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International Human Resources Strategy

International Human Resources Strategy. Internationale Unternehmensführung Ao. Univ.-Prof. Dr. Josef Windsperger. BIART Sébastien FLAMAND Astrid KAL Ali. Overview. Introduction Emerging markets Knowledge-based view of the firm International staffing strategies Global mindset

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International Human Resources Strategy

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  1. International Human Resources Strategy Internationale Unternehmensführung Ao. Univ.-Prof. Dr. Josef Windsperger BIART Sébastien FLAMAND Astrid KAL Ali

  2. Overview • Introduction • Emerging markets • Knowledge-based view of the firm • International staffing strategies • Global mindset • Model of management staffing strategy for emerging markets • Conclusion • Case study: Gillette

  3. Introduction - 1 • Globalization  4 drivers : • Market Drivers • Cost Drivers • Competitive Drivers • Government Drivers

  4. Introduction - 2  Need for completely new competitive differentiation  Importance of development and retention of globally efficient managers • SIHRM = Strategic International Human Resources Management

  5. Emerging markets • Emerging markets • Characteristics : • Low level of economic development • Rapidly expanding population • Acceptable opportunity / risk ratio • Example : Mexico, Poland, China, etc.

  6. Knowledge-based view • Main barrier to knowledge transfer • Firm = institution for integrating knowledge • Development by selecting and retaining global managers with : • Local social knowledge of emerging markets • Understanding of the global objectives of the organization

  7. International staffing strategies • 3 kinds of approach : • Ethnocentric • Polycentric • Geocentric

  8. Ethnocentric approach • Tight control of HQ • Key positions filled by PCNs • Drawbacks : • Slow adaptation of PCNs • Limited promotion opportunities for HCNs • PCNs not always cultural sensitive

  9. Polycentric approach • Scattered control through different HQs • HCNs are recruited to manage foreign subsidiaries • Drawbacks : • Loss of control • Limited opportunities for HCNs to gain experience outside of their own country

  10. Geocentric approach • Best people for key jobs, regardless of nationality • Development of a pool of senior international managers • Reduces identification of managers with subsidiary units

  11. Global mindset • It a way of being rather than a set of skills • It means the ability to scan the world from a broad perspective • Need for knowledge and skills to sustain and develop it !

  12. Managerial mindsets • The defender • The explorer • The controller • The integrator

  13. Model of management staffing strategy • Analyse of the contextual factors influencing the staffing choices • Based on knowledge-based view of the firm • Consists of 4 propositions

  14. The model RELEVANCE OF THE CONTEXT OF HOST COUNTRY IN EMERGING MARKETS Equivocality of subsidiarity Performance goals CONTROL VARIABLES Industry structure, MNC structure, Etc. Economic level difference Cultural distance Variability Percieved Value of Taciteness of Local Country Knowledge Value-Adding Staffing Choices For Emerging Markets Firm global HRM orientation (i.e. Geocentric Global Mind-Set) Expatriate HCN Teachability TCN Codifiability Complexity Inpatriate

  15. Proposition 1 The degree of the firm’s geocentric strategic HRM orientation will be positively related to the perceived value of tacit local knowledge for the firm’s strategy in emerging markets

  16. The model RELEVANCE OF THE CONTEXT OF HOST COUNTRY IN EMERGING MARKETS Equivocality of subsidiarity Performance goals CONTROL VARIABLES Industry structure, MNC structure, Etc. Economic level difference Cultural distance Variability Percieved Value of Taciteness of Local Country Knowledge Value-Adding Staffing Choices For Emerging Markets Firm global HRM orientation (i.e. Geocentric Global Mind-Set) Expatriate HCN Teachability TCN Codifiability Complexity Inpatriate

  17. Proposition 2 • Low difference in economic development and low cultural distance between home and host countries will increase the association between the firm’s TMT’s global mindset and the perceived value of the tacit local knowledge. • High difference in economic development and high cultural distance between home and host countries will reduce the association between the firm’s TMT’s global mindset and the perceived value of the tacit local knowledge.

  18. The model RELEVANCE OF THE CONTEXT OF HOST COUNTRY IN EMERGING MARKETS Equivocality of subsidiarity Performance goals CONTROL VARIABLES Industry structure, MNC structure, Etc. Economic level difference Cultural distance Variability Percieved Value of Taciteness of Local Country Knowledge Value-Adding Staffing Choices For Emerging Markets Firm global HRM orientation (i.e. Geocentric Global Mind-Set) Expatriate HCN Teachability TCN Codifiability Complexity Inpatriate

  19. Proposition 3 In emerging markets, equivocality of subsidiary goals to corporate management is positively related to the perceived value of tacit local knowledge for the firm.

  20. The model RELEVANCE OF THE CONTEXT OF HOST COUNTRY IN EMERGING MARKETS Equivocality of subsidiarity Performance goals CONTROL VARIABLES Industry structure, MNC structure, Etc. Economic level difference Cultural distance Variability Percieved Value of Taciteness of Local Country Knowledge Value-Adding Staffing Choices For Emerging Markets Firm global HRM orientation (i.e. Geocentric Global Mind-Set) Expatriate HCN Teachability TCN Codifiability Complexity Inpatriate

  21. Proposition 4 • If the value of the local tacit knowledge is perceived as high by the firm management, then the preferred management staffing strategy in emerging markets will be impatriation • If the value of the local tacit knowledge is perceived as low by the firm management, then the preferred management staffing strategy in emerging markets will be expatriation

  22. The model RELEVANCE OF THE CONTEXT OF HOST COUNTRY IN EMERGING MARKETS Equivocality of subsidiarity Performance goals CONTROL VARIABLES Industry structure, MNC structure, Etc. Economic level difference Cultural distance Variability Percieved Value of Taciteness of Local Country Knowledge Value-Adding Staffing Choices For Emerging Markets Firm global HRM orientation (i.e. Geocentric Global Mind-Set) Expatriate HCN Teachability TCN Codifiability Complexity Inpatriate

  23. Value-adding staffing choices (1) • Expatriates: • cost/failure/performance records • are questionable • Reintegration problems • Dual-career couple (women…)

  24. Value-adding staffing choices (2) • Inpatriates: • linking-pin role between headquarters and the foreign subsidiary . • provide valuable specialized knowledge input about HR function in emerging markets • provide mentoring to high potential managers from emerging host country nations to insure a succession plan • BUT must not be viewed as peripheral but as a part of the core global management team

  25. Value-adding staffing choices

  26. Conclusion • Globalization strategy = insure an adequate number of qualified global managers • Inpatriation fulfils the need for social knowledge in global decision making • Concept should be adapted to particular situation

  27. Case study Gillette’s Prescription for International Business Success : In-House Training and Expat Experience

  28. Background on Gillette • Multinational company (57 manufactures in 28 countries) • 90 years of international experience • Divisions / Geographic groups • Regiocentric approach to international managementregiocentric approach to international management

  29. International HR strategy “ One of my key objectives is to identify, recruit and develop competent managers. I am confident that these good people will generate a flow of business growth and profits for the future. ” - Dieu Eng Seng, Vice-President Asia Pacific

  30. Key Strategies • International Trainee Program • Development through expatriate experience

  31. International Trainee Program • Program launched in 1983 • “Inpatriation” of students from subsidiary countries • 18 months of training at regional headquarter (Boston, London or Singapore)

  32. ITP : 3 main objectives • Personal development • Better communication between headquarters and subsidiaries • Emergence of a new breed of multilingual, open-minded global managers

  33. Development trough expatriate experience • Hiring and assigning foreign nationals to staff operations not only in their home countries but around the world • They teach and develop other potential managers within the organization (next generation…)

  34. Conclusion • Inpatriate concept adapted in the future • Increasing transferability of management

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