Professional Documents
Culture Documents
Human Resources
Management
(Pune, August 08, 2009)
1
HUMAN RESOURCES IN A
COMPARATIVE PERSPECTIVE
2
PURPOSE OF BUSINESS
VALUE CREATION :
3
HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR
TALENT ARBITRAGE
4
ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES
AS A FACTOR.
5
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6
TALENT MARKETING
• Culture
• Value
• Leadership Styles
• Competencies
• Rewards
• Company Practices
8
CONCERNS FOR GLOBAL CORPORATES:
• Local vs global practices
• Forms of Governments
• Workforce characteristics
• Management Philosophy
• Task Technology
9
WAY FORWARD SOLUTIONS :
• Driving common Mission, Vision and Values
• Common Practices
10
2 : INTERNATIONAL RECRUITMENT AND SELECTION
11
ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY
12
MANPOWER ARCHITECTURE:
• Present and future … shifting nature
•Outsourcing Alternatives
•Systems options
13
IDENTIFYING ORGANISATION’S UNIQUE VALUE PROPOSITION –
INSIGHTS
14
COMPETENCY CLARITY
• Strategic Management
• Leadership
• Interpersonal skills
• Communication
• Self Management
• Resource Management
15
SEGMENT -WISE SOURCING PLAN
16
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
17
INTERNATIONAL ASSESSMENT IDENTIFYING METHODS
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ONBOARDING AND ENCULTURIZING
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
19
PLACEMENT AND HAND HOLDING
20
LAWS OF LAND
• Competition
• Equal Opportunities
• Protections
• Transfer Abilities
• Religious Implications
21
3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL
TEAMS
22
ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS
KNOWLEDGE
23
COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY
24
DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO
CAREER GROWTH
25
LINKING COMPETENCIES TO CAREER LADDERS
26
ASSEMENT FOR DEVELOPMENT:
27
KEY TALENT ACCOUNT MANAGEMENT
28
4: MANAGING GLOBALLY DIVERSE WORKFORCE
29
WHY TEAMS HAVING COMMON OBJECTIVES,
Diversity vs divergent
30
RANGE OF DIVERSITY AT NATIONAL LEVELS:
•Gender diversity
•Religion
•Regional Tolerance
•Local
vs
•Ideological
Jingoism
•Food habits
•Rural vs Urban
•Linguistic
•Economic
•Perspective
31
INTERNATIONAL DIVERSITY AND ITS DIMENSIONS
• Understanding society
• Understanding styles
• Food habits
• Transactional Behaviors
• Understanding cultures
• Practices
32
• Identifying domains of negotiations
33
BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECT
34
5 : HUMAN RESOURCES ISSUES IN
CROSS BORDER MERGERS AND
ACQUISITIONS
35
HR at the table!
36
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
37
Defining..…
38
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
39
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
40
6: EMERGING TRENDS IN EMPLOYEE RELATIONS
AND EMPLOYEE INVOLVEMENT
41
TRADE UNION AND ROLE
42
CHANGING BUSINESS ENVIRONMENT AND DIMINISHING
REPRESENTATIVE ROLE
43
FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION
44
INDUSTRIAL RELATIONS VS DISPUTES
45
WHAT GOES INTO RELATIONS?
46
BLUE COLLARED VS WHITE COLLARED
47
UNION OF COMPARISION AND WAGE LEVELS
48
UNION AND JOB FLEXIBILITY AND SKILL FORMATION
49
UNION AND COLLECTIVE BARGAINING PROCESS
50
UNION AND EMPLOYEMENT SECURITY
51
STRONG UNIONS WITH DEFINED PROCESSES
52
COMPLIANCE ORIENTED INDUSTRIAL RELATIONS
53
INTEGRATION RELATED EMPLOYEE RELATION ISSUES
54
GRIEVIANCES / DISCIPLINE / CODE OF CONDUCT
55
PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT
56