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he Maersk Company limited is one of the renowned company that basically

known for their shipping business. The company started their journey on the
22 March in 1951 in London. This company basically sat on the board by Mr.
A.P Moller who was one of the directors of the company and Danish Ship
Owner.


The Maersk Companys first association was doing by the then Managing
Director Mr. P.D. Proctor with the help of three members of staff. Between
June November
1976, the company
obtained its first four
vessels that known
as Maersk Pacer,
Maersk Piper,
Maersk Plotter and
Maersk Puncher.


In the year 1999 the
company acquired
the UK agency
business of Sealand
Service Inc. and the
company holding the
business of shipping called Chesham Containerships Limited. On the other
hand, the company Sealand Inc. combining with the corporation Maersk Line
to make it stronger for the further business.


aersk Sealand is worlds one of the most prominent shipping liner
companies that committed to its all customers to give their best through
serving internationally. This company has more than 300 container vessels
and 950,000 containers to serve their customers like international level. They
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have feeder vessels, trucks and dedicated trains to give world class service to
their customer conveniently.


On the other hand, Maersk Logistics is also one of the legendary leaders in
the worldwide logistic market. It basically endow with converted solution for
incorporated contribute chain management, warehousing and distribution and
sea and airfreight transport. This company has over 4.500 personnel in over
200 offices in more than 70 countries in the whole world. Accumulate both
entities has more than 60,000 employees in more than 125 countries around
the world.


Beside these, the company is slot in the devise and looking for oil and gas,
shipbuilding, aviation, industry, supermarket and IT sector. But above all, they
are best in the shipping sector as they deliver world class service to their
clients.


s Maersksealand is one of the high-flying shipping companies in the world
and doing business in almost all major countries, so Bangladesh is also
included in their business directory. The company started their business since
1985 and passed already more than 15 years in serving Bangladeshi people.


Maersk Sealand acquired their area office in the most prominent three cities in
Bangladesh called Dhaka, Chittagong and Khulna. The foremost goods they
send overseas are the readymade garments and frozen seafood. Now in
Bangladesh it is one of the best shipping companies and outsized carrier to
carry for various deals since 90s.

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Basically Maersk Sealand started their business in Bangladesh through local
agents in 1985 and build Maersk Bangladesh Ltd under joint partnership
concurrence. On the other hand, local agents shifted their business
possession to Maersk. Till now they are doing their business with great effort
and made it Bangladeshs one of the biggest and successful shipping
companies.


aersk Sealand captures the most prominent sector for shipping in
Bangladesh at this instant. They basically are doing their business in three
major cities in Bangladesh and known as Dhaka, Chittagong and Khulna port.
These three ports are used in different purpose of their business.


Maersk Sealand is doing their business in ICD, Kamalapur (Dhaka) to
Chittagong by train service that is connected by third party feeder
vessels.
For convoying shipment local rules are required for the customers. And
so on.



Maersk Sealand
maintains some
official procedure
and formalities in
export system. It
helps both the
company and the
customers to get
the goods or
products timely
as they needed.
The things that
they retain
formalities are-
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For goods, there is no rules and regulation that the customers have to
uphold.
Regarding weight or load, customers have to maintain some
measurement while they receive service from Maersk Sealand. So
upper limit is 24 mts /20 dry container & 30 mts / 40 dry container.
Documentation or bill of leading clause or other paper work has some
restriction. There has a rule that bill of leading have to be relegated to
home banks. Only foreign companies are out of these rules.
They do not have any customer treatment as they serve equal to every
customers.

These are the rules that customers have to maintain during acquire service
from Maersk Sealand for export products or goods.




mport service has also some laws that customers have to follow strictly. It
basically helps Maersk Sealands customers to import necessary commodities
as their need.



There are also some formalities observing import service of Maersk Sealand.
Regarding commodity, there are some restrictions in import system.
Like risky and harmful load has some rules; cement, fertilizer, tin plates
or similar types of iron metals, tire cords etc have some rules and so
on.
Regarding weight or load, customers have to maintain some weight
limitation like gross weight of 24/30 mts for 20 / 40.
Exceptional load also have some restriction like Reefer, OOG cargo or
45` container are not permit to enter into Dhaka. On the other hand,
risky cargo can be imported in 20` containers.
For customer requirements there are many restrictions. Like products
fully let off from customs duty; goods must be imported under
connection of warehouse; products imported as respite under
government; products imported under non-tourist luggage; corporations
certified for some supervision and many other rules.

Besides all these, for food items radiation certificate is compulsory as the
Chittagong port denies to give permission for discharge.

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s Maersk Sealand is one of the well-known companies in shipping line, so
they have a strong Human Resource Policy. It makes the working
environment of the company most energetic. The entire labor force is working
under one assignment for achieving the target goal.


There are diverse concerns in Maersk Sealand to take for endowment
regarding some HR related matters like training, selecting and performance
appraisal. The company has some policy regarding these issues. The entire
HR department had faced extreme confronts to implement all these and they
are doing well in all these factors.



The company follows some various phases regarding the training of the entire
employees of the company. They basically follow-
o Pre-departure training program
o M.I.S.E. program
o IT knowledge including Office program

The company has some approaches regarding training system that apply
through Human Resource Department. The approaches are:
Developing International staff and Multinational Team
Individual Career Development- M.I.S.E. program
Process of recruitment and selection
Staffing approach- Geocentric
Staffing issues
Equal Employment Opportunity Issues



aersk Sealand has proper recruitment and selection process and they
believe that appropriateness of a contender cannot judge individually through
assessment, ranking and a written application. But the foremost part is the
individual thought at the back to the paper work.
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The system of the recruitment and selection process that the company follows
is computer networking system which provides computer programming and
applications in various ways. Each person who has the requirement that is
formally required for a certain position can expect to be invited to a personal
interview in the Human Resource Department.


Enrollment approach:

aersk Sealand has strong HR practices that make the company successful
in doing their business over 125 countries as well as attain their required
ambition. They follow some staffing approaches that blessed them through
many ways:
A transnational firm to enlarge an intercontinental administrative team and it
conquers the alliance downside of the polycentric approach. Geocentric
approach gives the company some advantages that help them to do their
business fittingly.
Global understanding is a circumstance for triumph in top arrangement
Executives with soaring prospective and aspiration for advertising are
persistently ready to be relocated from one country to another
Capable and portable executives have an open temperament and high
compliance to dissimilar circumstances in their diverse obligation
Those not blessed initially with an open disposition and high
adaptability can acquire these qualities as their experience abroad
accumulates


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he company follows some staffing issues that help them to select employees
for the company.


Diverse population faction
MAERSK SEALAND basically follows geocentric approaches that mean it
operates the best people for the key jobs throughout the organization. So
managers are being selected from PCN (parent country national), TCN (Third
Country national) and HCN (host country national) based on the eligibility for
the post.


Assortment of recruits
It is the process of choosing deportee



he personal impression of the individual behind the papers is essential in
order to make an adequate evaluation. For that reason the company tries to
use this phase to develop their Hr department. On the other hand, every
person who has the requirement that is properly obligatory for a confident
pose can expect to be invited to a personal conference in the Human
Resource Department.



AERSK SEALAND always prefers it as an important aspect for settle on
flourishing achievement. The factors that they basically prefer the most is-
Cultural empathy
Adaptability
Diplomacy
Language ability
Positive attitude
Emotional stability and maturity

The company sponsors that success skills are defined as the ability to
successfully translate the managerial and technical skills into the foreign
environment, whereas coping skill enable the person to become responsibly
comfortable, or at least survive, in a foreign environment. Beside all these,
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they also maintain family requirements, low labor cost in developing countries,
efficient work force for developing their Human Resource policy.



EO process is another fact that is also used in MAERSK SEALAND
Company. It helps the entire company to evaluate the performance of the
employees. The company chases the same rules and regulations in all their
branches. They think that if any employees are transported to the different
country for the same job, he will not face any problem handling the activities
because of practicing same rule and regulation in every office. Besides this,
HRM manager of Bangladesh converse with the all HRM executives in every
office in every country. They always keep on track about what is going on in
every respective department. Beside these the company maintains other
concern like ensure safeties that achieve outfitted success, educational
program, malfunction of deportee, association with confined people, higher
training cost, a smaller amount of flexibility, recruitment from third world
countries, speculation in education of employees education and training
system, spreader work force and so on.


he role of Human Resource is very important for the any company and
MAERSK SEALAND is not exception of this. The HR of MAERSK SEALAND
infighting partner and consultant for the top management of A.P. Moller and
Maersk agencies in more than 100 countries, and the department is thus
involved in a lot of exciting, urgent and unpredictable work tasks.

The roles that include HR are:
Recruitment and employment of new employees
Banishment of employees
Organizational investigation
International project work


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AERSK SEALAND recruits new employees for their company through
Human Resource Department and the HR executives look for energetic and
result-oriented contender who are attracted in human resources and have a
business approach to human resource management. On the other hand, the
HR experts have a variety of educational backgrounds such as psychologist,
MSc. officer, M.I.S.E. and/or a diploma in economics. HR Assistants typically
have an educational background as office assistant or a BA in English.


The company proposes different types of programs like education and training
program for the employees of the company. They invest money for this
purpose. They continued investment in education and training is a
prerequisite for tackling the challenges of the future lucratively. Besides
shipping related
education, the
company offer
different types of
education like-

Courses in
economics
and maritime
law
IT
knowledge,
including
Office
programmers
, Internet, PC license, and graphic applications
Training of personal skills, e.g. presentation techniques and sales
techniques, assertion training, negotiation techniques, and systematic
problem treatment
Education aimed at solving future management tasks. These courses
can take place in Denmark and abroad

In sequence to know the prospect goals of the employees, and evaluate the
individuals performance and potential, appraisal interviews are carried
through once a year. In these interviews, issues such as education and
development are addressed.




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uman resource system abridges personnel direction and lets the human
resource department spend more resources on creating an attractive and
productive workplace. This system can be used independently which contains
all relevant information on employees. The systems help the company to
administer:
Salary payment
Careers
Courses
Stationing abroad
Allowances
Recruitment
Consumption of time



aersk Sealand has training centers that give the employees a thoroughly
sympathetic of the dynamics of the specialized business atmosphere as well
as the personal weather. Maersk Training Centre has experience in
developing employees who excel and become high achievers both personally
and professionally. On the other hand, the company offers the applicants
some things like-
The facility to extend private as well as proficient competencies
Direction on definite work connected predicaments to distinguish
substitute strategies that can donate to that aspect of performance that
is already unbeaten
An imminent into the actions and favorite of self and others, to ignite a
change in attitude towards greater acceptance and understanding of
others, and thus an opportunity to learn about other cultures and
methods



Administer man-hour spending with the elastic time muster system is called
M*Time. Staffs and temporary counselors can evidence hours exhausted and
have status on festival, flextime and projects, etc with the time muster system
M*Time. M*Time runs on the Internet. This makes the system elastic, as it is
potential for the employees to trace hours even if they work with customers or
at home.
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asically MAERSK SEALAND affords the executives and managers in
businesses of all sizes and in all sectors with the tool to enable them to make
competent strategic decisions in their area. My SAP Human Resources
combines staff administration functionality with corporate workforce analyses
and thereby analyze the staff's contribution to revenue. The explanation
makes it potential to line up employees' individual objectives with the
company's superseding goals, and also makes it easier to choose the right
people to carry out new proposals.


MAERSK SEALAND surmount one of the leading place in shipping line with
300 container vessels and 950,000 containers that provide world class service
to its customers. It has a strong Human Resource practice that makes the
companys working environment unique and motivates the employees to give
attempt for their own work. Even though people are adaptive, but no human
can change their culture, their values and norms completely, regardless in
what company they are working for and how big it is. But as far as they
human issues are concerned, they are failing to meet the level. That is the
reason why Maersk Sealand is falling behind. But if the company involves
itself in the HR then they can cope up this problem rapidly.

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aersk Sealand which is one of the largest liner shipping companies in the
word. Since Maersk Sealand is a dynamic organization, it has a vast
workforce and HR department is responsible for taking care of various issues
very meticulously. As a result Maersk has to face challenge regarding various
HR related issues all the time. They have been successful most of the times
in this regard. But some of the lacking is making their success meaningless.
Here we have tried to identify some of the crucial points for the developmental
needs of Maersk Sealand and they are the followings.

Though Maersk is following geocentric approach for staffing, but all the
top ten directors are from their parent country, which means that they
are talking about geocentric approach, but not implementing it properly.

Maersk Sealand do not put emphasize on the technical abilities of an
individual during expatriate selection.


While expanding their business, Maersk group does not consider
environmental issues like cutting down trees and leveling the ground.

Maersk Sealand follows same rules and regulations in all of its offices
which is not applicable everywhere and arises complications in
working.

Subsidiaries in deferent countries have no authority to change rules
and regulations according to their interest.

The HR consultants and the HR Assistants do not have any HR
background.

Performance appraisal of the employees are conducted only once in a
year through interview; other techniques like surveys, observations are
not used for performance appraisal.


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onsidering the current employee arrangements, what proper T&D plan
Maersk Sealand top management should take to bring the effectiveness of the
employees and how they should precede the plan to train the employees?

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Internal Needs


ailure of expatriate will cause a great loss for Maersk because it is very
expensive to train up an expatriate to eligible as an international employee.
Some factors are crucial behind the failure of expatriate. These include:
Cultural empathy, Adaptability, Diplomacy, Language ability, Positive attitude,
Emotional stability and maturity. Maersk Sealand wanted employees to
become adapted by any means with different culture instead of broadening
interrelationship with local people. Although people became more adaptive,
but no human can change their culture, their values and norms completely,
regardless in what company they are working for and how big it is. Inefficiency
in cross cultural training caused the company significant loss as expatriate
mostly failed to cross-cultural interrelationship.


ross-cultural training has become a vital part of the expatriate relocation
process. Businesses are realizing the need to equip their employees with the
cultural know-how to ensure a smooth transition process as well as
maximizing their effectiveness when in the new host country. With cross-
cultural training, work is not negatively impacted and companies avoid costly
mistakes.


Globalization has increased the importance of cross-cultural training due to
the realization of the importance of cultural differences. Contrary to some
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popular belief, we are not all becoming the same: in fact, we are experiencing
our differences more acutely than ever before. By offering staff cross-cultural
training a business minimizes stress, frustration, failed assignments, poor
retention rates and low morale that can result when people take on overseas
assignments without proper training. So that Maersk Sealand need to develop
a sophisticated cross-cultural training for expatriate on local subsidiaries and
development program aimed at developing smooth transition process in host
countries.


n order to develop global skills one needs training administered by
professionals with culture-specific expertise, trained to counsel individuals
through difficult processes of adjustment. Important skills training such as
man-management, client relationships, etc cannot be addressed properly
through informal chat sessions between colleagues.
This discrepancy regarding expatriate failure in adjusting culture can be
correctable by developing dynamic intercultural communication skills and
cultural competence to enhance relationships and business operations.
Creating awareness of different cultural and individual styles to maximize
business operations at home and abroad can give a solution of that limitation.
These types of training and development measures will prepare the
expatriates for living and working in a new country, preventing culture shock
and easing the transition.

t will be the most cost effective method as it will reduce the unnecessary
expenditure caused by expatriate failure. Effective management in the
modern environment necessitates cross cultural competency in order to get
the best out of a multicultural team in a most cost competitive way.
Without sending employee abroad for foreign assignment it can offering an
insight and understanding of how cross cultural and intercultural issues
manifest in the workplace. With moderate investment it can offer courses on
Coaching on skills such as communication, time management, assertiveness
and conflict resolution, developing skills and approaches to deal with cross
cultural and intercultural issues, providing guidance on how to leverage
cultural differences and maximize the potential of a multicultural team.
This requires moderate time to implement cross cultural training .It is best
administered over a period of time with regular, short, sharp training sessions
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covering particular issues. As well as allow to better digest the variety of
issues involved in cross cultural management.




AERSK SEALAND was highly concerned on developing soft skill instead of
hard skill like technical advancement. But in most cases employees fail to
adopt varied culture abroad because of low degree of interaction between
individuals in parent countries and host countries. MAERSK SEALAND is the
largest shipping companies which is taking the advantage of cheap labor from
generally third country nation where most people are not technically equipped
so they cannot meet the optimum level of performance because of lack of
technical knowledge.


ecause of the lack of technical ability they cannot truly participate in solution
design, brainstorming, requirements gathering, and determining levels of risk
and likelihood of the risks occurring. Without having any technical knowledge
employees find it difficult to estimate the amount of work need to be done by
other team members in case of setting goals. So there is obviously a
performance discrepancy exists among employee.


echnical skill involves process or technique knowledge and proficiency.
Managers use the processes, techniques and tools of a specific area. In a
large scale company operating business worldwide need personnel who are
technically skilled enough to perform multi performance. Maersk Sealand
deals with broader projects that include numerous people within and outside
an organization, likely in geographically dispersed locations. When the size of
the initiative requires formation of a project team, members traditionally were
chosen for their technical expertise. Technology is an important factor that
can vary significantly, depending on the purpose of foreign investment and
how important it is for technology to be standardized across business
divisions.


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t save money every time can solve a technical problem own instead of having
to hire someone at a high hourly rate. This can add up to substantial savings
over time. It actually saves money by taking advantage of low-cost, high-tech
solutions. Already the company is expending large amount of money in
training and educating expatriate so technical ability will definitely reduce the
cost.


Technology has also contributed significantly to the spread of globalization
and international expansion for what companies like Maersk Sealand is
looking for. Advances in technology enable international businesses to
conduct international financial transactions, purchase products, analyze data
rapidly, make capital improvements, and streamline communications,
transportation, and distribution channels.


he problem of technical skill can easily be correctable by providing technical
ability among employees. A wide array of technical program to train
employees can be effective to enhance their technical ability.


Creating a best practice of reading technical books: One of the best ways
to improve employees technical skills by encouraging them to reads books. It
will be very important if employees go through technical books.


Hire technical expert to train employees: Technical expert can share their
knowledge that bring benefit for the organization and train employees. If
employees spend enough time with technical people, some of their knowledge
will rub off on them.


Attain classes: Employees can attain classroom learning for enhancing their
technical skill. A key advantage of classroom learning is the opportunity
to interact with an experienced educator. Teachers with decades
of experience know plenty of educational distinctions wont find in books or
online tutorials. And unlike many technical writers, they know how to teach.





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t is cost effective way if Maersk Sealand put emphasis on technical ability of
employees. Employees having technical competence can add value to
company by minimizing cost as well as time. To make any headway
employees need to be solid on the ground with hard tech know-how.
Employees who are technically equipped can add value in organization as
they saves time and reduce unnecessary cost by making better coordination
and interdependence among employees through adopting technically
advanced measures.


R assistant recruited in Maersk Sealand did not have business degree which
indicated that the HR department was not conscious about their recruitment
and selection policy. Those HR assistant who could not fulfill that requirement
will obviously result is making failure and internal and external problem in
organization. There was extreme performance discrepancy existed when
expatiate were delegated assignment to local subsidiaries and mostly that
program failed as the HR assistant could not train them properly to adopt with
diverse culture in abroad.


Another performance discrepancy problem arose as Maersk Sealand was not
conscious in structuring their job description and job specification so that
problem occurred regarding human factors. The performance appraisal
system was not up to the level which was taken in a form of interview once in
a year. So employees could hardly had a solid idea about how much they
have improved.


t is significantly important for HR assistant to have a business degree or a
equivalent skill to perform multiperformance.HR assistant having HR
knowledge can add superior value to organization by streamlining the
principles that fulfill employees need as well as align it meet organizational
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goal to move further expansion.HR assistant having relevant knowledge can
easily do the problem solving and risk management issues raised from
employees, which cannot be solved by the knowledge of a general degree. As
far as their company concern they are very employee friendly company where
it is important to provide strategic approach to the management of a
company's most valuable assets its people. With modern businesses
understanding the importance of attracting, training and retaining the best
workforce within their organizations, is increasing which can be meet by
recruiting or selecting HR assistants who have business administration human
resource degree from well reputed universities or equivalent degree on
Business studies to practice HR activities in different countries.


ll these discrepancy can be correctable by the Instruction of HR department.
While recruiting HR personnel whether IN PCN, HCN or TCN they have to
have Business administration human resource degree from well reputed
universities or equivalent degree on Business studies Primary


Courses of action that Human Resources Recruiter takes:
Develop and execute recruiting plans.
Network through industry contacts, association memberships, trade
groups and employees.
Coordinate and implement college recruiting initiatives.
Administrative duties and recordkeeping.


Develop and Execute Recruiting Plans
Work with hiring managers on recruiting planning meetings.
Create job descriptions.
Lead the creation of a recruiting and interviewing plan for each open
position.
Efficiently and effectively fill open positions.
Conduct regular follow-up with managers to determine the
effectiveness of recruiting plans and implementation.
Develop a pool of qualified candidates in advance of need.
Research and recommend new sources for active and passive
candidate recruiting.
Build networks to find qualified passive candidates.
Post openings in newspaper advertisements, with professional
organizations, and in other position appropriate venues.
Utilize the Internet for recruitment.


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t will be most cost effective if Maersk Sealand recruits employees having
Business degree as they will minimize discrepancy in their performance. They
will ensure cost effectiveness in the company by performing each duty
successfully. Ways HR assistant having HR knowledge can create cost
effectiveness are shown below:


Ability to work with various departments and foster teamwork.
Ability to work independently with minimal supervision.
Skills in database management and record keeping.
Ability to maintain the highly confidential nature of human resources
work.
Ability to travel for recruitment meetings, college visits, and career fairs
and maintain a flexible work schedule.
Excellent organizational skills.
Must be able to identify and resolve problems in a timely manner.
Gather and analyze information skillfully.
Demonstrate resourcefulness and initiative in dealing with daily
assumptions.




n MAERSK SEALAND used to justify individuals performance and potential
by appraisal interview which was conducted once a year. This appraisal
system was not enough to evaluate employees. So it created a serious
deviation or gap between organizational goal and employees aspiration to
achieve it. A single interview cannot assess employees devotion, skill,
knowledge, adaptability skill or potential. It took time to share feedback and
improve performance level. So there was an urgency to increase the
frequency of performance appraisal method.






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t is significantly important to incorporate a comprehensive performance
appraisal system that needed to be conducted two times annually.
Performance appraisal should be both oral and written that evaluate
employees such a way that provide feedback and develop employees activity.
Properly constructed appraisals should represent a summary of an ongoing,
year-round dialogue. Focusing only on an annual appraisal form leads to
misunderstanding and under appreciation of the benefits of performance
management.


An effective and comprehensive performance management process enables
managers to evaluate and measure individual performance and optimize
productivity by:
Aligning individual employee's day-to-day actions with strategic
business objectives
Providing visibility and clarifying accountability related to performance
expectations
Documenting individual performance to support compensation and
career planning decisions
Establishing focus for skill development and learning activity choices
Creating documentation for legal purposes, to support decisions and
reduce disputes


Many of the practices that support performance also positively impact job
satisfaction, employee retention and loyalty. Recommended practices include:
a. Delivering regular relevant job feedback
b. Setting and communicating clear performance expectations
c. Linking performance to compensation clearly
d. Identifying organizational career paths for employees
e. Evaluating performance and delivering incentives in a fair and
consistent manner
f. Providing appropriate learning and development opportunities
g. Recognizing and rewarding top performers.
h. A through performance appraisal help employees achieve their full
potential through recognition and encouragement.


hat problem can be correctable if the human resource e department of
MAERSK SEALAND takes initiative to incorporate comprehensive
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performance appraisal system frequently. By following a conceptual
framework performance appraisal and management system can be
restructured.

Effective internal and external communications are the keys to successful
performance measurement.

Accountability for results must be clearly assigned and well-understood.

Performance measurement systems must provide intelligent information for
decision makers, not just compile data.

Compensation rewards, and recognition should be linked to performance
measurements.

Performance measurement systems should be positive, not punitive.

Results and progress toward program commitments should be openly
shared with employees, customers, and stakeholders.

On other side employees can be evaluated by 360 degree appraisal system
or peer evaluation which is an effective method to appraise employees.

AERSK SEALAND need to develop a comprehensive performance
appraisal strategy conducted in two times in a year. This is assumed to be
cost effective.


The terms for expressing performance standards cost effective are outlined
below:
Quantity: specifies how much work must be completed within a certain
period of time, e.g., enters 30 enrollments per day.
Quality: describes how well the work must be accomplished. Specifies
accuracy, precision, appearance, or effectiveness, e.g., 95% of
documents submitted are accepted without revision.
Timeliness: answers the questions, By when? , How soon? , or Within
what period? , e.g., all work orders completed within five working days
of receipt.
Effective Use of Resources: used when performance can be
assessed in terms of utilization of resources: money saved, waste
reduced, etc., e.g., the computer handbook project will be completed
with only internal resources.
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Effects of Effort: addresses the ultimate effect to be obtained;
expands statements of effectiveness by using phrases such as: so that,
in order to, or as shown by, e.g., establish inventory levels for
storeroom so that supplies are maintained 100% of the time.
Manner of Performance: describes conditions in which an individual's
personal behavior has an effect on performance, e.g., assists other
employees in the work unit in accomplishing assignments.
Method of Performing Assignments: describes requirements; used
when only the officially-prescribed policy, procedure, or rule for
accomplishing the work is acceptable, e.g., 100A Forms are completed
in accordance with established office procedures.


External needs



AERSK SEALAND follows the same rule and regulation in 100 offices;
Parent country control worldwide operation centrally. Sometimes the same
rules and regulations are not applicable to every country and that arise
complication in working. Other than parent country, no other offices in
different countries are capable of changing the rule and regulation according
to their interest. So that it created serious discrepancy as the PCNs were so
dominant to establish the same rule everywhere they had their operation and
it was literally less sensitive about localizing the rules and regulation. Their
rigidity in terms of following same rule in all countries drive them towards
great failure as they cannot fit with the local condition, market situation, locally
oriented technologies, people, culture and behavior. Because of their
inflexible manner MAERSK SEALAND always step back as they are less and
less familiar with working condition, employee needs and reaction.


As MAERSK SEALAND is moving to global expansion it is an eminent need
to tailor the rules and regulation which could fit with different countries cultural
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approach, accommodate with their local people, demographic elements and
other competitive conditions. If a global company in an emerging market has
transformed its strategy as well as resources and capabilities it can launch
successful initiatives to meet the pressure of globalization and enjoying the
essence of freedom while doing business outside the PNC territory. By
tailoring the strategy the managers in the local field will enjoy considerable
amount of strategy making latitude. The purpose of this process is to enhance
the comprehensive performance of the company not only in PCN but also in
HCN and TCN. By localizing the strategy it can explore the local opportunities
and compete successfully with the local rivals.


t can be correctable if the top executives of MAERSK SEALAND tailor the
rules and regulation for different countries, people, resources, language and
culture that characterize distinct identity of each country. Depending on the
importance of the localization task, quality control, time-to-market and the
availability of funds, different strategies may better fit the requirements. In that
case the localized staff will coordinate with staffs in parent nations.


In case of tailoring certain rules and regulation according to countrys need
organization need to identify and recognize aspects in functional group such
as people, skills, existing solutions and work-culture which directly influences
its performance. The next step is to identify and maximize the best-fit aspects
while refining and minimizing the worst-fit aspects in each functional group.
Maximizing the best-fits reduces anxieties and leads to fast-track strategy
adoption. The worst-fit aspects need to be assessed with respect to their
overall impact on strategy execution. That is how MAERSK SEALAND can
tailor the rules and regulation which could fit with different countries cultural
approach, accommodate with their local people, demographic elements and
other competitive conditions.


ot only can it reduce the overall cost of production but also can quickly
occupy the host country, thus it can reduce external uncertainties. Ensure
broader alignment of groups while preserving local excellence of each
functional group during strategy execution. It is cost effective in another sense
that it also helps each group to better understand challenges of the adjacent
groups. The result is risk mitigation by identifying and addressing operational
issues not aligned with the overall strategy.
Group E




espite of following a geocentric approach they centralized the top
managerial position in PCNs. So it is making a serious discrepancy as the
esteem powers are controlled by the personnel in parent countries. The
company is showing failure in creating cultural empathy as the company is
operating the management in a more centralized manner. Maersk Sealand is
following more centralized HRM policy-making and less local adaptation, so
they suffer in controlling the local managers. The current lack of control from
the center is seen as a deficiency in guidance and disrespect for local
contexts.


As the superior authority is concerned in the hand of mangers of parent
countries the local subsidiaries cannot enjoy the freedom and there is no
evidence of varying speeds of implementation of global policies in different
countries. If the top position are not delegated among the managers in HCNs
or TCNs, the degree of knowledge within the communities will not be shared
which results deviation of performance therefore creates performance
discrepancy.


t is extremely important to delegate the top managerial post among the
HCNs and TCNs. As far as their HRD concern they are quit conscious in
respecting the talents in subsidiaries but the standardization of HRM practices
ensured when the company across the globe creates cross-border equity and
comparability, and alignment of systems internationally to facilitate an sharing
corporate culture among PCN, HCN and TCN.


If the top managers are recruited from HCN and TCN they enhance
interpersonal contacts and interactions between other employees working in
subsidiaries and thus help to build a climate of trust and to enlarge an
organizations capacity for rapid transfer of knowledge and information.
Therefore selecting top managers from TCNs and HCNs is significantly
important for a holistic development that promises cultural empathy and
positive attitude.

Group E


t can be correctable by the supervision of top management. Maersk Sealand
needs to restructure the strategy by decentralizing the authority. So that it can
go hand in hand with a global strategic orientation and the single sites
possibility to react on local market needs. That company need to increase the
interdependence by creating the existence of formal as well as informal
networks highly supports cross-site knowledge sharing. This is in accordance
with the analysis concerning the degree of decentralization.


t is very cost effective to maintain personnel in HNC and TCN.As the
economies in tried countries are considerably poor than parent nations so it
require less money to handle them. If the top managers are selected from
HCN and PCN it will be least costly to train personnel and realize the local
demands.
Group E


aersk Sealand is one of the largest liner shipping companies in the world,
serving customers globally. More than 300 container vessels and 950,000
containers ensure a reliable and comprehensive worldwide coverage. But
despite of their position there are a lot of internal and external problems in
their existing arrangement. Maersk Sealand is a dynamic company with a vast
workforce working under one mission to succeed. In order to ensure quality
and minimum standard the HR had to take care of various issues very
meticulously.


However there are various issues in Maersk Sealand to take for granted
regarding training, selecting and performance appraisals as well. In each of
these areas Maersk Sealand has its distinct policy. MAERSK SEA LAND
considers that the suitability of an applicant cannot be evaluated solely on the
basis of examination, grades and a written application. The personal
impression of the individual behind the papers is essential in order to make an
adequate evaluation. MAERSK SEA LAND follows geocentric approach that
utilizes best people for the key jobs throughout the organization, regardless of
nationality. There are two main advantages to this approach:
It enables a multinational firm to develop an international executive team, and
it overcomes the federation drawback of the polycentric approach.
For applying geocentric approach As we have mentioned earlier that
MAERSK SEALAND is following geocentric approaches that means it utilize
the best people for the key jobs throughout the organization. So managers are
being selected from PCN (parent country national), TCN (Third Country
national) and HCN (host country national) based on the eligibility for the post.
Though the top ten directors are all PCNs.. Every two years there is new MD
Recruited in all of their office.



Group E




Pros

Uses human resources efficiently,

Helps build strong culture and informal management network.

Highly competent employee are available not only in the head quarter
but also in the subsidiaries;

International experience is a condition for success in top positions;

Managers with high potential and ambition for promotion are constantly
ready to be transferred from one country to another.

Competent and mobile managers have an open disposition and high
adaptability to different conditions in their various assignment; and

Those not blessed initially with an open disposition and high
adaptability can acquire these qualities as their experience abroad
accumulates.


Cons

National immigration policies may limit implementation,

It is expensive to implement.

Extreme dependence on technical ability reduce intellectual and
inherent capability to execute any task

If the training program fails it make big loss.


Group E




Pros

Psychological test provides additional data on a candidate that is not
easily obtained through using only one or two assessment tools.

As a service oriented company it is not necessarily important to have
high end technical skill everywhere

Reduce unnecessary cost related with high technical features and
encourage a cost effective corporate value by emphasizing more on
cultural empathy and adaptability.

It can provide a candidate with detailed, developmental feedback for
the new position.


Cons

Time and expense associated with the psychological Test can cause
problem to Maersk Sealand.

The process may alienate or turn off some candidates who do not
understand the process or who do not see it as relevant to the
decision.

It will unveil the privacy of individual by disclosing personal information.

It creates labor shortage in local markets as companies like MAERSK
group utilize the labor pool from third world countries.

In case of utilizing the labor from third countries the biggest
beneficiaries are the management.






Group E




Pros

Concentrate more on communication, coordination, and iteration
planning rather than spending time only on reaping absolute benefit
like highly technical companies.

As a service oriented company it is not necessarily important to have
high end technical skill everywhere

Reduce unnecessary cost related with high technical features and
encourage a cost effective corporate value by emphasizing more on
cultural empathy and adaptability.

Reduce technological war among close rivals for the fights of
supremacy rather focus on employee development.


Cons

Because of the lack of technical ability they cannot truly participate in
solution design, brainstorming, requirements gathering, and
determining levels of risk and likelihood of the risks occurring.

Without having any technical knowledge employees find it difficult to
estimate the amount of work need to be done by other team members
in case of setting goals

Extreme dependence on technical ability reduce intellectual and
inherent capability to execute any task



Group E




Pros

The labors in the third world country are less expensive than developed
countries. So the company can take this opportunity.

It is one of the biggest impacts of globalization that the developed
countries are recruiting labor from third countries and ensuring great
deal of employment for those people and economic advantage of third
world countries by raising foreign exchange.

The unskilled labor is become skilled after receiving specialized
training, expertise and skill development on different activities.


Cons

It creates labor shortage in local markets as companies like MAERSK
group utilize the labor pool from third world countries.

In case of utilizing the labor from third countries the biggest
beneficiaries are the management.

There is also the danger of not being able to control some aspects of
the company, as recruiting labors from third world countries may lead
to delayed communications and project implementation

It will unveil the privacy of individual by disclosing personal information.

It creates labor shortage in local markets as companies like MAERSK
group utilize the labor pool from third world countries.

Group E




Pros

The comprehensive education and training program will develop a
person from being a young graduate to being a business professional.

Gives training and education on professional skill and experience to
bring enormous success for organization.

As a service oriented company it is not necessarily important to have
high end technical skill everywhere

The aim of M.I.S.E. program is to recruit motivated and dynamic young
Trainees, to educate them and develop their professional skills and
experiences in order to prepare them for continued growth and
development in Maersk's International organization.


Cons

It requires considerable amount of money to implement the training and
education program.

If the training program fails it make big loss.

It is a lengthy process to train employees.

Employees are less concerned on showing performance as they focus
on gaining theoretical training.

Mostly the traditional education program avoids Hard-skills or technical
skills such as computer usage or machine operation.

Group E


aersk Sealand is following geocentric approach for staffing and they need to
implement this approach properly.


Though Maersk Sealand is following geocentric approach for staffing, but all
the top ten directors are from their parent country, which means that they are
talking about geocentric approach, but not implementing it properly.
Geocentric approach utilizes best people for the key jobs throughout the
organization, regardless of nationality. So, managers and all the directors
should have been selected from parent country national, host country national
and from the third country national based on the eligibility of the post. But the
matter of concern is that all the top ten directors are from the parent country
national. So, we are proposing to implement the geocentric approach properly
and avoid biasness to the parent country national Directors, so that other
country nationals get a chance to sit in the top ten positions of directors. One
reason may be why all the top ten directors are from the parent country only,
is lack of competent directors from other countries. So, the Maersk Sealand
authority should design succession planning with great importance. As a
result of a good succession planning, potential and competent employees
from different nationality will get a chance to sit in the top ten directors
position.



Employees from different nationality will get a chance to sit in the top
ten directors position. So, discrimination will not occur.

Various nationality directors will be much more efficient in decision
making, because different nationality directors will take decisions from
different perspective.


Group E


A happy workforce will be created if directors are from different
nationalities, because they will understand the needs and wants of the
employees better.



Control of the parent country will be reduced if other nationality
directors enter in the top ten positions.
Since different nationality directors will take decisions from different
perspective, decision making process will be lengthier than before.



mphasize on the technical abilities of an individual during expatriate
selection is needed.


aersk Sealand does not emphasize on the technical abilities of an individual
during expatriate selection, rather they focus solely on the cross culture
suitability, family requirements, MNE requirements, language, cross culture
requirements etc. they also advocates that effectiveness and coping skills are
much more necessary than technical skills in order to select an expatriate.
But, this is not the proper way to select an expatriate. Technical skills should
be one of the primary concerns during expatriate selection. So, the HR
consultants should make understand this issue briefly and the HR consultants
need to provide training to the expatriates before departure on technical skills
improvement. There are obviously some advantages of providing training on
technical skills development.




The expatriate can help the team, when the team gets stuck on
any technical issue.
Group E


An expatriate having technical skills can solve a technical
problem better than an expatriate not having any technical skill.




The expatriate needs to take extra pressure for having technical
skills.
Training on Technical skills development adds more expenses
to the organization.
People not having any technical background faces problem
while receiving training on technical skills development.


xpatriates need more training on cultural awareness program so that they do
not fail to complete international assignment.


Maersk Sealand provides training on cultural awareness program before
departure. But the cultural awareness program that Maersk Sealand provides
is not sufficient at all. Sometimes the expatriates fail in different international
assignments due to lack of proper knowledge about the culture of the country
where they are assigned. So, the HR consultants can do two things here. First
of all, the number of cultural awareness and training program can be
increased or an expatriate can be selected who is from the same country
where he/she is going to be assigned.



As a result of increased training and cultural awareness
program, number of failure by the expatriates in international
assignment will be reduced.
If the number of failure in international assignment reduces, then
the cost of the company will also reduce.
As a result of selecting an expatriate from the same country
where he/she is going to be assigned, he/ she will understand
Group E


the local culture better than anyone and this will result in
reduced number of failure.



The increased number of training and cultural awareness
program will cost more to the organization.
It is not always possible to find an expatriate who is from the
same country where he/she is going to be assigned.


hile expanding their business, Maersk group need to consider
environmental issues like cutting down trees and leveling the ground


aersk group does not consider environmental issues like cutting down trees
and leveling the ground while expanding their business. As a result the
relationship with the local people gets worsen. Cutting down trees and
leveling the ground causes potential chance of flood in the surrounding region
and this can damage the crops of the local people. So, proper training and
awareness program should be introduced among the employees of the
organization. This will help the employees understand about the
environmental impacts of expanding their business.



If appropriate training and awareness programs are introduced,
then the employees will consider the environmental issues
before expanding their organizations business.
If the employees and the authority is aware of the environmental
issues, then they will not damage the localities and there will be
less chance of flood and damage of the crops.
As a result relationship with the local people will get better day
by day.

Group E



Training on environmental issues requires expert people
on this subject.
It is a costly project to train and aware people on
environmental issues.


ubsidiaries in deferent countries need to provide authority to change rules
and regulations according to their interest.


aersk Sealand follows the same rules and regulations in all of its offices.
The parent country control worldwide operation centrally. Sometimes the
same rules and regulations are not applicable to every country and that arise
complication in working. Other than the parent country, no other offices in
deferent country are capable of changing rules and regulations according to
their interest. That means Maersk does not think about the local culture and
does not give importance to the local culture, which is not good for the
business. Without showing any importance to the local culture, Maersk cannot
succeed. So, the local subsidiaries need to provide authority so that they can
make decisions according to their interest and change the rules and
regulations according to their needs. But this needs training of the local
employees in order to understand the business from the global perspective
and from the local perspective.


Advantages
If the local employees are trained in each subsidiary, then they will be
able to serve better to the local customers.
If the local employees are trained properly can change the rules and
regulations according to their interest and for the sake of the
organization.
Complications in working will reduce as a result of transferring authority
to the subsidiaries.


Group E


Disadvantages
Conflict of interest may arise as a result of transferring authority from
the parent to the subsidiaries.
Cost of the organization will increase as a result of training program.
Different subsidiary can change the rules and regulations according to
their needs and this may confront with the parents rules and
regulations.


he HR consultants and the HR Assistants need to have HR background.


aersk Sealand has 27 employees in Human Resource Department between
25 and 52 years of age. But the matter of concern is that most of them are
from different backgrounds, not from HR background. Both the HR
consultants and the HR assistants are not from HR backgrounds. As a result it
is difficult to choose the right person for a right position in the right time. If a
finance background person works in the HR department, he or she will not be
able recruit the right person for a specific position. Thats why; Maersk
Sealand should hire more and more people with HR background or the
existing HR department people should be trained on various aspects of HRD.



If more HR background people are hired, then they will be able to
choose right person for a right position.
Cost of the organization will decrease, because there will be less
turnover if right person is recruited.
Efficiency of the HR department will increase because of recruiting
more HR background people.

Group E



Cost of the organization will increase because of new recruitment of
lots of HR people.
Maersk will have to bear more cost on training and development of the
existing non HR background people in order to increase their
knowledge about HR activities.


erformance appraisal of the employees needs to be conducted several times
in a year using different performance appraisal techniques.


erformance appraisal is a process that identifies, evaluates and develops
employee performance to meet employee and organisational goal. It is not a
process that happens once a year or every six months, but one that happens
every day. There are different performance appraisals methods ranging from
Graphic Rating Scale, Alternation Ranking, Paired Comparison, Forced
distribution, Critical Incident, Behaviourally anchored rating scale, Essay
Descriptions, Management by Objective (MBO), Computerised / web based
appraisals. But Maersk Sealand uses only interview method to evaluate the
performance of the employees and also once in a year. So, we are proposing
that performance appraisal should be conducted using different methods and
it should be done frequently.



Through frequent performance appraisal performance of the
employees are easily measured.
Based on the performance appraisal report pay and promotion
decisions can be easily taken by the HR managers.
Based on the performance appraisal report career planning can be
done.
Based on the performance appraisal report training and developmental
needs are assessed.
Group E



Frequent performance appraisal is a costly process.
Using different techniques in performance appraisal is time consuming
to come in a decision.


he expatriate should provide with more training with more real life scenario
included.


aersk Sealand has 27 employees in Human Resource Department between
25 and 52 years of age. But the matter of concern is that most of them are
from different backgrounds, not from HR background. Both the HR
consultants and the HR assistants are not from HR backgrounds. As a result it
is difficult to choose the right person for a right position in the right time. If a
finance background person works in the HR department, he or she will not be
able recruit the right person for a specific position. Maersk Sealand follows the
same rules and regulations in all of its offices. Parent country control
worldwide operation centrally. Sometimes the same rules and regulations are
not applicable to every country and that arise complication in working. The
expatriate should provide with more training with more real life scenario
included.




Employee will be more productive.
Expatriates will be more dynamic to do their job.
Will save companys excess expenses.

Group E




It will incurred huge expense during providing training.
A huge number of employees will off from their job during training.
Expatriates training program should be re-designed which is cost and
time consuming.


esign and provide employee development program in such a way which,
does not conflict with employees own culture or moral value.


aersk Sealand does not emphasize on the technical abilities of an individual
during expatriate selection, rather they focus solely on the cross culture
suitability, family requirements, MNE requirements, language, cross culture
requirements etc. they also advocates that effectiveness and coping skills are
much more necessary than technical skills in order to select an expatriate.
Maersk group does not consider environmental issues like cutting down trees
and leveling the ground while expanding their business. As a result the
relationship with the local people gets worsen. Cutting down trees and
leveling the ground causes potential chance of flood in the surrounding region
and this can damage the crops of the local people. So, proper training and
awareness program should be introduced among the employees of the
organization.



Employees will be nicely motivated towards the company and for the
job.
Since no confliction with employees own culture so they will be more
interested on their work.
Employees productivity as well as efficiency will increase.



Group E




Re-designing the program will incurred company expenses.
Re-designing the development program may change the companys
whole HR activities.
Its a time consuming matter.








Group E


Training and Development Realization to Following Proper Geocentric
Approach


Plan #1: Training and development programs including
succession planning for the potential managers of the
organization.


Top ten directors should be from different nationality:


hough Maersk Sealand is following geocentric approach for staffing, but all
the top ten directors are from their parent country, which means that they are
talking about geocentric approach, but not implementing it properly.
Geocentric approach utilizes best people for the key jobs throughout the
organization, regardless of nationality. So, managers and all the directors
should have been selected from parent country national, host country national
and from the third country national based on the eligibility of the post. But the
matter of concern is that all the top ten directors are from the parent country
national. So, there should be a mix of directors of different nationality in order
to maintain a balanced situation.


_[:+ l: _rir
The potential managers of the organization should be trained and developed
in order to find out competent directors who can sit in the top ten directors
position. For that purpose succession planning can be very useful. Through
succession planning the organization will get a pool of potential managers
who will have the capability to sit to the top ten directors position
Group E


_p: : _ririr
after sorting out the potential managers of the organization through
succession planning they should be trained properly. There should be off the
job training basically, because on the job training is not appropriate for the
potential mangers for achieving leading capability and sitting in the top ten
directors position. The management has to choose which type of training is
most effective.


_:r:r+r:: @ppril r _::l:l
a small group can be sent for training at first. After completion of the training,
management has to check on the progress through supervisors. It can also be
a 360degree one that involves peers, self and subordinates also. With both
upward and peer appraisal, the management can realize the effectiveness of
the training program. The company will decide whether to continue or not on
the basis of the appraisal.


_:l
Succession planning is relatively less costly process to find out potential
managers who will gain the capability to sit in the top ten directors position.
What Maersk Sealand needs to do is spend some money on the
developmental programs for the potential mangers betterment.


_i+:
when training is conducted through off the job training, and then it is best to
do the training after work, during weekends or during work consisting of a
small amount of time. This way there will be minimal reduction in the
performance level. Off the job training will take some time to train the potential
mangers, because it is not a short term process, rather it is a long term
process.


More Insightful potential managers are created


fter the conduction of the entire planning, training and developmental
program what the organization will get is a bunch of more skilled,
knowledgeable potential mangers who will be the future directors of the
Group E


Maersk Sealand. It is one of the most cost effective ways to find out directors
and make them ready or prepared all the time to sit for the top ten directors
position.


Reducing Time and Cost of training


rainings and developmental programs are usually time-consuming. The
company can avoid it by training a smaller number at a time so that the
performance is not badly hampered and provide incentives for training after
work. Otherwise, it would be costly to shut off performance for a couple of
days to train the workers for a big company like Maersk Sealand. Training all
the employees will be expensive. If it is done through off the job training, then
it is best to do the training after work, during weekends or during work
consisting of a small amount of time. This way there will be minimal reduction
in the performance level.


Overcoming Resistance to Change


here are a lot of managers who are reluctant to learn new skills at Maersk
Sealand. They might want to leave the company instead of adapting to a new
environment. There can also be increased number of turnover of employees
who dont want to or dont believe that they can learn new skills. The company
has to make the employees realize how important it is for the company that
the employees take participation in the training and developmental programs.
Then they have to be given incentives to give extra effort to make the
company perform better. This can be done by tying a part of their
compensation to the companys performance. If the potential managers are
given a goal to accomplish and given bonus only if it is accomplished, then
they will be willing to give extra effort to make the company perform better.
The compensation also has to be more attractive than the competitors ones
to retain the trained employees.












Group E


Training and Development Realization to Put Emphasize on Technical
Skills Development


Plan #2: Arranging training and development programs
for the employees of the organizations in order to
improve their technical skills.


Besides effectiveness and coping skills, technical skills are necessary.


aersk Sealand does not emphasize on the technical abilities of an individual
during expatriate selection, rather they focus solely on the cross culture
suitability, family requirements, MNE requirements, language, cross culture
requirements etc. They also advocates that effectiveness and coping skills are
much more necessary than technical skills in order to select an expatriate. But
in reality technical skills are much more necessary than those skills
development. An expatriate having technical skills can solve a technical
problem better than an expatriate not having any technical skill.


_[:+ l: _rir


aersk Sealand needs to find out the applicants who are actually willing to
work in a different country for a foreign assignment. That means the
expatriates who are potential to the organization need to be trained for their
technical skills development. The training has to be tailored to fit the
employees level of understanding and the companys need.


_p: : _ririr


he potential expatriates basically needs on the job training for developing
their technical skills, because technical skills are something that can be better
Group E


learned through working practically. These classes can be only technical or
both technical and theoretical. There can also be off the job training for the
expatriates for developing their technical skills as well.


_:r:r+r:: @ppril r _::l:l


fter completion of the training, management has to check on the progress
through supervisors. It can also be a 360degree one that involves peers, self
and subordinates also. With both upward and peer appraisal, the
management can realize the effectiveness of the training program. After the
performance appraisal is done, the feedback should be given to the
expatriates, so that they can find out their problems and work further on it.
Otherwise the expatriates will fail in the foreign assignment.


_:l


aersk Sealand is solvent enough to conduct the necessary training and
development program for the expatriates in order to improve their technical
skills. This company surely has enough monetary resources to provide these
trainings to its expatriates. Here, the better the company performs in a given
year, the easier it becomes for them to train the employees.


_i+:


f it is done through off the job training, then it is best to do the training after
work, during weekends or during work consisting of a small amount of time.
This way there will be minimal reduction in the performance level. Time will
not create mishaps if the training program is properly planned. On-the-job
trainings will also require minimum time as the employee learns while he/she
works also.








Group E


Making the expatriates understand about the importance of
technical skills.


he expatriates need to make understand that the technical skills are the
primary necessity in order to succeed in a foreign assignment, rather than the
effectiveness and coping skills development. Technical skills are something
that can help the expatriates to brainstorm and make sensible decision while
working on a foreign assignment.

Reducing Time and Cost of the trainings


t will be time-consuming to train all the expatriates. They can avoid it by
training a smaller number at a time so that the performance is not badly
hampered and provide incentives for training after work. Otherwise, it would
be costly to shut off performance for a couple of days to train the workers for a
big company like Maersk Sealand. Training all the employees will be
expensive. If it is done through off the job training, then it is best to do the
training after work, during weekends or during work taking only a small
amount of time.


Overcoming Reluctance to Learn New Skills


orkers are bound to learn new skills at Maersk Sealand. Some expatriates
might want to leave the company instead of adapting to a new skill. There can
also be increased number of turnover of employees who dont want to or dont
believe that they can learn new skills. The company has to make the
employees realize how important it is for the company that the employees
take the training. Then they have to be given incentives to give extra effort to
make the company perform better. This can be done by tying a part of their
compensation to the companys performance. The compensation also has to
be more attractive than the competitors ones to retain the trained employees.
If employees are given a goal to accomplish and given bonus only if it is
accomplished, then they will be willing to give extra effort to make the foreign
assignment a success.



Group E


Training and Development Realization for the Employees to make them
Aware about the Environmental Issues.


Plan #4: Arranging training and development program for
the employees of the organization so that they can be
awakened about the reckless expansion of the business
and its impact on the environment.


Awareness programs regarding the expansion of business and its
impact on environment.


aersk group does not consider environmental issues like cutting down trees
and leveling the ground while expanding their business. As a result the
relationship with the local people gets worsen. Cutting down trees and
leveling the ground causes potential chance of flood in the surrounding region
and this can damage the crops of the local people. So, proper training and
awareness program can help the employees of the organization better
understand about the environmental impacts and lead them to sustainable
business expansion.


_[:+ l: _rir


ll the employees of the organization have to be sent for the awareness
campaign. Regardless of designation, each and every employee of Maersk
Sealand should have knowledge about this issue. Otherwise it is not possible
to make them understand about the environmental issues and its relationship
with the expansion of business.





Group E


_p: : _ririr


his can be done through off-the-job training by classes, lectures, and slide
presentation. This type of training is most effective. On the job training is not
appropriate here at all. Off the job training also includes awareness programs
or campaigns about environmental impacts of reckless business expansion.


_:r:r+r:: @ppril r _::l:l


his is a very important phase that follows the training. A small group can be
sent for training at first. After completion of the training, management has to
check on the progress through supervisors. It can also be a 360degree one
that involves peers, self and subordinates also. With both upward and peer
appraisal, the management can realize the effectiveness of the training
program. On its basis, the company will decide whether to continue or not.


_:l


he awareness campaigns that are required to make the employees
understand about the environmental issues are costly process. It needs
expert people on environmental issues to conduct the awareness program.
Non expert people about this issue are not capable to make the employees
understand clearly. So, it is a little bit costly process.


_i+:


f it is done through off the job training, then it is best to do the training after
work, during weekends or during work consisting of a small amount of time.
This way there will be minimal reduction in the performance level. It can be
said that, on the job training is not appropriate for the employees at all here.






Group E


Working Plan
Good relationship with the local people is maintained through
sustainable business expansion.


he employees will be given training on improving their knowledge about
environmental issues which will help them understand the good sides and the
bed sides of reckless business expansion. They will make decisions in favor
of the local people after attending the awareness campaigns.


Reducing Time and Cost associated with the trainings


here is always some cost of time and money associated with training
programs. Training all the employees is expensive for a big company like
Maersk Sealand. The organization can avoid expenses by training a smaller
number of employees at a time so that the performance is not badly
hampered and provide incentives for training after work. Otherwise, it would
be costly to shut off performance for a couple of days to train the workers for a
big company like Maersk Sealand. If it is done through off the job training,
then it is best to do the training after work, during weekends or during work
consisting of a small amount of time. This way there will be minimal reduction
in the performance level.


Reluctance to accept new possibilities


here are a lot of workers working at Maersk Sealand who are unaware about
the environmental issues. They might want to leave the company instead of
adapting to a new awareness campaign considering the awareness
campaigns as burdens. There can also be increased turnover of employees
who dont want to change. The company has to make the employees realize
how important it is for the company that the employees attend the awareness
program. Then they have to be given incentives so that they attend the
awareness programs.
Group E


Training and Development Realization of The expatriate should provide
with more training with more real life scenario included.


Plan # 5: Arranging training and development programs
for the employees of the organizations in order to
improve their technical skills. The expatriate should
provide with more training with more real life scenario
included.


Besides effectiveness and coping skills, technical skills are necessary


ailure of expatriate causes a great loss for Maersk Group and language is
one of them failure object all employees should talk in international language.
Employees who have difficulties in International language will attend the
language training sessions. After a certain periods examination will be taken.
Employees should be encouraged to learn by providing ranks. Maersk
Sealand does not emphasize on the technical abilities of an individual during
expatriate selection, rather they focus solely on the cross culture suitability,
family requirements, MNE requirements, language, cross culture
requirements etc. They also advocate that effectiveness and coping skills are
much more necessary than technical skills in order to select an expatriate. But
in reality technical skills are much more necessary than those skills
development. There are various reasons for that such as the expatriate can
help the team, when the team gets stuck on any technical issue. An expatriate
having technical skills can solve a technical problem better than an expatriate
not having any technical skill.


_[:+ l: _rir


aersk Sealand needs to find out the applicants who are actually willing to
work in a different country for a foreign assignment. That means the
expatriates who are potential to the organization need to be trained for their
Group E


technical skills development. The training has to be tailored to fit the
employees level of understanding and the companys need.


_p: : _ririr


his T&D realization is expected to last a timeframe of at least 4-6 months,
within which the expatriate should be engaged in various training sessions
using incidental method, role-playing methods, case analysis methods,
development assignments, key project teams, rotational assignments and
global assignments. This will require monetary allocation in the quarterly
budget. Also, employees need to be allowed to take some time off from their
work schedules since several sessions will include off-the-job training. The
potential expatriates basically needs on the job training for developing their
technical skills, because technical skills are something that can be better
learned through working practically. These classes can be only technical or
both technical and theoretical. There can also be off the job training for the
expatriates for developing their technical skills as well.


_:r:r+r:: @ppril r _::l:l


fter completion of the training, management has to check on the progress
through supervisors. It can also be a 360degree one that involves peers, self
and subordinates also. With both upward and peer appraisal, the
management can realize the effectiveness of the training program. After the
performance appraisal is done, the feedback should be given to the
expatriates, so that they can find out their problems and work further on it.
Otherwise the expatriates will fail in the foreign assignment.


_:l


aersk Sealand is solvent enough to conduct the necessary training and
development program for the expatriates in order to improve their technical
skills. This company surely has enough monetary resources to provide these
trainings to its expatriates. Here, the better the company performs in a given
year, the easier it becomes for them to train the employees.



Group E


_i+:


f it is done through off the job training, then it is best to do the training after
work, during weekends or during work consisting of a small amount of time.
This way there will be minimal reduction in the performance level. Time will
not create mishaps if the training program is properly planned. On-the-job
trainings will also require minimum time as the employee learns while he/she
works also.


Making the expatriates understand about the importance of
technical skills.


he expatriates need to make understand that the technical skills are the
primary necessity in order to succeed in a foreign assignment, rather than the
effectiveness and coping skills development. Technical skills are something
that can help the expatriates to brainstorm and make sensible decision while
working on a foreign assignment.


Reducing Time and Cost of the trainings


t will be time-consuming to train all the expatriates. They can avoid it by
training a smaller number at a time so that the performance is not badly
hampered and provide incentives for training after work. Otherwise, it would
be costly to shut off performance for a couple of days to train the workers for a
big company like Maersk Sealand. Training all the employees will be
expensive. If it is done through off the job training, then it is best to do the
training after work, during weekends or during work taking only a small
amount of time.


Overcoming Reluctance to Learn New Skills


orkers are bound to learn new skills at Maersk Sealand. Some expatriates
might want to leave the company instead of adapting to a new skill. There can
also be increased number of turnover of employees who dont want to or dont
Group E


believe that they can learn new skills. The company has to make the
employees realize how important it is for the company that the employees
take the training. Then they have to be given incentives to give extra effort to
make the company perform better. This can be done by tying a part of their
compensation to the companys performance. The compensation also has to
be more attractive than the competitors ones to retain the trained employees.
If employees are given a goal to accomplish and given bonus only if it is
accomplished, then they will be willing to give extra effort to make the foreign
assignment a success.


Training and Development Realization of Designing and providing
employee development program in such a way which, does not conflict
with employees own culture or moral value.


Plan # 7: Design and provide employee development
program in such a way which, does not conflict with
employees own culture or moral value.


elf-directed learning defines a process in which trainees realize their learning
goals, identify the resources for learning, planning and implementing learning
strategies, conducting self-assessments of results. This training and
development program is highly needed to motivate employees attitude and
moral value in such a way that helps them to find interest on their job and
retain them.


o bring about the transformational change required in the Maersk Sealand
Company, several resources have to be allocated to the process.
Time for the employees to understand the importance of the required
change
Time allocated for employees for the concept of change and
understand what they are required to do
Training and development costs to familiarize employees with the
change
Money spent for proper consultancy so that an appropriate way of
conducting change can be found.
Group E


Making the expatriates understand about the importance of
technical skills.


he expatriates need to make understand that the technical skills are the
primary necessity in order to succeed in a foreign assignment, rather than the
effectiveness and coping skills development. Technical skills are something
that can help the expatriates to brainstorm and make sensible decision while
working on a foreign assignment.


Reducing Time and Cost of the trainings


t will be time-consuming to train all the expatriates. They can avoid it by
training a smaller number at a time so that the performance is not badly
hampered and provide incentives for training after work. Otherwise, it would
be costly to shut off performance for a couple of days to train the workers for a
big company like Maersk Sealand. Training all the employees will be
expensive. If it is done through off the job training, then it is best to do the
training after work, during weekends or during work taking only a small
amount of time.