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1 International International Human Resources Human Resources Management Management (Pune, August 08, 2009) (Pune, August 08, 2009)
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International International
Human Resources Human Resources
Management Management
(Pune, August 08, 2009)(Pune, August 08, 2009)
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HUMAN RESOURCES IN A HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVECOMPARATIVE PERSPECTIVE
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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.
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.
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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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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
Peo
ple
M
easu
rem
ent
Engagement
People
Alignment
Climate
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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
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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• 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:
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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
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
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 SELECTION2 : 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
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
IDENTIFYING ORGANISATION’S UNIQUE VALUE PROPOSITION –
National And International
TALENT MARKET SEGMENTATION
INSIGHTS
EMPLOYER BRAND POSITIONING
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•Thinking - Seasoned Judgment
• Strategic Management
• Leadership
• Interpersonal skills
• Communication
• Self Management
• Depth and Breadth of Technical and Functional Skills
• Resource Management
•Thinking - Seasoned Judgment
• Strategic Management
• Leadership
• Interpersonal skills
• Communication
• Self Management
• Depth and Breadth of Technical and Functional Skills
• Resource Management
COMPETENCY CLARITYCOMPETENCY CLARITY
•Thinking - Seasoned Judgment
• Strategic Management
• Leadership
• Interpersonal skills
• Communication
• Self Management
• Depth and Breadth of Technical and Functional Skills
• Resource Management
•Thinking - Seasoned Judgment
• Strategic Management
• Leadership
• Interpersonal skills
• Communication
• Self Management
• Depth and Breadth of Technical and Functional Skills
• Resource Management
COMPETENCY CLARITYCOMPETENCY CLARITY
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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
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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
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
INTERNATIONAL ASSESSMENT IDENTIFYING METHODS
INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS
PSYCHO METRICS AND CULTURAL IMPLICATIONS
DESIGNING ASSESSMENT CENTRES
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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
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PLACEMENT AND HAND HOLDINGPLACEMENT AND HAND HOLDING
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• Competition
• Equal Opportunities
• Laws and Ratios
• Protections
• Transfer Abilities
• Visas and Work Permits
• Religious Implications
• Competition
• Equal Opportunities
• Laws and Ratios
• Protections
• Transfer Abilities
• Visas and Work Permits
• Religious Implications
LAWS OF LANDLAWS OF LAND
• Competition
• Equal Opportunities
• Laws and Ratios
• Protections
• Transfer Abilities
• Visas and Work Permits
• Religious Implications
• Competition
• Equal Opportunities
• Laws and Ratios
• Protections
• Transfer Abilities
• Visas and Work Permits
• Religious Implications
LAWS OF LANDLAWS OF LAND
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3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS
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ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS
KNOWLEDGE
ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS
KNOWLEDGE
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COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCYCOMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY
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DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO
CAREER GROWTH
DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO
CAREER GROWTH
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LINKING COMPETENCIES TO CAREER LADDERSLINKING COMPETENCIES TO CAREER LADDERS
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• Internal / external assessment
• Interview / performance anchored
• Performance / potential bases
• Internal / external assessment
• Interview / performance anchored
• Performance / potential bases
ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:
• Internal / external assessment
• Interview / performance anchored
• Performance / potential bases
• Internal / external assessment
• Interview / performance anchored
• Performance / potential bases
ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:
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KEY TALENT ACCOUNT MANAGEMENTKEY TALENT ACCOUNT MANAGEMENT
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4: MANAGING GLOBALLY DIVERSE WORKFORCE4: MANAGING GLOBALLY DIVERSE WORKFORCE4: MANAGING GLOBALLY DIVERSE WORKFORCE4: MANAGING GLOBALLY DIVERSE WORKFORCE
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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
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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
vs
Jingoism
Tolerance
vs
Jingoism
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• 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
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• 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.
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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
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5 : HUMAN RESOURCES ISSUES IN5 : HUMAN RESOURCES ISSUES INCROSS BORDER MERGERS AND CROSS BORDER MERGERS AND
ACQUISITIONSACQUISITIONS
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HR at the table!
Ensuring M&A success
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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
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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
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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
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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 6: EMERGING TRENDS IN EMPLOYEE RELATIONS
AND EMPLOYEE INVOLVEMENTAND EMPLOYEE INVOLVEMENT
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TRADE UNION AND ROLETRADE UNION AND ROLE
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CHANGING BUSINESS ENVIRONMENT AND DIMINISHING
REPRESENTATIVE ROLE
CHANGING BUSINESS ENVIRONMENT AND DIMINISHING
REPRESENTATIVE ROLE
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FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATIONFOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION
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INDUSTRIAL RELATIONS VS DISPUTESINDUSTRIAL RELATIONS VS DISPUTES
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WHAT GOES INTO RELATIONS?WHAT GOES INTO RELATIONS?
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BLUE COLLARED VS WHITE COLLAREDBLUE COLLARED VS WHITE COLLARED
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UNION OF COMPARISION AND WAGE LEVELSUNION OF COMPARISION AND WAGE LEVELS
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UNION AND JOB FLEXIBILITY AND SKILL FORMATIONUNION AND JOB FLEXIBILITY AND SKILL FORMATION
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UNION AND COLLECTIVE BARGAINING PROCESSUNION AND COLLECTIVE BARGAINING PROCESS
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UNION AND EMPLOYEMENT SECURITYUNION AND EMPLOYEMENT SECURITY
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STRONG UNIONS WITH DEFINED PROCESSESSTRONG UNIONS WITH DEFINED PROCESSES
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COMPLIANCE ORIENTED INDUSTRIAL RELATIONSCOMPLIANCE ORIENTED INDUSTRIAL RELATIONS
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INTEGRATION RELATED EMPLOYEE RELATION ISSUESINTEGRATION RELATED EMPLOYEE RELATION ISSUES
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GRIEVIANCES / DISCIPLINE / CODE OF CONDUCTGRIEVIANCES / DISCIPLINE / CODE OF CONDUCT
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PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENTPARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT
