国际人力资源管理英

1、International Human Resources Management (Pune, August 08, 2009)精选pptHUMAN RESOURCES IN A COMPARATIVE PERSPECTIVE精选pptPURPOSE OF BUSINESSVALUE CREATION :Proactive Management Actions which generate enhances sustainable valuefor its stakeholders than what existed before by adding either to itscapabili

2、ties 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 andGovernance processes.精选ppt HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR TALENT ARBITRAGE 精选pptONE UNIQU

3、E CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR.精选pptRole of HR in Value Creation Ensure that there exists a positive facilitative and encouraging climate for the value creation process. Ensure through programs, systems & process that Talent Acquisition, People Alignment, People Engagement & Peop

4、le Measurement Systems creates and enhances Enterprise Value.Talent AcquisitionPeople MeasurementEngagementPeople AlignmentClimate精选ppt TALENT MARKETING VALUE PROPOSITION SEGMENTATION CONSTANT FOCUS ON MARKET DELIVERY OF VALUE PROPOSITIONS . PRODUCT ATTRITION DIFFERENTIATORS FOR GLOBAL CORPORATE Div

5、ersity Culture Value Socio Economic Realities Knowledge vs Learning Orientation精选ppt Leadership Styles Competencies Quality Of Work Life Rewards Opportunities For Growth Company PracticesDIFFERENTIATED ENGAGEMENT DRIVERS:精选pptCONCERNS FOR GLOBAL CORPORATES: Local vs global practices Culture and oper

6、ating beliefs Laws and Societal Values Forms of Governments Workforce characteristics Business Strategy and Conditions Management Philosophy Labour Market Unions Task Technology精选pptWAY FORWARD SOLUTIONS : Driving common Mission, Vision and Values Common Practices Management through Knowledge Transf

7、er and Best Practices Ongoing Interactions and Summits Defining a common Manifesto and growth. Business Strategy and Conditions精选ppt2 : INTERNATIONAL RECRUITMENT AND SELECTION精选pptECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY 精选pptMANPOWER ARCHITECTURE: Present and future shifting natureTooth to t

8、ail ratioOutsourcing AlternativesSystems options精选ppt IDENTIFYING ORGANISATIONS UNIQUE VALUE PROPOSITION National And International TALENT MARKET SEGMENTATION INSIGHTS EMPLOYER BRAND POSITIONING精选pptThinking - Seasoned Judgment Strategic Management Leadership Interpersonal skills Communication Self

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

10、ITY精选ppt SEGMENT -WISE SOURCING PLAN IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES TOTAL REWARD OFFERINGS精选pptINTERNATIONAL COMPENSATION PLANNING Need For Structured Model And Program COLI Housing As A Factor Education As A Factor Health / Medical Plan And Insurances. Hardship Locations Soci

11、al Security Systems Conveyances Returns Trips Taxation Repatriation精选ppt INTERNATIONAL ASSESSMENT IDENTIFYING METHODS INTERVIEWS AND CULTURAL / LEGAL REQUIREMENTS PSYCHO METRICS AND CULTURAL IMPLICATIONS DESIGNING ASSESSMENT CENTRES精选pptONBOARDING AND ENCULTURIZING“On Boarding”.building sustainable

12、talent advantage through Alignment and creating organisation valueEnculturisationSocialisationOrientationInductionAssimilation30 days before Joining date10 days before Joining dateFirst week of Joining1 month post Joining2/3 months post JoiningEnculturisationOrientation精选pptPLACEMENT AND HAND HOLDIN

13、G精选ppt Competition Equal Opportunities Laws and Ratios Protections Transfer 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 LAND精选ppt3: DEVELOPING I

14、NTERNATIONAL STAFF AND MULTINATIONAL TEAMS精选pptORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGE精选pptCOMPETENCIES , LEVELS AND COMMUNICATION FOR TRANSPERANCY精选pptDEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTH精选pptLINKING COMPETENCIES TO CAREER LADDERS精选ppt Int

15、ernal / external assessment Interview / performance anchored Performance / potential basesASSEMENT FOR DEVELOPMENT: Internal / external assessment Interview / performance anchored Performance / potential basesASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:精选pptKEY TALENT ACCOUNT MANAGEMENT精选ppt4:

16、 MANAGING GLOBALLY DIVERSE WORKFORCE精选pptWHY TEAMS HAVING COMMON OBJECTIVES, COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergent精选pptRANGE OF DIVERSITY AT NATIONAL LEVELS:Gender diversityReligionRegionalLocalIdeologicalFood habitsRural vs UrbanLinguisticEconomicPerspectiveToleranc

17、e vs Jingoism精选pptUnderstanding societyUnderstanding stylesFood habitsTransactional BehaviorsUnderstanding culturesPracticesValues, Beliefs and RitualsINTERNATIONAL DIVERSITY AND ITS DIMENSIONS精选pptIdentifying domains of negotiationsDomains of non negotiationDeveloping Transaction sensitivity to ack

18、nowledge and accept the divergence.精选pptBELIEFS AND ETHICS HAVE AN INFLUENCING EFFECTInfluencing Performance Management in an organisation.Influencing Rewards and CompensationInfluencing growth and careersInfluencing training and developmentInfluencing work life balanceInfluencing level of commitmen

19、tInfluencing Leadership Models and Styles精选ppt5 : HUMAN RESOURCES ISSUES INCROSS BORDER MERGERS AND ACQUISITIONS精选pptHR at the table! Ensuring M&A success精选pptRespondents to the 2006 “Current State of M&A Integration” surveySource: MERGERS & ACQUISITIONS By Timothy J. GalpinDuring a recent acquisiti

20、on, 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精选pptDefining. HOW TH

21、INGS 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 Creation精选pptCultural Integration is about . Adopting a com

22、mon 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 thi

23、ngs by COPYING policies and practices Insensitive imposition of artifacts and external manifestations of culture Imposing or merely replicating policies, slogans, brands 精选pptThe 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 dynami