国际人力资源管理英文ppt课件

1、PURPOSE OF BUSINESSVALUE CREATION :Proactive Management Actions which generate enhances sustainable valuefor its stakeholders than what existed before by adding either to itscapabilities or gainig competitive market dvantage , enhances portfolio,advances technological know how , introduction of new

2、management processes and practices or by Adding to its corporate management andGovernance processes. HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR TALENT ARBITRAGE ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR.Role of HR in Value Creation Ensure that there exists a positive facilitative

3、 and encouraging climate for the value creation process. Ensure through programs, systems & process that Talent Acquisition, People Alignment, People Engagement & People Measurement Systems creates and enhances Enterprise Value.Talent AcquisitionPeople MeasurementEngagementPeople AlignmentCl

4、imate 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 Leadership Styles Competencies Quality Of Work Lif

5、e Rewards Opportunities For Growth Company PracticesDIFFERENTIATED ENGAGEMENT DRIVERS: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

6、 Labour Market Unions Task TechnologyWAY 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 ConditionsECONOMIC SCANNING

7、AND ORGANISATIONAL CAPABILITY MANPOWER ARCHITECTURE: Present and future shifting natureTooth to tail ratioOutsourcing AlternativesSystems options IDENTIFYING ORGANISATIONS UNIQUE VALUE PROPOSITION National And International TALENT MARKET SEGMENTATION INSIGHTS EMPLOYER BRAND POSITIONINGThinking - Sea

8、soned Judgment Strategic Management Leadership Interpersonal skills Communication Self Management Depth and Breadth of Technical and Functional Skills Resource ManagementCOMPETENCY CLARITYThinking - Seasoned Judgment Strategic Management Leadership Interpersonal skills Communication Self Management

9、Depth and Breadth of Technical and Functional Skills Resource ManagementCOMPETENCY 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 Educat

10、ion As A Factor Health / Medical Plan And Insurances. Hardship Locations Social Security Systems Conveyances Returns Trips Taxation Repatriation INTERNATIONAL ASSESSMENT IDENTIFYING METHODS INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS PSYCHO METRICS AND CULTURAL IMPLICATIONS DESIGNING ASSESSMENT CEN

11、TRESEnculturisationSocialisationOrientationInductionAssimilation30 days before Joining date10 days before Joining dateFirst week of Joining1 month post Joining2/3 months post JoiningEnculturisationOrientationPLACEMENT AND HAND HOLDING Competition Equal Opportunities Laws and Ratios Protections Trans

12、fer Abilities Visas and Work Permits Religious ImplicationsLAWS OF LAND Competition Equal Opportunities Laws and Ratios Protections Transfer Abilities Visas and Work Permits Religious ImplicationsLAWS OF LAND3: DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMSORGANISATION CAPABILTY AND BUILDING

13、 A BODY OF BUSINESS KNOWLEDGECOMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCYDEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTHLINKING COMPETENCIES TO CAREER LADDERS Internal / external assessment Interview / performance anchored Performance / potential basesASSEMENT FOR

14、 DEVELOPMENT: Internal / external assessment Interview / performance anchored Performance / potential basesASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:KEY TALENT ACCOUNT MANAGEMENTWHY TEAMS HAVING COMMON OBJECTIVES, COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergentRANGE OF

15、 DIVERSITY AT NATIONAL LEVELS:Gender diversityReligionRegionalLocalIdeologicalFood habitsRural vs UrbanLinguisticEconomicPerspectiveTolerance vs JingoismUnderstanding societyUnderstanding stylesFood habitsTransactional BehaviorsUnderstanding culturesPracticesValues, Beliefs and RitualsINTERNATIONAL

16、DIVERSITY AND ITS DIMENSIONSIdentifying domains of negotiationsDomains of non negotiationDeveloping Transaction sensitivity to acknowledge and accept the divergence.Influencing Performance Management in an organisation.Influencing Rewards and CompensationInfluencing growth and careersInfluencing tra

17、ining and developmentInfluencing work life balanceInfluencing level of commitmentInfluencing Leadership Models and StylesHR at the table! Ensuring M&A successRespondents to the 2019 “Current State of M&A Integration surveySource: MERGERS & ACQUISITIONS By Timothy J. GalpinDuring a recent

18、 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 paidDefining. H

19、OW 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 creation process.the how of “engaging people in the process of Value CreationCultural Integration is about . Adopting a commo

20、n 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

21、 by COPYING policies and practices Insensitive imposition of artifacts and external manifestations of culture Imposing or merely replicating policies, slogans, brands 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 t