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International
Human Resources
Management

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

TALENT ARBITRAGE
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ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES
AS A FACTOR.
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Role of HR in Value Creation
1. Ensure that there exists a positive facilitative and encouraging climate for
the value creation process.
2. Ensure through programs, systems & process that Talent Acquisition,
People Alignment, People Engagement & People Measurement Systems
creates and enhances Enterprise Value.
Climate
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TALENT MARKETING
VALUE PROPOSITION SEGMENTATION
CONSTANT FOCUS ON MARKET
DELIVERY OF VALUE PROPOSITIONS .. PRODUCT ATTRITION
DIFFERENTIATORS FOR GLOBAL CORPORATE
Diversity
Culture
Value
Socio Economic Realities
Knowledge vs Learning Orientation
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Leadership Styles
Competencies
Quality Of Work Life
Rewards
Opportunities For Growth
Company Practices
DIFFERENTIATED ENGAGEMENT DRIVERS:
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CONCERNS FOR GLOBAL CORPORATES:
Local vs global practices
Culture and operating beliefs
Laws and Societal Values
Forms of Governments
Workforce characteristics
Business Strategy and Conditions
Management Philosophy
Labour Market Unions
Task Technology

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WAY FORWARD SOLUTIONS :
Driving common Mission, Vision and Values
Common Practices
Management through Knowledge Transfer and Best Practices
Ongoing Interactions and Summits
Defining a common Manifesto and growth.
Business Strategy and Conditions

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2 : INTERNATIONAL RECRUITMENT AND SELECTION
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ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY

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MANPOWER ARCHITECTURE:
Present and future shifting nature
Tooth to tail ratio
Outsourcing Alternatives
Systems options

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IDENTIFYING ORGANISATIONS UNIQUE VALUE PROPOSITION
National And International
TALENT MARKET SEGMENTATION
INSIGHTS
EMPLOYER BRAND POSITIONING

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Thinking - Seasoned Judgment
Strategic Management
Leadership
Interpersonal skills
Communication
Self Management
Depth and Breadth of Technical and Functional Skills
Resource Management

COMPETENCY CLARITY
Thinking - Seasoned Judgment
Strategic Management
Leadership
Interpersonal skills
Communication
Self Management
Depth and Breadth of Technical and Functional Skills
Resource Management

COMPETENCY CLARITY
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SEGMENT -WISE SOURCING PLAN
IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES
TOTAL REWARD OFFERINGS


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INTERNATIONAL COMPENSATION PLANNING
Need For Structured Model And Program
COLI
Housing As A Factor
Education As A Factor
Health / Medical Plan And Insurances.
Hardship Locations Social Security Systems
Conveyances
Returns Trips
Taxation
Repatriation

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INTERNATIONAL ASSESSMENT IDENTIFYING METHODS
INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS
PSYCHO METRICS AND CULTURAL IMPLICATIONS
DESIGNING ASSESSMENT CENTRES
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ONBOARDING AND ENCULTURIZING
On Boarding
..building sustainable talent advantage
through Alignment and creating organisation
value
Enculturisation
Socialisation
Orientation
Induction
Assimilation
30 days before Joining date
10 days before
Joining date
First week of Joining
1 month post Joining
2/3 months post Joining
Enculturisation
Orientation
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PLACEMENT AND HAND HOLDING
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Competition
Equal Opportunities
Laws and Ratios
Protections
Transfer Abilities
Visas and Work Permits
Religious Implications

LAWS OF LAND


Competition
Equal Opportunities
Laws and Ratios
Protections
Transfer Abilities
Visas and Work Permits
Religious Implications

LAWS OF LAND

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3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL
TEAMS
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ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS
KNOWLEDGE
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COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY
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DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO
CAREER GROWTH
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LINKING COMPETENCIES TO CAREER LADDERS
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Internal / external assessment
Interview / performance anchored
Performance / potential bases


ASSEMENT FOR DEVELOPMENT:

Internal / external assessment
Interview / performance anchored
Performance / potential bases


ASSEMENT FOR DEVELOPMENT:

ASSEMENT FOR DEVELOPMENT:

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KEY TALENT ACCOUNT MANAGEMENT
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4: MANAGING GLOBALLY DIVERSE WORKFORCE
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WHY TEAMS HAVING COMMON OBJECTIVES,
COMMON GOALS AND A COMMON VISION NEED DIVERSITY

Diversity vs divergent
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RANGE OF DIVERSITY AT NATIONAL LEVELS:
Gender diversity
Religion
Regional
Local
Ideological
Food habits
Rural vs Urban
Linguistic
Economic
Perspective
Tolerance

vs

Jingoism
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Understanding society
Understanding styles
Food habits
Transactional Behaviors
Understanding cultures
Practices
Values, Beliefs and Rituals

INTERNATIONAL DIVERSITY AND ITS DIMENSIONS
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Identifying domains of negotiations
Domains of non negotiation
Developing Transaction sensitivity to acknowledge and accept the divergence.


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BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECT
Influencing Performance Management in an organisation.
Influencing Rewards and Compensation
Influencing growth and careers
Influencing training and development
Influencing work life balance
Influencing level of commitment
Influencing Leadership Models and Styles



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5 : HUMAN RESOURCES ISSUES IN
CROSS BORDER MERGERS AND
ACQUISITIONS
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HR at the table!

Ensuring M&A success
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Respondents to the 2006 Current State of M&A Integration survey
Source: MERGERS & ACQUISITIONS By Timothy J. Galpin
During a recent acquisition, we thought that because they were in the same
industry and had grown along the pathway we had grown that our cultures
would be the same. When we started working on integration, the only two
things we had in common were that we sold things to customers and
expected to be paid
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Defining..
HOW THINGS GET DONE AROUND HERE
Organization Culture is a collective set of patterns observed
through individual and group behaviors indicating how
work gets done in the value creation process
.the how of engaging people in the process of Value Creation
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Cultural Integration is about .

Adopting a common set of beliefs and terms of ENGAGEMENT that explains the
cultural environment in which the value creation process is incubated by the enterprise.



Cultural Integration is not about..

Replicating the acquiring companys systems and practices in the acquired Company
Forging a common way of doing things by COPYING policies and practices
Insensitive imposition of artifacts and external manifestations of culture
Imposing or merely replicating policies, slogans, brands

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The typical Merger and Acquisition deal never realizes full benefits of its intended
financial and strategic impact.

While M&As can fail for a number of reasons, 70% failures are due to the
people side of the deal which occurs as a result of the change dynamics created
by the merger
Harvard Business Review
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6: EMERGING TRENDS IN EMPLOYEE RELATIONS
AND EMPLOYEE INVOLVEMENT
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TRADE UNION AND ROLE
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CHANGING BUSINESS ENVIRONMENT AND DIMINISHING
REPRESENTATIVE ROLE
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FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION
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INDUSTRIAL RELATIONS VS DISPUTES
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WHAT GOES INTO RELATIONS?
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BLUE COLLARED VS WHITE COLLARED
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UNION OF COMPARISION AND WAGE LEVELS
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UNION AND JOB FLEXIBILITY AND SKILL FORMATION
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UNION AND COLLECTIVE BARGAINING PROCESS
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UNION AND EMPLOYEMENT SECURITY
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STRONG UNIONS WITH DEFINED PROCESSES
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COMPLIANCE ORIENTED INDUSTRIAL RELATIONS
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INTEGRATION RELATED EMPLOYEE RELATION ISSUES
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GRIEVIANCES / DISCIPLINE / CODE OF CONDUCT
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PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT