
CONCLUSION
This study confirms that home culture orientation (collectivism versus
individualism) affects executives' responses to conflicts. Executives from
countries which differ in this cultural dimension tend to adopt different
strategies to resolve conflict, develop different expectations about possible
outcomes, and be motivated by different causes.
17
Canada used the same conflict resolution strategy and were motivated by
the same underlying factors regardless of the culture of the potential
partner. While this may put international negotiators somewhat at ease, by
lending support to the globalization of business norms, the finding may be
situation specific.
18
“Do you have worldwide HR policies, that is, policies that apply to all
employees regardless of location?”
GLOBAL INTEGRATION :
Henkel sees itself as a leader in human resource policy, both within and
beyond its own areas of business, one which brings about more equality of
treatment and fairness, so that qualified executives can commit themselves
to the company and participate in its success.
19
FOUR ALTERNATIVES FOR A CROSS BORDER STRATEGY
Local Adaptation:
1) International Strategy:
Appropriate when there is little foreign business – knowledge
transfer from the center of headquarters.
Coordination costs are low.
2) Multinational Strategy:
Affiliates are autonomous and local adapted.
Cross-border advantages of standardization and learning are
low.
Coordination-costs are lowest.
Global Integration:
3) Global Strategy:
Advantages of standardization of policies and practices.
Strong centralism.
Lack of local responsiveness causes disadvantages.
National segmented markets, cultures, policies set barriers
Coordination costs are high.
4) Transnational Strategy:
Uses advantages form globalization, localization and cross-
border learning simultaneously.
Coordination costs are highest.(see Bartlett /Ghoshal 1998)
CONCLUSION
In recent years, many of the largest German companies have completed the
change towards a transnational strategy for senior management: Worldwide
guidelines with enough flexibility to adjust to local situations, a global “as
far as possible” with local responsiveness and interpretation of criteria, as
well as a network of systems development contributing to global integration
20
(see fig). The drivers of this transformation are adjusted company
strategies and structures, the lack of qualified senior executives for global
competition and the fact that managers have staff in many countries.
Additional impetus has come about by a change in the expectations of
executive managers and their desire for equality of treatment.
The consequences: changes in the expectations placed on senior management
– broader and greater international experience and the dissolution of
traditional centers of power, which the headquarters had offered
previously.
21
over 100 countries and over 1 billion users. It is now employing over
60,000 employees, 48% of whom working in R&D.
BUSINESS STRATEGY:
Innovation
High quality
Low cost
Excellent customer service
GLOBALIZATION STRATEGY:
Less developed countries first, then developed countries
Occupy market first (loss-making) then make profit through
maintenance and upgrades
HR STRATEGY:
Deployment of Chinese expatriate to set up operations first
Localization to overcome language and cultural problems, also to show
commitment to local economy and observation to local labour law –
deployment of social capital
HR challenges:
The Hr challenges faced by HW include the retention problem due to
lower pay than western companies. Another challenge being identified was
the low competence of local employees in poor countries (low literacy and
project management skills). There were also cultural differences in work
values of other countries. HW faced many cross-cultural issues between
Chinese expatriates & local employees. And there was lack of
identification of local employees with HW’s corporate culture or HW as
their employer.
22
HW’s adopted HR strategies:
HW promotes local employees to ranks which they will not get in western
companies. They introduce local practices to suit local employees (e.g.
bank loan guarantee letters). They carry out cross-cultural team building
through social events. They also adopt the strategy of sending key local
employees to HW’s HQ for training and development. HW does the
deployment of locals as deputy managers to look after personnel issues
because the locals know the people-related issues well. Hw believes in
learning by doing in developing HR practices to suit local needs, e.g.
borrow western companies’ good HR practices. In addition to the practical
strategies being adopted by HW, they deploy emotional intelligence in
understanding local employees needs and provide support as well.
CONCLUSIONS
HW’s HR strategy is characterised with high-performance work system
and paternalism typical of oriental culture. Creation and mobilization of
social capital of employees plays an important role in supporting HW’s
global business strategy. Mobilizing political capital is crucial for Chinese
organizations to develop international markets, esp. in emerging economies
CULTURAL MISALIGNMENT
In many cases cultural misalignments are a byproduct of major organizational
change initiatives, such as total quality management, employee involvement or
reengineering. Each of these initiatives typically requires some cultural
adjustment to be effective, even though they all seem to have similar goals,
such as treating employees as critical assets, focusing on customer
satisfaction and delegating authority broadly. Even when the optimal culture
for supporting these initiatives has been identified and agreed to, the
difficulties associated with making adjustments to the current culture must
still be dealt with.
23
IMPLEMENTING GLOBAL HR STRATEGIES
24
world business is going global; the question raised in this article is how to
create human systems capable of implementing transnational business
strategies. Based on their research, the authors support the conclusion of
the recent 21st Century Report that of executives who perceive their
international operations as shelves for second-rate managers are unsuited
for the CEO Job in the year 2000, or indeed any managerial job today.
CROSS-CULTURAL COMPETENT HR
Transnational managers must learn about many foreign cultures'
perspectives, tastes, trends, technologies, and approaches to
conducting business.
Unlike their predecessors, they do not focus on becoming an expert on
one particular culture.
Transnational managers must be skillful at working with people from
many cultures simultaneously. They no longer have the luxury of dealing
with each country's issues on a separate, and therefore sequential,
basis.
Similar to prior expatriates, transnational managers must be able to
adapt to living in other cultures. Yet, unlike their predecessors,
transnational managers need cross-cultural skills on a daily basis,
throughout their career, not just during foreign assignments, but also
on regular multi country business trips and in daily interaction with
foreign colleagues and clients worldwide.
Transnational managers interact with foreign colleagues as equals,
rather than from within clearly defined hierarchies of structural or
cultural dominance and subordination. Thus, not only do the variety and
frequency of cross-cultural interaction increase with globalization, but
also the very nature of cross-cultural interaction changes
25
EFFECTIVE HR STRATEGIES IN
GLOBALIZATION
26
INCORPORATING GLOBAL KNOWLEDGE
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33
REPORT
ON
CULTURALLY COMPATIBLE
“We believe growth comes from truly understanding the needs of people
to drive relevant change”
34
COMPANY PROFILE
Telenor Group
Telenor Pakistan
Telenor Pakistan launched its operations in March 2005 as the single largest
direct European investment in Pakistan, setting precedence for further
foreign investments in the telecom sector. The company has crossed many
milestones and grown in a number of directions, making Telenor Pakistan a
leading telecom operator of the country.
Telenor is the fastest growing mobile network in the country, with coverage
reaching deep into many of the remotest areas of Pakistan. In the most
difficult terrains of the country, from the hilly northern areas to the
sprawling deserts in the south, at times Telenor is the only operator
connecting the previously unconnected.
35
VISION OF TELENOR
Make it Easy
We are practical. We don't complicate things. Everything we produce should
be easy to understand and use. Because we never forget we're trying to
make customers' lives easier.
Keep Promises
Everything we set out to do should work, or if it doesn't, we're here to help.
We're about delivery, not over promising, actions not words.
Be Inspiring
We are creative. We strive to bring energy to the things we do. Everything
we produce should look good, modern and fresh. We are passionate about our
business and customers.
Be Respectful
We acknowledge and respect local cultures. We do not impose one formula
worldwide. We want to be a part of local communities wherever we operate.
We believe loyalty has to be earned.
36
STRUCTURE OF THE ORGANIZATION
MANAGER
ASSISTANT
MANAGER
EXECUTIVE
►Current VC (Vice
INTERNEES
President)
37
HUMAN RESOURCE of TELENOR
is Ms. Nayab Baig
GLOBAL PRESENCE
Europe
Norway
Denmark
Sweden
Finland
Services: Broadband, TV
Companies: Canal Digital
38
Hungary
Montenegro
Services: Mobile
Companies: Promonte
Serbia
Ukraine
Services: Mobile
Companies: Kyivstar
Russia
Services: Mobile
Companies: VimpelCom
Asia
Pakistan
39
Services: Mobile
Companies: Telenor Pakistan
Bangladesh
Services: Mobile
Companies: Grameenphone
Thailand
Services: Mobile
Companies: dtac
Malaysia
Services: Mobile
Companies: DiGi
The best way to see the cultural differences depicting in the work,
performance, perceptions, attitudes, behaviors and even statements of HR
of different nations, is to observe the views given by themselves in their
interviews. Following is such an interview that was taken by two employees of
Telenor relating to two different cultures and two different nations.
I am responsible for the sales in the central region of Malaysia, which is the area around Kuala
Lumpur. This region accounts for 50 percent of the total sales in Malaysia. There are
approximately 6000 dealers nationwide. I need to make sure that all our 3000 dealers have
enough supplies, that we reach our sales targets and that our brand has a prominent position in
the sales outlets. I have weekly meetings with my sales staff to maintain the overview and keep
myself updated on new telecom product launches and promotion efforts. I also am required travel
to the other regions to get new impulses and see what our competitors are doing.
Before, I worked for a telecom company that had a really strict hierarchy and too many rules and
regulations for my taste. So I wanted to find a new job in the telecom industry. I had heard a lot
of positive things about Telenor, so when my current position became available – I applied and got
the job
It is fruitful to work with many skilled people and help them to reach their goals. In addition,
when good ideas are developed into strategies, it is very interesting and challenging to execute it
and see how it progresses. Moreover, there are no barriers in DiGi as you get to voice out your
opinions and all suggestions are taken into account before plans are being formulated
It is a great atmosphere here, and our facilities are open and modern. We are given the flexibility
to work where we like, and manage our own time
Q: If you should choose one word to describe Telenor, what would it be?
Dynamic! This is a very dynamic company. We find solutions quickly to problems that arise. Unlike
other companies in which policies are set, plans are derived and execution is expected. In Telenor,
we get to set our own strategies.
41
Q: Can you describe a special event that you especially enjoyed?
We had a prepaid registration drive last 2 years and my team had to patrol all dealers outlet in
Central region at the last minute before midnight to ensure we registered as many subs as
possible. The next morning, had a breakfast meeting with Johan (CEO) and committee for an
update session and planned on further action to execute. It was a truly remarkable experience as
I got to work with people of all levels to complete a simple yet important task
This is my first position in Telenor, which I have had for three and a half years now. Time passes
really fast, and I feel that my career is developing rapidly, especially due to the several
development programs I get access to through Telenor. I find that the financial workshops and
leadership sessions I have attended enables me to perform better in my job.
I like the responsibility and the challenges being a manager, so I would like to develop myself
further as a leader and take on bigger tasks in the future
I like to spend time with my wife and children. We often go on longer trips in the weekends to go
shopping, try new food and relax on the beach. Penang Island is one of our favorite locations.
My hobby is to collect recyclable paper bags from grocery stores. The diversity fascinates me.
They come in all shapes and colors. I have several hundreds paper bag at home, from all over the
world. My wife is not too happy about that, though…
I work with internal communication – in short, that means I am part of the team that provides
employees with the information they need in their daily work as well as news about the company.
Currently, I am part of the editorial team in the Group Communications department in Norway.
Previously I worked as head of the internal communications staff in Serbia. Group
Communications at Telenor ASA felt that it would be useful to get different views on internal
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communication based on my experience of working for a Telenor operating company in another
country. So, here I am in Norway. This is an exciting opportunity for me and the recognition is
important. At the same time, I am pleased to see that people in Telenor are aware of the
differences that exist across a big international company and are ready to listen and learn more.
The job I have now does not differ much from the one I had before. Just as in Serbia, we start
the day summing up recent events and news stories. Then, we plan forthcoming activities. I still
write articles and stories for our intranet portal, which is something I enjoy doing. Besides that,
I am involved in the development of the new intranet, which will be used by tens of thousands of
employees worldwide. Being even a small piece of the puzzle in a complex project like that is
exciting.
I used to work for Mobtel, the Serbian telecommunications provider acquired by Telenor in 2006.
It was a change for me suddenly to be a part of an international telecommunications group. The
way we do business now is quite unlike my previous experience. But it has certainly changed for
the better. We were used to a strict – well, old-fashioned hierarchy. That is not what it is like at
Telenor. It does not matter whether you are a manager or not - everyone sits side by side in the
office. That is quite unusual for Serbian companies.
I have been in the telecommunications sector for over 10 years now, and tried several interesting
jobs. My first position with Telenor was also my first role as a manager and an important
opportunity for me. The job I was doing there brought me to Norway, where I now have the
chance to continue working within my profession and at the same time learn how things look and
work from a different perspective.
Internal communications is a new profession in Serbia, so I was fortunate to have the opportunity
to be one of the pioneers and set the standards. During a recent Public Relations conference in
Belgrade, I held a presentation in front of a wide audience about internal communications
When I started to work with Telenor in Serbia, we had just moved into a new building, located in
the new part of Belgrade. Our Belgrade offices have a cool, modern design. Everyone enjoyed the
benefits that make it an attractive place to work, such as free refreshments and massage chairs.
Now, I know the concept is the same here, in Norway. The Telenor headquarters – just outside
Oslo - at Fornebu, has an incredible position just by the sea. The view over the fjord is different
from the grey urban landscapes I was used to. I also admire the Telenor art collection, both here
and in Belgrade.
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Colleagues are the most important part of any work environment. I miss my colleagues in Serbia,
our discussions about work, but also the time we spent together out of the office. Still, I am
forming new friendships and getting to know new people in Norway. Although there is a similar
work culture across Telenor, there are differences in our native cultures that make working
together interesting, sometimes challenging, but certainly enriching for all of us. Working and
living in another country and a new environment, enables me to develop not only professionally, but
also as a person.
Q: If you had to choose one word to describe Telenor, what would it be?
Actually, I would choose two important words: freedom and responsibility. At Telenor, you are
given the necessary tools to do your job, but you are not told how to perform your tasks. For
instance I have flexible working hours, and can take my laptop down to the lake during the
summer to enjoy the sun while I am working. We have a lot of freedom - as long as you produce
the results. I really value this freedom.
Q: Can you describe a special event at work that you particularly enjoyed?
I was part of the committee responsible for planning and organizing our one-year anniversary in
Serbia in 2007. It was a big event with activities for both employees with families, as well as
external partners and others interested in celebrating this milestone. We had an outdoor party
with a live DJ, puppet theatre for the children, sports activities, and a lot more. It was a great
success! Everyone loved it.
I want to develop my career with Telenor further, and strengthen my internal communications and
branding competence. I was tempted to explore international opportunities and I still am. It
really exposes you to new ideas and viewpoints and helps to open your mind to new ways of doing
things
I like to be active and I enjoy sports. Rollerblading and skiing are my favourites, so I really look
forward to the skiing season in Norway. I also love the gym and I often go to the one at Fornebu –
as an employee here I have almost free access. The gym is located at the offices, which is very
convenient.
OBSERVED DIFFERENCES
The difference in the statements of the two is quite obvious; one is a woman
other is a man. Another difference is that they work in two different
cultures of nations. It is a fact that cultural differences make difference to
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the HR practices. It isn’t necessary that what is valuable to one culture man
is also valuable to other culture’s man.
The lady got promoted due to her learning and the man got promoted
through workshops.
The lady has the professional goal to work internationally while the
man wants to move vertically upward to managerial posts.
The typical European lady is very sporty while the man is truly Asian
and want to spend spare time with his family
The lady loves recreational activities at work while the man enjoys
work related activities.
OBSERVED SIMILARITIES
In short the cultural differences are quite obvious through their priorities,
likings and dislikings. However the company based ideas are completely same
like
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Both have described their work environment as free, respect giving as
well as responsible.
RECRUITMENT:
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whereas in western set ups Telenor has mostly graduates in job
positions.
Telenor hires young and talented people more as compared to
experienced elderly in Asian countries. It is due to the fact that the
creativity and freshness required by service sector like Telenor is
found in only young talents in Asia. The middle aged people in Asian
countries are less enthusiastic and fresh. However people in western
countries remain enthusiastic and fresh for a relatively longer period
of time. 80% of Telenor’s staff is young blood.
GENERAL SET-UP
TRAINING
JOB DUTIES
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Telenor is carrying out equal and uniform strategies everywhere. Its
job duties and their requirements are same. It offers flexible work
hours to all employees in its customer’s service call centers. There is no
discrimination on gender base in Telenor.
The reward system is same everywhere. Everyone is rewarded on good
performance in monetary units as well as recognition and applaud.
All employees working in Telenor along with their family members are
medically insured. They can get up to 10 lakhs on medical treatment.
Owing to the more health problems among aged in Asian countries,
Telenor prefers to retain young and healthy employees. In western
countries mostly young people are medically tested for maladies.
There are no pension plans in Telenor. There are provident funds
provided in Telenor.
CULTURAL COMPATIBILITY
CONFLICT RESOLUTION
CHALLENGES
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Telenor face many challenges with the ever growing need of competent
Human Resource. It is really hard to hire and retain the best people
especially around the globe. The global companies face many challenges
regarding the cultural identity of respective nations. They have to adjust
culturally to the environment of respective countries. And when even hiring
the HR staff of that very country, the organization is exposed to many
challenges to make them perform at their best.
CONCLUSION
COMMENTS
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preference. We will not seek to deny the obvious power of globalized
capitalism to distribute and promote its cultural goods in every corner. Nor
will we take up the argument now very commonly made by critics of the
cultural imperialism thesis that a deeper cultural impact cannot be easily
inferred from the presence of such goods. What we will try to comment is
something more specific: that cultural identity, properly understood, is much
more the product of globalization than its victim.
RECOMMENDATIONS
We as students of HRM can just recommend global companies (in this case
Telenor also) within the sphere of our knowledge, exposure and literature
survey. WE recommend that:-
A worldwide audit of IHR (International Human Resource) programs
and plans should be conducted at least every three years as a matter
of course. While guidelines and an approval process help management
navigate through obvious change, subtle changes within the company,
local market practice, legislation, and employee demographics can erode
programs’ effectiveness over time. Multinational pools are particularly
subject to degrading without continuous corporate sponsorship and
should also be re-evaluated periodically.
Each organization must decide whether it has the right people in the
right places to make the changes, whether these people have been
adequately trained, given the necessary resources and focused on the
right objectives, and whether they believe they will be rewarded for
their contributions. HR strategy must be consistent with the needs of
the organization, and its component strategies must provide alignment
with the organization's objectives.
Human resource strategies can be powerful tools for signaling cultural
change and reinforcing those changes once they are made. Who is
hired and retained, how people are paid, and what behaviors are
deemed desirable all send strong messages about the desired culture.
The potential of HR strategies and programs for shaping organizational
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culture cannot be overestimated. For HR strategy to realize its full
potential, the organization must first determine what its culture is and
what it should be. Then the organization can create a plan for aligning
culture with its mission and environmental or contextual realities by
managing the culture from what it is to what it should be.
We wish a very best of luck to TELENOR. May it progress and achieve its
desired goals. (AMEEN)
OUR VISIT
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