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1、International Human Resources Management(Pune,August 08,2009)(Pune,August 08,2009)HUMAN RESOURCES IN A HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVECOMPARATIVE PERSPECTIVEPURPOSE OF BUSINESSVALUE CREATION:Proactive Management Actions which generate enhances sustainable valuefor its stakeholders than
2、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
3、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 Align
4、ment,People Engagement&People Measurement Systems creates and enhances Enterprise Value.Talent AcquisitionPeople MeasurementEngagementPeople AlignmentClimate TALENT MARKETING VALUE PROPOSITION SEGMENTATION CONSTANT FOCUS ON MARKET DELIVERY OF VALUE PROPOSITIONS.PRODUCT ATTRITION DIFFERENTIATORS FOR
5、GLOBAL CORPORATE Diversity Culture Value Socio Economic Realities Knowledge vs Learning Orientation Leadership Styles Competencies Quality Of Work Life Rewards Opportunities For Growth Company PracticesDIFFERENTIATED ENGAGEMENT DRIVERS:CONCERNS FOR GLOBAL CORPORATES:Local vs global practices Culture
6、 and operating beliefs Laws and Societal Values Forms of Governments Workforce characteristics Business Strategy and Conditions Management Philosophy Labour Market Unions Task Technology WAY FORWARD SOLUTIONS:Driving common Mission,Vision and Values Common Practices Management through Knowledge Tran
7、sfer and Best Practices Ongoing Interactions and Summits Defining a common Manifesto and growth.Business Strategy and Conditions2:INTERNATIONAL RECRUITMENT AND SELECTION2:INTERNATIONAL RECRUITMENT AND SELECTIONECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY MANPOWER ARCHITECTURE:Present and future s
8、hifting natureTooth to tail ratioOutsourcing AlternativesSystems options IDENTIFYING ORGANISATIONS UNIQUE VALUE PROPOSITION National And International TALENT MARKET SEGMENTATION INSIGHTS EMPLOYER BRAND POSITIONINGThinking-Seasoned Judgment Strategic Management Leadership Interpersonal skills Communi
9、cation Self Management Depth and Breadth of Technical and Functional Skills Resource ManagementCOMPETENCY CLARITYThinking-Seasoned Judgment Strategic Management Leadership Interpersonal skills Communication Self Management Depth and Breadth of Technical and Functional Skills Resource ManagementCOMPE
10、TENCY CLARITY SEGMENT-WISE SOURCING PLAN IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES TOTAL REWARD OFFERINGSINTERNATIONAL 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 S
11、ecurity Systems Conveyances Returns Trips Taxation Repatriation INTERNATIONAL ASSESSMENT IDENTIFYING METHODS INTERVIEWS AND CULTURAL/LEGAL REQUIREMENTS PSYCHO METRICS AND CULTURAL IMPLICATIONS DESIGNING ASSESSMENT CENTRESONBOARDING AND ENCULTURIZINGONBOARDING AND ENCULTURIZING“On Boarding”“On Boardi
12、ng”.building sustainable talent advantage.building sustainable talent advantage through Alignment and creating organisation through Alignment and creating organisation valuevalueEnculturisationSocialisationOrientationInductionAssimilation30 days before Joining date10 days before Joining dateFirst we
13、ek of Joining1 month post Joining2/3 months post JoiningEnculturisationOrientationPLACEMENT AND HAND HOLDING Competition Equal Opportunities Laws and Ratios Protections Transfer Abilities Visas and Work Permits Religious ImplicationsLAWS OF LAND Competition Equal Opportunities Laws and Ratios Protec
14、tions Transfer Abilities Visas and Work Permits Religious ImplicationsLAWS OF LAND3:DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMSORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGECOMPETENCIES,LEVELS AND COMMUNICATION FOR TRANSPERANCYDEVELOPMENT AS A VALUE PROPOSITION AND BUILD
15、ING A LINK TO CAREER GROWTHLINKING COMPETENCIES TO CAREER LADDERS Internal/external assessment Interview/performance anchored Performance/potential basesASSEMENT FOR DEVELOPMENT:Internal/external assessment Interview/performance anchored Performance/potential basesASSEMENT FOR DEVELOPMENT:ASSEMENT F
16、OR DEVELOPMENT:KEY TALENT ACCOUNT MANAGEMENT4:MANAGING GLOBALLY DIVERSE WORKFORCE4:MANAGING GLOBALLY DIVERSE WORKFORCEWHY TEAMS HAVING COMMON OBJECTIVES,COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergentRANGE OF DIVERSITY AT NATIONAL LEVELS:Gender diversityReligionRegionalLocalId
17、eologicalFood habitsRural vs UrbanLinguisticEconomicPerspectiveTolerance vs JingoismUnderstanding societyUnderstanding stylesFood habitsTransactional BehaviorsUnderstanding culturesPracticesValues,Beliefs and RitualsINTERNATIONAL DIVERSITY AND ITS DIMENSIONSIdentifying domains of negotiationsDomains
18、 of non negotiationDeveloping Transaction sensitivity to acknowledge and accept the divergence.BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECTBELIEFS AND ETHICS HAVE AN INFLUENCING EFFECTInfluencing Performance Management in an organisation.Influencing Rewards and CompensationInfluencing growth and ca
19、reersInfluencing training and developmentInfluencing work life balanceInfluencing level of commitmentInfluencing Leadership Models and Styles5:HUMAN RESOURCES ISSUES IN5:HUMAN RESOURCES ISSUES INCROSS BORDER MERGERS AND CROSS BORDER MERGERS AND ACQUISITIONSACQUISITIONSHR at the table!Ensuring M&A su
20、ccessRespondents to the 2006“Current State of M&A Integration”surveySource:MERGERS&ACQUISITIONS By Timothy J.GalpinDuring 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 worki
21、ng on integration,the only two things we had in common were that we sold things to customers and expected to be paidDefining.HOW THINGS GET DONE AROUND HEREOrganization Culture is a collective set of patterns observed through individual and group behaviors indicating“how work gets done”in the value
22、creation process.the how of “engaging”people in the process of Value CreationCultural 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 ab
23、out.Replicating the acquiring companys 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 Me
24、rger 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 mergerHarvard Business Review6:EMERGING
25、TRENDS IN EMPLOYEE RELATIONS 6:EMERGING TRENDS IN EMPLOYEE RELATIONS AND EMPLOYEE INVOLVEMENTAND EMPLOYEE INVOLVEMENTTRADE UNION AND ROLECHANGING BUSINESS ENVIRONMENT AND DIMINISHING REPRESENTATIVE ROLEFOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATIONINDUSTRIAL RELATIONS VS DISPUTESWHAT GOES INT
26、O RELATIONS?BLUE COLLARED VS WHITE COLLAREDUNION OF COMPARISION AND WAGE LEVELSUNION AND JOB FLEXIBILITY AND SKILL FORMATIONUNION AND COLLECTIVE BARGAINING PROCESSUNION AND EMPLOYEMENT SECURITYSTRONG UNIONS WITH DEFINED PROCESSESCOMPLIANCE ORIENTED INDUSTRIAL RELATIONSINTEGRATION RELATED EMPLOYEE RELATION ISSUESGRIEVIANCES/DISCIPLINE/CODE OF CONDUCTPARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT