International Human Resources Management - Human Resources in a Comparative Prespective

transcript

International International

Human Resources Human Resources

Management Management

(Pune, August 08, 2009)(Pune, August 08, 2009)

HUMAN RESOURCES IN A HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVECOMPARATIVE PERSPECTIVE

PURPOSE OF BUSINESS

VALUE CREATION :

Proactive Management Actions which generate enhances sustainable valuefor its stakeholders than what existed before – by adding either to itscapabilities 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 andGovernance processes.

HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR

TALENT ARBITRAGE

ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES

AS A FACTOR.

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.

Talent

Acquisition

Engagement

People

Alignment

Climate

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

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

• Leadership Styles

• Competencies

• Quality Of Work Life

• Rewards

• Opportunities For Growth

• Company Practices

• Leadership Styles

• Competencies

• Quality Of Work Life

• Rewards

• Opportunities For Growth

• Company Practices

DIFFERENTIATED ENGAGEMENT DRIVERS:DIFFERENTIATED ENGAGEMENT DRIVERS:

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

CONCERNS FOR GLOBAL CORPORATES:

• Local vs global practices

• Culture and operating beliefs

• Laws and Societal Values

• Forms of Governments

• Workforce characteristics

• Management Philosophy

• Labour Market Unions

• Task Technology

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.

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.

2 : INTERNATIONAL RECRUITMENT AND SELECTION2 : INTERNATIONAL RECRUITMENT AND SELECTION

ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY

MANPOWER ARCHITECTURE:

• Present and future … shifting nature

•Tooth to tail ratio

•Outsourcing Alternatives

•Systems options

MANPOWER ARCHITECTURE:

• Present and future … shifting nature

•Tooth to tail ratio

•Outsourcing Alternatives

•Systems options

IDENTIFYING ORGANISATION’S UNIQUE VALUE PROPOSITION –

National And International

TALENT MARKET SEGMENTATION

INSIGHTS

EMPLOYER BRAND POSITIONING

IDENTIFYING ORGANISATION’S UNIQUE VALUE PROPOSITION –

National And International

TALENT MARKET SEGMENTATION

INSIGHTS

EMPLOYER BRAND POSITIONING

•Thinking - Seasoned Judgment

• Strategic Management

• Leadership

• Interpersonal skills

• Communication

• Self Management

• Depth and Breadth of Technical and Functional Skills

• Resource Management

• Leadership

• Communication

• Self Management

COMPETENCY CLARITYCOMPETENCY CLARITY

• Leadership

• Communication

• Self Management

• Leadership

• Communication

• Self Management

COMPETENCY CLARITYCOMPETENCY CLARITY

SEGMENT -WISE SOURCING PLAN

IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES

TOTAL REWARD OFFERINGS

SEGMENT -WISE SOURCING PLAN

IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES

TOTAL REWARD OFFERINGS

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

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

INTERNATIONAL ASSESSMENT IDENTIFYING METHODS

INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS

PSYCHO METRICS AND CULTURAL IMPLICATIONS

DESIGNING ASSESSMENT CENTRES

INTERNATIONAL ASSESSMENT IDENTIFYING METHODS

INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS

PSYCHO METRICS AND CULTURAL IMPLICATIONS

DESIGNING ASSESSMENT CENTRES

ONBOARDING AND ENCULTURIZINGONBOARDING AND ENCULTURIZING

““On Boarding”…On Boarding”…

..building sustainable talent advantage ..building sustainable talent advantage through Alignment and creating organisation through Alignment and creating organisation

valuevalue

““On Boarding”…On Boarding”…

..building sustainable talent advantage ..building sustainable talent advantage through Alignment and creating organisation through Alignment and creating organisation

valuevalue

EnculturisationSocialisation

Socialisation

Orientation

InductionInduction

AssimilationAssimilation

30 days before Joining date

10 days before Joining date

First week of Joining

1 month post Joining

2/3 months post Joining

EnculturisationEnculturisation

OrientationOrientation

PLACEMENT AND HAND HOLDINGPLACEMENT AND HAND HOLDING

• Competition

• Equal Opportunities

• Laws and Ratios

• Protections

• Transfer Abilities

• Visas and Work Permits

• Religious Implications

• Competition

• Laws and Ratios

• Protections

LAWS OF LANDLAWS OF LAND

• Competition

• Laws and Ratios

• Protections

• Competition

• Laws and Ratios

• Protections

LAWS OF LANDLAWS OF LAND

3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS

ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS

KNOWLEDGE

ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS

KNOWLEDGE

COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCYCOMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY

DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO

CAREER GROWTH

DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO

CAREER GROWTH

LINKING COMPETENCIES TO CAREER LADDERSLINKING COMPETENCIES TO CAREER LADDERS

• Internal / external assessment

• Interview / performance anchored

• Performance / potential bases

ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:

ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:

KEY TALENT ACCOUNT MANAGEMENTKEY TALENT ACCOUNT MANAGEMENT

4: MANAGING GLOBALLY DIVERSE WORKFORCE4: MANAGING GLOBALLY DIVERSE WORKFORCE4: MANAGING GLOBALLY DIVERSE WORKFORCE4: MANAGING GLOBALLY DIVERSE WORKFORCE

WHY TEAMS HAVING COMMON OBJECTIVES,

COMMON GOALS AND A COMMON VISION NEED DIVERSITY

WHY TEAMS HAVING COMMON OBJECTIVES,

COMMON GOALS AND A COMMON VISION NEED DIVERSITY

Diversity vs divergentDiversity vs divergent

RANGE OF DIVERSITY AT NATIONAL LEVELS:RANGE OF DIVERSITY AT NATIONAL LEVELS:

•Gender diversity

•Religion

•Regional

•Local

•Ideological

•Food habits

•Rural vs Urban

•Linguistic

•Economic

•Perspective

•Gender diversity

•Religion

•Regional

•Local

•Ideological

•Food habits

•Rural vs Urban

•Linguistic

•Economic

•Perspective

Tolerance

Jingoism

Tolerance

Jingoism

• Understanding society

• Understanding styles

• Food habits

• Transactional Behaviors

• Understanding cultures

• Practices

• Values, Beliefs and Rituals

• Understanding society

• Understanding styles

• Food habits

• Transactional Behaviors

• Understanding cultures

• Practices

• Values, Beliefs and Rituals

INTERNATIONAL DIVERSITY AND ITS DIMENSIONSINTERNATIONAL DIVERSITY AND ITS DIMENSIONS

• Identifying domains of negotiations

• Domains of non negotiation

• Developing Transaction sensitivity to acknowledge and accept the divergence.

• Identifying domains of negotiations

• Domains of non negotiation

• Developing Transaction sensitivity to acknowledge and accept the divergence.

BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECTBELIEFS 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

• 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

5 : HUMAN RESOURCES ISSUES IN5 : HUMAN RESOURCES ISSUES INCROSS BORDER MERGERS AND CROSS BORDER MERGERS AND

ACQUISITIONSACQUISITIONS

HR at the table!

Ensuring M&A success

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

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

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 company’s 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

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

6: EMERGING TRENDS IN EMPLOYEE RELATIONS 6: EMERGING TRENDS IN EMPLOYEE RELATIONS

AND EMPLOYEE INVOLVEMENTAND EMPLOYEE INVOLVEMENT

TRADE UNION AND ROLETRADE UNION AND ROLE

CHANGING BUSINESS ENVIRONMENT AND DIMINISHING

REPRESENTATIVE ROLE

CHANGING BUSINESS ENVIRONMENT AND DIMINISHING

REPRESENTATIVE ROLE

FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATIONFOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION

INDUSTRIAL RELATIONS VS DISPUTESINDUSTRIAL RELATIONS VS DISPUTES

WHAT GOES INTO RELATIONS?WHAT GOES INTO RELATIONS?

BLUE COLLARED VS WHITE COLLAREDBLUE COLLARED VS WHITE COLLARED

UNION OF COMPARISION AND WAGE LEVELSUNION OF COMPARISION AND WAGE LEVELS

UNION AND JOB FLEXIBILITY AND SKILL FORMATIONUNION AND JOB FLEXIBILITY AND SKILL FORMATION

UNION AND COLLECTIVE BARGAINING PROCESSUNION AND COLLECTIVE BARGAINING PROCESS

UNION AND EMPLOYEMENT SECURITYUNION AND EMPLOYEMENT SECURITY

STRONG UNIONS WITH DEFINED PROCESSESSTRONG UNIONS WITH DEFINED PROCESSES

COMPLIANCE ORIENTED INDUSTRIAL RELATIONSCOMPLIANCE ORIENTED INDUSTRIAL RELATIONS

INTEGRATION RELATED EMPLOYEE RELATION ISSUESINTEGRATION RELATED EMPLOYEE RELATION ISSUES

GRIEVIANCES / DISCIPLINE / CODE OF CONDUCTGRIEVIANCES / DISCIPLINE / CODE OF CONDUCT

PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENTPARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT