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Ch. 13 Managing HR Globally

Human Resource Management
by

Jesse Hironaga

on 20 March 2013

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Transcript of Ch. 13 Managing HR Globally

Special Issues in Human Resource Management Ch. 13 Managing HR Globally Jefferson Okada
Jesse Hironaga
Chihiro Yamamoto
Tony Rong
Dudley Chen HR and the Internationalization of Business The Human Resource Challenges of International Business Deployment
Getting the right people skills to where we need them, regardless of geographic Location
Knowledge and Innovation Dissemination
Spreading state-of-the-art knowledge and practices throughout the company, regardless of where they originate
Identifying and developing talent on a global basis
Identifying the firm's top talent, and developing their abilities What is International Human Resource Management? The human resource Management concepts and techniques employers use to manage the human resource challenges of their international operations International Human Resource Management (IHRM) Three Main Topics to focus on 1. Managing human resources in global companies
2. Managing Expatriate employees
3. Comparing human resource management practices in a variety of different countries How Intercountry Differences Affect Human Resources Management *Cultural Factors Assertiveness
Future Orientation
Performance Orientation
Humane Orientation *Legal and Political Factors Works councils
Co-determination *Economic Systems Improving International Assignments Through Selection International Staffing
Selecting International Managers
Making Expatriates Successful
How to avoid International assignments failure International Staffing International Staffing (1 of 4) Expatriates
Host country nationals/locals
Third-country nationals International Staffing (2 of 4) Why Local? Why Expats? Cost
Regulation
Politics No qualified candidates available
Top manager development
Control
Avoid future competitor International Staffing (3 of 4) *Other Solutions Hybrid Solution
Offshoring
Less job opportunities for citizen workers?
Jack in the Box's drive thru International Staffing (4 of 4) *Values and International Staffing Policy Ethnocentric
Polycentric
Geocentric Selecting International Managers Testing (Figure 13.1)
Realistic Previews
Adaptability Screening
The Coffee Machine System Making Expatriates Successful Avoid International Assignments Failure Selection
Training
Reducing typical expat problems Helping spouses get jobs abroad
Provide ongoing support How to avoid International Assignments Failure Clues from a study of 750 U.S., European, and Japanese companies Global leadership development
Cross-Cultural abilities
Deliberate repatriation process Personality
Stable and Dynamic traits
Family Pressures Training and Maintaining International Employees Orienting and Training Employees on International Assignment *Cross Cultural Training


*Other Expatriate Training *Training Employees Abroad


*Trends International Compensation The Balance Sheet Approach
Intercountry Cost Differences
Incentives
Establishing a Global Pay System Performance Appraisal of International Managers Complications in performance Appraisals: Cultural differences
Who does the Appraisal Suggestions for improvement: 1. Adapt the performance criteria to the local job and situation.
2. Weigh evaluations more toward the on-site manager's appraisal.
3. Have home-office manager use former expatriate from same location for advice. Safety and Fair Treatment Abroad *Terrorism *Business Travel Repatriation : Problems and Solutions 40% - 60% of employees sent abroad will quit within 3 years.
Steps in repatriation: Firm matches the expat and his/her family with a psychologist trained in repatriation issues

Make sure employee is still “in the loop” with what's happening back at home office.

When it's time for expat employee and his/her family to return, there's a formal repatriation service. 1)


2)


3) How To Implement a Global HR System Develop a more effective Global HR System
Make global HR Systems more acceptable
Implementing the Global HR System
Improve Productivity through HRIS: Taking HRIS Global Develop a More Effective System -Form Global HR Networks Make HR managers feel a part of a global team.Create a network of partners(HR managers) globally to use for support, organizational local activities, etc, and to help you better understand their own system and challenges.Treat local HR managers as equal partners to help develop new HR systems. -Standardize ends and competencies rather than specific methods Ex: IBM uses a more or less standardized recruitment and selection process worldwide. However, “ details such as who conducts the interview(hiring manager vs. recruiter) or whether the prescreen is by phone or in person, differ by country." Make the System More Acceptable True Global Organizations find it easier to install global systems Investigate pressures to differentiate and determine their legitimacy Try to work within the context of a strong corporate culture Require managers to work on global teams, identify, recruit, and place employees globally. Assess local culture or differences that undermine the new system. Be knowledgeable about local legal issues and be willing to differentiate if necessary. Easier to obtain agreement among employees Implementation - Two Best Practices You can't communicate enough Dedicate adequate resources Need for constant contact with decision makers in each country and those implementing and using the system. If new procedures are made, don’t make it required unless adequate resources are allocated. Improve Productivity and Taking HRIS Global Expand HRIS to include firms operation abroad Compile Employee Information Test results
Appraisal ratings
Training MyHRIS www.nuviewinc.com
Internet based system
World wide access
Includes HR and Benefits administration
Applicant tracking and resume scanning
Training
Succession planning and development
Built in reports such as termination or open positions Ex: Time Warner lets employee self manage their benefits, compensation planning, etc online HR and the Internalization of Business
Improving International Assignments Through Selection
Training and Maintaining International Employees
How to Implement a Global HR System The Expert Expat
Chapter 1 Getting the Information and Support You Need

Chapter 2 Learning the Local Language

Chapter 3 Managing Your Move Chapter 4 Crossing Cultures Successfully

Chapter 5 Moving Children Overseas

Chapter 6 Moving Pets Overseas Chapter 7 Adapting to Your New Environment

Chapter 8 Staying Safe, Secure, and Healthy

Chapter 9 Special Issues for Spouses Abroad

Chapter 10 Keeping in Touch . . . and Moving On Work Cited, Sources http://4.bp.blogspot.com/-yZoENPQJPVU/UPrvKogGdHI/AAAAAAAAAfU/mSsw6HzG9w0/s200/expat_02.jpg
http://www.talent-fishers.com/pics/worldmapsourcing.gif
http://www.miratelinc.com/blog/jack-in-the-box-drive-through-order-travels-11000-miles/
http://ripsolutionsltd.com/data/thumbnails4/office_kitchen.jpghttp://mydecorative.com/wp-content/uploads/2013/02/modern-office-design.jpg
Hess, Melissa & Brayer Linderman, Patricia. Expert Expat : Your Guide to Successful Relocation Abroad; Moving, Living, Thriving. Publisher: Intercultural Press. Location: Yarmouth, ME, USA. Date Published: 2007. Language: en
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