International Human Resource Management 1198229108949399 3 (1)

8/2/2019 International Human Resource Management 1198229108949399 3 (1)

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International Human Resource

Management

Dr Katalin Illes


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Overview

Competencies of the HR manager

The matrixed role of the of the HR

manager The place and role of the HR function in

organisations

Shifting paradigms Future direction


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Key aspects of IHRM

Global workforce

International context

National context

Strategic issues

Operational issues

IHRM career

Competencies

The future


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Competencies of the Human

Resource Manager Business competencies Industry knowledge

Competitor understanding

Financial understanding

Global perspective/knowledge

Strategic analysis

Partner orientation

Multiple stakeholder sensitivity


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Resource Manager

Leadership competencies

Strategic visioning

Managing cultural diversity

Creator of learning culture

Planning and decision making skills

Value shaper


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Resource Manager

Change and knowledge-management

competencies

Network building

Designing and working in flexible structures HR alignment

Managing and learning knowledge transfer

Consulting/influencing

Group/process facilitation

Organisation development/effectiveness

Managing large scale change


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Resource Manager Professional/technical competencies

Staffing Performance management Education/development

Remuneration/reward systems Employee relations Employee communications Succession planning

Union relations Safety/health/wellness Diversity management


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Evans (2002) The Matrixed Split Egg Role

of the Manager


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Some of the Dualities Confronting

Organizations


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CEO EXPECTATIONS FROM HR

Involvement in managing overall business.

To look at business priorities before functionalpriorities.

HR is in the same boat with other Management Team

members.

HR targets inseparable from business targets.


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How HR Links to Overall Strategy?

Assessing

Organisations

Executing Strategy

Managing Change

Assessing Leaders

Coaching Leaders

Developing Leaders &

Teams

Attracting &

Selecting Talent

Developing Careers &

Managing

Performance

Retaining Talent &

Managing Succession

qSource:Right ManagementConsultants


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Whats the reality?

qBehind the scene...


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HR Reality

HR has had Bad Press:

Line Management not involved/interested. HR People too detached from business. One size fits all approach. Perception of limited added value.

No clear link between HR efforts and shareholdervalue.

HR is like a WOLF..

everybody hears about it but nobody sees it!


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HR work today

Communicating effectively.

Collating HR reports for Management Information.

Managing admin issues.

Keeping the company out of court.

Executing change programs.

BUT HR IS STILL TRANSACTIONAL


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What are the key HR Challenges?


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It is a balancing act

The needs &

expectationsof employees

The

resources &

directions of

the company

q HR gets pulled in both Directions


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HR Role in Change programs

Change demands common vision, understanding and

behaviour to keep focus during the transition and

beyond.

HR must provide clear, consistent leadership.

HR must show a consistent face to the internal

customers.

HR must find a balance between stability and

uncertainty.


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Talent Development

Define your

Star of Today.

Develop

yourStar of

Tomorrow. q SYMBOLS

q

The gap is your development needs.qMake the Star shine.


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Work/Life Balance

The most cherished values:

HappinessInner PeaceFulfillmentFeel Good

qWhy are these

values never

mentioned in any

mission statement?

Work / Life balance


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The New Roles Of Human Resource

Management

Operational

Strategic

Strategic Business Partnertranslates business strategy into action,

assesses and aligns systematically HR

practices with the business strategy.

Change Agentlistens to employees and finds the right

balance between demands on employees

and resources available to employees, and

promotes employee contributions.

Administrative Expertimproves processes, applies the principles

of BPR to HR processes, rethinks value

creation, and measures HR results in

terms of efficiency and effectiveness.

Performance Coachunderstands the theory and applies the

tools of change, leads transformation by

doing it first within the HR function,

serves as catalysts and facilitators ofchange.

Process

Peo

ple

Based on D. Ulrich, Human Resource Champions,Boston 1997

qHR

rotation


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Can HR get un-stuck?

qYes! Only if...


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Shifting Paradigms

Whats Out:

Last Port of call.

Job Analysis.

Personnel Management.

Rulemaker. Functional Orientation.

One Size Fits All.

Centralised Decisions.

Mutual Distrust.

Focus on Tasks. Following.

Transactional HR.

Whats In:

First Port of Call.

Competency Assessment.

HR Management.

Consultant. Business Orientation.

Tailored Programs.

Framework for Others to Decide.

Partnering.

Focus onImpact. Leading.

Transformational HR.


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Can HR survive?


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HR Etiquette for future survival

Break and let go of bureaucratic patterns; move awayfrom administrative, transactional, and policy elements ofHR work.

Focus on achieving organisational outcomes.

Facilitate organisational change. Create efficient HRM and HRD processes.

Promote people as a valued resource.

Grasp the bigger picture: Be visionary.

Plan effectively, reach decisionsand set goals. Alignment of HR Programs and Practices with Strategic

Directions.


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IHRM approaches

Ethnocentric: key positions filled bynationals of parent company

Polycentric: host country nationals

recruited to manage subsidiary in theirown country

Geocentric: best people recruited,

whatever their nationality Regiocentric: best people recruited within

region in which the subsidiary operates(e.g. EU, USA)


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Decentralised IHRM

Advantages

Groups within the

subsidiary can gain in

status

Groups within the

subsidiary become more

cohesive, fostering group

identity

IHRM takes place within a

culture appropriate to the

local workforce and

customers

Disadvantages

Tendency to become

exclusive

Loss of central control,higher administrative

costs as HRM function is

sent down the line

Loss of organisational

control and organisational

identity


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Cross-cultural awareness

Supports for employees moving to overseas

subsidiaries

1. Environmental briefings2. Cultural orientation

3. Cultural assimilation

4. Language training5. Sensitivity training

6. Field experience


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Appraisal

Identifies individuals strengths and

weaknesses

Reveals organisational obstacles blocking

progress

Provides feedback to improve human

resource planning

Improves communication


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Food for thought

Whose responsibility is the HR function?

Organisational culture, change, trust,

respect, knowledge sharing , knowledge

creation

Organisational and Personal Development

Work life balance


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Recommended reading

Key text : Wall and Rees (2004)

International Business, Pearson, chapter 9

Further reading : Evans, et al (2002) The

Global Challenge, Frameworks for

International Human Resource

Management, McGraw-Hill

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International Human Resource Management 1198229108949399 3 (1)

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