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International

Human Resources
Management
(Pune, August 08, 2009)

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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


Proactive Management Actions which generate enhances sustainable value
for its stakeholders than what existed before – by adding either to its
for its stakeholders than what existed before – by adding either to its
capabilities or gainig competitive market dvantage , enhances portfolio,
capabilities or gainig competitive market dvantage , enhances portfolio,
advances technological know –how , introduction of new management
advances technological know –how , introduction of new management
processes and practices or by Adding to its corporate management and
processes and practices or by Adding to its corporate management and
Governance processes.
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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A
Ta uis
cq

le itio
ent

nt n
e
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Me Peopl
asu
Climate
Al Peo
ig p
nm le
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ge m e nt
Enga

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.

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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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DIFFERENTIATED ENGAGEMENT DRIVERS:

• Leadership Styles

• Competencies

• Quality Of Work Life

• Rewards

• Opportunities For Growth

• Company Practices

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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 ORGANISATION’S UNIQUE VALUE PROPOSITION –

National And International

 TALENT MARKET SEGMENTATION

 INSIGHTS

 EMPLOYER BRAND POSITIONING

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COMPETENCY CLARITY

•Thinking - Seasoned Judgment

• Strategic Management

• Leadership

• Interpersonal skills

• Communication

• Self Management

• Depth and Breadth of Technical and Functional Skills

• Resource Management

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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

2/3 months post Joining 30 days before Joining date

Enculturisation Socialisation
Enculturisation Socialisation

“On Boarding”…
“On Boarding”…
..building sustainable talent advantage Orientation
..building sustainable talent organisation
advantage Orientation
through Alignment and creating
Assimilation through Alignmentvalue
and creating organisation
Assimilation value 10 days before
1 month post Joining Joining date

Induction
Induction
First week of Joining
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PLACEMENT AND HAND HOLDING

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LAWS OF LAND

• Competition

• Equal Opportunities

• Laws and Ratios

• Protections

• Transfer Abilities

• Visas and Work Permits

• Religious Implications

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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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ASSEMENT FOR DEVELOPMENT:

• Internal / external assessment

• Interview / performance anchored

• Performance / potential bases

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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 Tolerance
•Local
vs
•Ideological
Jingoism
•Food habits

•Rural vs Urban

•Linguistic

•Economic

•Perspective

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INTERNATIONAL DIVERSITY AND ITS DIMENSIONS

• Understanding society

• Understanding styles

• Food habits

• Transactional Behaviors

• Understanding cultures

• Practices

• Values, Beliefs and Rituals

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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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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

Respondents to the 2006 “Current State of M&A Integration” survey


Source: MERGERS & ACQUISITIONS By Timothy J. Galpin

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Defining..…

Organization Culture is a collective set of patterns observed


through individual and group behaviors indicating “how
work gets done” in the value creation process

….the how of “engaging” people in the process of Value Creation

HOW THINGS GET DONE AROUND HERE

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Cultural
Cultural Integration
Integration isisnot about…..
about ….

• Replicating
Adopting a common set ofcompany’s
the acquiring beliefs and terms of
systems and“ENGAGEMENT”
practices in thethat explains
acquired the
Company

• Forgingenvironment
cultural in which
a common way thethings
of doing value creation process
by COPYING is incubated
policies by the enterprise.
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

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