Hiring and Managing Employees

Module 2 Sapna

Human Resource Management (HRM)

Refers to the activities an organization carries out to use its human resources effectively Four major tasks of HRM - Staffing policy - Management training and development - Performance appraisal - Compensation policy
2

International Human Resource Management

Strategic role: HRM policies should be congruent with the firms strategy and its formal and informal structure and controls Task complicated by profound differences between countries in labor markets, culture, legal, and economic systems
3

International H.R.M. Expatriates

Citizens of one country who are living and working in another country Recruitment and selection

Often modified

Training and development

Compensation
Labor relations
4

Factors Making International HR Difficult

Different labor markets - Mix of available workers - Mix of labor costs International worker mobility problems National management styles and practices National orientations Strategy and control
5

International Managerial Terms

Locals citizens of the countries in which they are working Expatriates non-citizen - Home-country national - Third-country national

International labor Market Sources

PCNs- to start up, own people are preferred They have the necessary technical & managerial expertise HCNs- acquiring local talent(middle & lower level positions) Sometimes according to Governments restrictions
7

International labor Market Sources

TCNs- two important reasons to hire themThese people have the necessary expertise They were judged to be the best ones for the job

Approaches to Staffing1. Ethnocentric Staffing

Individuals from home country manage operations abroad
+ Tight control over subsidiaries + Locally qualified people not always available + Re-create local operations in home-office image + Interests of home office may be better protected

Advantages

Relocations are expensive Disadvantages Create foreign image for the business
9

2. Polycentric Staffing
Individuals from host country manage operations abroad

Advantages

+ Responsibility on those knowing local business + Avoid expensive relocations from home nation

Disadvantages Potentially lose control of subsidiary

10

3. Geocentric Staffing
Best-qualified individuals, regardless of nationality, manage operations abroad

Advantages

+ Develop global managers who can adjust

easily to any business environment

Disadvantages These individuals command high salaries

11

Filling Foreign Managerial Positions

Typically more difficult to fill than domestic positions because: - People dont like to move - There are legal impediments to using expatriates - Many are apprehensive about language issues - Many assignments are open-ended - Perception that assignment abroad will negatively

affect family lifestyle Living is more expensive abroad

12

Reasons to Use Expatriates

Lack of locally qualified candidates Broaden the companies understanding of the overall corporate system Gain professional/foreign experience Can control operations according to headquarters preferences Need to transfer technology abroad Gain valuable educational experience
13

Reasons to use Host Country Nationals

They are more familiar with the Local culture They know the Local Language They cost less than home country nationals Employing locals is simply good PR

14

Main Challenges in IHRM

High failure rates of expatriation & repatriation Deployment getting the right mix of skills in the organization regardless of geographic allocation 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)
15

Main Challenges in IHRM

Different labour 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
16

Human Resource Planning

Forecasting human resource needs and supply

Phase 1

Phase 2

Phase 3

Take inventory of current human resources

Estimate firms future human resource needs

Develop plan to recruit and select people for vacant and anticipated new positions
17

Recruiting Human Resources

Process of identifying and attracting a qualified pool of applicants for vacant positions
Current employees Recent college graduates

Local managerial talent

Non managerial workers
18

Methods of Recruitment
Using Head-hunters Cross-national advertising E-recruitment International graduate programs

19

Selecting Human Resources

Process of screening and hiring the best-qualified applicants with the greatest performance potential Ability to bridge cultural differences is key Expatriates must adapt to new ways of life Cultural sensitivity raises odds for success
20

Selecting the Proper Expatriate

Technical competence Local acceptance Personal attributes-emotional maturity, empathy, respect towards other value systems Family situation-Most common reason for failure is inability of the expatriates family to adjust Country specific requirements- hardship postings- distance, culture, climate etc Company specific requirements- processes, duration, nature of responsibility Language
21

Selection Technique
Screening the applicants background Testing the candidates ability to adapt to the new culture & environment Investigating the family conditions of the potential candidate according to foreign environment & culture Assessing the capacity of the manager to fit in the foreign culture Using various tests to check the personality of the candidate Finally selection when there is a match in JD & JS

22

The Expatriate Problem

Expatriate failure: premature return of the expatriate manager to his/her home country
Cost of failure is high: estimate = 3X the expatriates annual salary plus the cost of relocation (impacted by currency exchange rates and assignment location)

23

Reasons for Expatriate Failure

US multinationals - Inability of spouse to adjust - Managers inability to adjust - Other family problems - Managers personal or
emotional immaturity - Inability to cope with larger overseas responsibilities

European multinationals Inability of spouse to adjust

Japanese Firms - Inability to cope with larger overseas responsibilities - Difficulties with the new environment - Personal or emotional problems - Lack of technical competence - Inability of spouse to adjust
24

Culture Shock
Psychological process affecting people living abroad that is characterized by homesickness, irritability, confusion, aggravation and depression
Stage I: Thrilling experience Stage II: Downward slide Stage III: Recovery begins Stage IV: Embrace local culture
25

Refresh Your Mind!!!!

Training & Development

Module 3 Sapna

27

Introduction
T is the process of altering employee behavior, attitudes & knowledge in a way that increases the probability of individual & organizational goal attainment It helps in following waysIt minimizes personal problems like politeness, tolerance, sensibility etc T is important as clients, suppliers, customers will be from all over the world It makes expatriates familiar with customs, cultures & work habits etc It can also improve the overall management style It enhances team work, leadership effectiveness etc
28

ComponentsPredeparture Training
Cultural awareness programme Preliminary visits Language trainingRole of English as language of world Host- country language skills & adjustment Knowledge of Corporate language Practical assistance- relocation specialist Job related factors
29

Types of Cross cultural T

Environmental briefing Cultural Orientation Cultural assimilators Language training Sensitivity T to develop attitudinal flexibility Field Experience

30

Cultural Training Methods

31

Compiling a Cultural Profile

CultureGrams Country Studies Area Handbooks

Background Notes

32

T leads to Learning Organizations

Personal Mastery Mental models Building shared vision Team Learning

33

Repatriation of Expatriates
A critical issue in the training and development of expatriate managers is preparing them for reentry into their home country Repatriation should be seen as the final link in an integrated, circular process that selects, trains, sends, and brings home expatriate managers Research shows that there is a problem with the repatriation process
34

Reverse Culture Shock

Psychological process of readapting to ones home culture Methods of reducing its effects

Once-natural thoughts and feelings now strange Can be more unsettling than culture shock Many companies reabsorb expatriates poorly

Home-culture reorientation programs Career-counseling sessions Career-development program before posting abroad
35

Repatriation of Expatriates
Didnt know what position they hold upon return. Firm vague about return, role and career progression. Took lower level job. Leave firm within one year. Leave firm within three years

10

20

30

40 percent

50

60

70
36

Shortcomings- T & D
International assignments are temporary in nature Competency requirement of project & individual not known to HR accurately Debate between technical skills or relational skills leads to confusion

37