INTERNATIONAL

Presented by : Rahul Ashish

The Meaning of Strategy

A critical factor that affects Firm Performance A factor that contributes to Competitive Advantage in markets Having a long-term focus Plans that involve the top executives and/or board of directors of the firm A general framework that provides a perspective for selecting specific policies and procedures

Why is HR critical to firm performance?

Low quality HR leads to low quality customer service. In the 21st century effective knowledge management translates into competitive advantage and profits.

Major differences between domestic HRM and IHRM

Business activities e.g. taxation, international relocation, expatriate remuneration, performance appraisals, cross-cultural training and repatriation Increased complexities e.g. currency fluctuations, foreign HR policies and practices, different labor laws

Increased involvement in Complex employee mix employees personal life cultural, e.g. political, religious, personal taxation, ethical, voter registration, Educational and legal housing, childrens background education, Increased risks health, e.g. recreation and spouse emergency exits for employment serious illness personal security, kidnapping and terrorism

Important aspect for global company

The need to manage change The need to respect local cultures The need to understand a corporations culture The need to be flexible The need to learn

Main challenges in IHRM

High failure rates of expatriation and repatriation Deployment getting the right mix of skills in the organization regardless of geographical location Knowledge and innovation dissemination managing critical knowledge and speed of information flow Talent identification and development identify capable people who are able to function effectively Barriers to women in IHRM International ethics Language (e.g. spoken, written, body)

Main challenges in IHRM

Different labor laws Different political climate Different stage(s) of technological advancement Different values and attitudes e.g. time, achievement, risk taking Roles of religion e.g. sacred objects, prayer, taboos, holidays, etc Educational level attained Social organizations e.g. social institutions, authority structures, interest groups, status systems

Example from Japanese MNCs

Borderless structure and bottom-up decision-making processes that encourage communication and information flow among all components of the company and extend the network to its key suppliers, distributors, and other business partners. Custodial leadership that emphasizes values and vision and is skill fully unassertive, while energizing and challenging middle managers with demanding targets.
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Human resource management, including socialization, training, and promotion via a hierarchy of ranks, job rotation, and appraisal systems that promote hard work, commitment, and competition among peers. Incremental planning and control that help a company expand little by little, focusing on new products and the relentless pursuit of operating improvements, rather than "grand designs" for competitive advantage. An extended family model that encourages and rewards commitment.
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Training Programs in WIPRO

Training & Development of individuals is a key focus area at Wipro. As a PCMM Level 5 organization. In addition to class room training one can take e-Learning with out waiting for class room training.
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WIPRO Training model

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Phases of training
Rapid Learning : An emerging form of content development, Rapid Learning helps to develop content in a short span of time using various tools Critical Training when the training requirement is critical and must be addressed immediately Minor change when the difference between what is known and what is new is minimal Short shelf life when the content in question has a very short shelf life Frequent updates when the content needs to be updated frequently.
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training process
Analyze
Inform Involve

Support
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The Leadership Development Framework

Business Leaders Program (BLP)

Wipro Leaders Program (WLP) New Leaders Program (NLP) Entry-level program (ELP)
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Development
Leadership Lifecycle Programs Strategic Leaders Program (SLP)

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Training Facilities in Focus Areas

Programmes are also rolled out inhouse by TMTC, XLRI and IIMs for its officers. Development in managerial competencies and leadership elements etc higher education and also provides sponsorship for Masters/ Doctoral level programmes at world-class institutes
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TATA STEELS OF TRAINING AND DEVELOPMENT

Two institutions

Shavak Nanavati Technical Institute (SNTI)

Operational training. Responsibilities required in the hierarchy of management.

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The Tata Steel Management Development Centre (TMDC)

Orientation training for new recruits Management Development Programmes Functional training programmes In-company programmes for Tata Group employees Customised programmes for non-Tata group companies Business Simulation Games Language courses in Chinese (Mandarin) & French Window-on-the-World programme One year part-time (evening) certificate course in Foremanship & Supervision
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NOKIA
TRAINING AND DEVELOPMENT

We want employees to be able to develop at Nokia, both personally and professionally. We offer an integrated package of classroom training, on-the-job learning, individual coaching, and mentoring. We encourage people to learn through active participation by trying new roles at Nokia.
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To match local needs, training may be tailored and may also be available in local languages.

We operate training,

the

70-20-10

approach

to

where 70 percent of training is on-the-job learning (projects, assignments, and international transfers).
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Mentoring and coaching accounts for 20 percent, while only 10 percent of employee learning and development comes from traditional classroom training or e-learning. We encourage e-learning opportunities where possible as these are environmentally preferable and cost efficient.
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CONCLUSION
Different company have different approach and different strategy adopted. So we can say that different strategy adopted on the basis of level of standard and country culture etc.

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Thanks you

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