Global hrm

Recruitment procedure: consist of Structured interviews  Reporting of the findings of the interviews  Presentation  Evaluation of the presentation & so forth

Training & development: the procedure consist of all new recruits go through a one-day induction course.  They meet with the personnel & are taken through a video on personnel procedures.

Pay & benefits:  Determined by the previous year s pay bill  Eight pay grades, each of which has a generic job description which form the basis for bonus payment.

Selection procedure:  At hq: candidates are invited for an interview.  Their would be two interviews & a robust discussion at both sides  what the candidate has to offer and what the company has to offer.  At subsidiary:people are invited for interviews & r offered jobs.

Performance appraisal: AT HQ (Holland): transparency with regard to salary & career development.  Individual employee are assessed on the basis of research & qty output.  At subsidiary: appraisal training is been given to appraisers & appraise.  also has a bonus system

 Promotion & career development:  At hq: main criteria is employees overall ability &

potential & his or her demonsterable ability to do a job at a higher level.  More promotion oppurtunities available.
 At subsidiary: less promotion oppurtunities are

available.

 Teamwork:  At hq: teams are better estd here. People see

themselves as more part of a team.  At subsidiary: people see themselves as individuals who are more part of a team.

Industrial relations:  The union representative of uk employees donot have as much power as in some other companies in the region.
 Akzo s industrial culture is different & the fact was

accepted that workers belong to union.

Expatriation: Hq: does not like the concept of expatriation. Prefer to recruit local people when & where appropriate. Subsidiary: has some dutch expatriates who are few in nos.

1. Subsidiaries donot have sound hr practices. 2. The growth oppurtunities are less in subsidiary as

compared to hq 3. Rules & regulations are different in different regions. 4. Work culture differences. 5. Preference is given to local people so as to reduce cultural clash.

1. Difference in style of management 2. One to one interaction can only lead to some sort of

consensus. 3. Young people like to work in teams, but the older ones are less keen to work in teams. 4. Cultural differences.

 His observation on some cultural issues and ways in    

which he handled. Ways supervisors treated the workers were different. In china, things don t always go on merit. They work on guanxi which is about relationships. Management style in asia is more paternalistic. Overcome these challenges through training & changing his managing style.

 Hr policies & practices mainly depend on: Geographical boundaries Work culture of organisation which may differ from

the local practices. People s perception differs in terms of teamwork & career development. Strategic & operative hr issues that are faced & dealt with in a mnc with subsidiaries around the world. Interference of local authorities in implementing hq driven policies & strategies.