1 International Human Resources Management (Pune, August 08, 2009) 2 HUMAN RESOURCES IN A COMPARATIVE PERSPECTIVE 3 PURPOSE OF BUSINESS VALUE CREATION : Proactive Management Actions which generate enhances sustainable value for its stakeholders than what existed before by adding either to its capabilities 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 and Governance processes. 4 HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR TALENT ARBITRAGE 5 ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR. 6 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 Alignment, People Engagement & People Measurement Systems creates and enhances Enterprise Value. Climate 7 TALENT MARKETING VALUE PROPOSITION SEGMENTATION CONSTANT FOCUS ON MARKET DELIVERY OF VALUE PROPOSITIONS . PRODUCT ATTRITION DIFFERENTIATORS FOR GLOBAL CORPORATE Diversity Culture Value Socio Economic Realities Knowledge vs Learning Orientation 8 Leadership Styles Competencies Quality Of Work Life Rewards Opportunities For Growth Company Practices DIFFERENTIATED ENGAGEMENT DRIVERS: 9 CONCERNS FOR GLOBAL CORPORATES: Local vs global practices Culture and operating beliefs Laws and Societal Values Forms of Governments Workforce characteristics Business Strategy and Conditions Management Philosophy Labour Market Unions Task Technology 10 WAY FORWARD SOLUTIONS : Driving common Mission, Vision and Values Common Practices Management through Knowledge Transfer and Best Practices Ongoing Interactions and Summits Defining a common Manifesto and growth. Business Strategy and Conditions 11 2 : INTERNATIONAL RECRUITMENT AND SELECTION 12 ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY 13 MANPOWER ARCHITECTURE: Present and future shifting nature Tooth to tail ratio Outsourcing Alternatives Systems options 14 IDENTIFYING ORGANISATIONS UNIQUE VALUE PROPOSITION National And International TALENT MARKET SEGMENTATION INSIGHTS EMPLOYER BRAND POSITIONING 15 Thinking - Seasoned Judgment Strategic Management Leadership Interpersonal skills Communication Self Management Depth and Breadth of Technical and Functional Skills Resource Management COMPETENCY CLARITY Thinki udgment Communication Resource Management 16 SEGMENT -WISE SOURCING PLAN IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES TOTAL REWARD OFFERINGS 17 INTERNATIONAL 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 Security Systems Conveyances Returns Trips Taxation Repatriation 18 INTERNATIONAL ASSESSMENT IDENTIFYING METHODS INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS PSYCHO METRICS AND CULTURAL IMPLICATIONS DESIGNING ASSESSMENT CENTRES 19 ONBOARDING AND ENCULTURIZING “On Boarding” .building sustainable talent advantage through Alignment and creating organisation value Enculturisation Socialisation Orientation Induction Assimilation 30 days before Joining date 10 days before Joining date First week of Joining 1 month post Joining 2/3 months post Joining 20 PLACEMENT AND HAND HOLDING 21 Competition Equal Opportunities Laws and Ratios Protections Transfer Abilities Visas and Work Permits Religious Implications LAWS OF LAND 22 3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS 23 ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGE 24 COMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY 25 DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTH 26 LINKING COMPETENCIES TO CAREER LADDERS 27 Internal / external assessment Interview / performance anchored Performance / potential bases ASSEMENT FOR DEVELOPMENT: 28 KEY TALENT ACCOUNT MANAGEMENT 29 4: MANAGING GLOBALLY DIVERSE WORKFORCE 30 WHY TEAMS HAVING COMMON OBJECTIVES, COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergent 31 RANGE OF DIVERSITY AT NATIONAL LEVELS: Gender diversity Religion Regional Local Ideological Food habits Rural vs Urban Linguistic Economic Perspective Tolerance vs Jingoism 32 Understanding society Understanding styles Food habits Transactional Behaviors Understanding cultures Practices Values, Beliefs and Rituals INTERNATIONAL DIVERSITY AND ITS DIMENSIONS 33 Identifying domains of negotiations Domains of non negotiation Developing Transaction sensitivity to acknowledge and accept the divergence. 34 BELIEFS AND ETHICS HAVE AN INFLUENCING EFFECT Influencing Performance Management in an organisation. Influencing Rewards and Compensation Influencing growth and careers Influencing training and development Influencing work life balance Influencing level of commitment Influencing Leadership Models and Styles 35 5 : HUMAN RESOURCES ISSUES IN CROSS BORDER MERGERS AND ACQUISITIONS 36 HR at the table! Ensuring M&A success 37 Respondents to the 2006 “Current State of M&A Integration” survey Source: MERGERS & ACQUISITIONS By Timothy J. Galpin During 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 working on integration, the only two things we had in common were that we sold things to customers and expected to be paid 38 Defining. HOW THINGS GET DONE AROUND HERE Organization Culture is a collective set of patterns observed through individual and group behaviors indicating “how work gets done” in the value creation process .the how of “engaging” people in the process of Value Creation 39 Cultural 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 about. 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 40 The typical Merger 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 merger Harvard Business Review 41 6: EMERGING TRENDS IN EMPLOYEE RELATIONS AND EMPLOYEE INVOLVEMENT 42 TRADE UNION AND ROLE 43 CHANGING BUSINESS ENVIRONMENT AND DIMINISHING REPRESENTATIVE ROLE 44 FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION 45 INDUSTRIAL RELATIONS VS DISPUTES 46 WHAT GOES INTO RELATIONS? 47 BLUE COLLARED VS WHITE COLLARED 48 UNION OF COMPARISION AND WAGE LEVELS 49 UNION AND JOB FLEXIBILITY AND SKILL FORMATION 50 UNION AND COLLECTIVE BARGAINING PROCESS 51 UNION AND EMPLOYEMENT SECURITY 52 STRONG UNIONS WITH DEFINED PROCESSES 53 COMPLIANCE ORIENTED INDUSTRIAL RELATIONS 54 INTEGRATION RELATED EMPLOYEE RELATION ISSUES 55 GRIEVIANCES / DISCIPLINE / CODE OF CONDUCT 56 PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT。