HUMAN RESOURCE FUNCTION. MGT 352. What is Human Resource Management.
HUMAN RESOURCEFUNCTION MGT 352
What is Human Resource Management As a field it is about: the understanding, researching, applying and revising all human resource activities in their internal and external contexts as they impact the process of managing human resources in enterprises throughout the global environment to enhance the experience of multiple stakeholders, including investors, customers, employees, partners, suppliers, environment, and society.
Forms of International HRM • Operation of parent-country firms • Operation of foreign firms in the home country • Operation of Third party nationals • Employment of foreign citizens (or recent immigrants and/or their families
DIFFERENCES BETWEEN DOMESTIC AND INTERNATIONAL HRM • Responsibility for greater number of activities • Need for greater level of expertise • e.g. employment laws • Necessity for closer involvement with employees (e.g. expatriate families • Greatly expanded and different mix of employees • Having to deal with more external influences • Having to face greater exposure to problems and difficulties
REASONS FOR MNE’S TRANSFERRING PERSONNEL ACROSS COUNTRIES • To establish a new facility • For technical and functional expertise • For employee development “Contingent on the stage of corporate development”
FIRM EVOLUTION ISSUES Developed MNE’s New International Activities
Selection Process What Should You Be Looking For?
STRATEGIC NEEDS NATURE OF NEEDS EMPLOYEE DEVELOPMENT (SUCCESSION)
Selection Decisions • Maturity of the Candidate • Ability to Handle Foreign Language • Possession of a Favorable Outlook for a Foreign Assignment • Possessing Appropriate Personal Characteristics
Criteria For Selection • Job suitability • Cultural Adaptability • Desire for Foreign Assignment • Profiles For A Successful Foreign Assignment
Challenges to Successful Selection • Language • Cultural Translator (boundary spanner) • Gender • Family • Lifestyle • Career Development
IT IS NOT EASY • ASSUMPTIONS FROM HEADQUARTERS • IN TIGHT TIMES EXECUTIVES DO NOT VALUE TRAINING • IT IS ASSUMED WHAT IS DONE “HERE” SHOULD BE DONE ELSEWHERE
SEVEN IMPERATIVES ASKEY TO GLOBAL LEARNING • Think and Act Globally • Become an Equidistant Global Learning Organization • Focus on the Global System - Not Its Parts • Develop Global Leadership Skills • Empower Teams to Create a Global Future • Make Learning a Core Competence • Regularly Reinvent Yourself and the Global Organization
Key Questions To Consider When Developing Training Programs • Who should deliver training – local or independent? • How should the training be delivered? • Who should development training – headquarters, subsidiary or joint venture? • What are the effects of language differences? • Should training be exported from headquarters? • Should training programs for PCN,HCN,TCN be different? • How does an MNE adapt a training program to different countries/cultures?