International Human Resource Management #

Lessons Learned Part 1 Date

Lesson From While studying the culture of the people we interact with is paramount; one must beware of relying too much in the superficial generalities often found in cultural descriptions, Managing a Global for the dangers of stereotyping lie on them. Only by Workforce. Chapter 2. knowing each person we can grasp the essence of their individual culture. Long gone are the days in which Human Resource Management meant keeping employees in check. The Human Resource Management field specifically its Class #1 strategic approach ingrains the administration of one of the most important value sources: people, as one of the key elements needed for the organization to meet its goals. Although, as a westerner, I believe our morality and human rights practices exceed those of some eastern cultures; forcing our values into theirs will result in nothing but a Changmai Corporation backlash. Thus, although the when in Rome doctrine is far Case 1.3 from perfect; we cannot pretend everybody to follow our guidelines either. The same way employees seek ways to bypass rules they feel are not just, do not conform to their norms, or simply do not like; they find ways to circumvent managers. Class #2 Therefore, just as much as managers create rules to manage employees, the latter create processes to manage their managers. Tacit or implicit knowledge, although as important as its explicit or codified counterpart, proves much more difficult The Key Role of to transfer among peers in different units of the same International HRM in company. Thus, an approach that is coherent with the Successful MNC strategic organizational structure of the company must be Strategy. Chapter 4 developed to overcome these knowledge-sharing difficulties. Global HR Planning, more than being the source of policies and talent recruitment for distinct components of the Global Human international organization they belong to; can be used as Resource Planning. strategic units with the ability and responsibility of Chapter 5 coordinating enough knowledge and skills transfer to help the organization thrive globally in the long-run. It is how you strategize your performance, rather than the product you sell or the service you provide, what makes your company successful. This extra-mile approach could Sysco video be reached by having HR managers look beyond the Presentation. organization they belong to and base their policies on what the companys customers need. Employees usually do not understand the role they play within the companys strategy; therefore, human resource managers should create avenues for corporate goals to be Class # 3 spread throughout all company levels. This way, all employees know what their individual goals should be and how they fit into the companys strategic goals. Fall 2010

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International Human Resource Management Diversity, not only in terms of cultural background, but also referring to areas of expertise and even academic backgrounds and environments, could prove paramount in achieving sustainable competitive advantage. Human Resource managers should plan accordingly to avoid boxing the companys focus and, hence, hindering its future performance and overall prospect. For HRM to be deemed strategic, it must certainly endeavor in a comprehensive, prospective-oriented analysis of the myriad of issues that will affect its practices. Every aspect of HRM, from recruiting to retention, will definitely be impacted as the forces of globalization and IT clash with corporate business as usual. Recruitment and selection processes are more bidirectional than most HR managers come to realize. In the same manner managers identify skills and competencies in particular candidates; those candidates are, at the same time, evaluating the company offering, its principles and values, in order to determine their compatibility with the organization. Ideal candidates may not be appropriate for the particular job they are applying for, but rather fit the basic requirements for that job and its possible evolution. Candidates could fit the principles and values of the organization rather than a particular job within it and be still the right candidate. The same way we expect candidates to have the competencies needed for the job being offered; we must be skillful ourselves when conducting the interviews. Therefore, we must structure interviews to offer the same level of opportunity to all candidates, improving chances of identifying the best person for the job. Leadership can be anything but a fixed set of abilities. Leadership does not present itself through the same skills in different people; it is rather a manifestation of different combinations of characteristics that, together, create different leadership styles that are better suited for different situations and under rather diverse environments. Managers do not need to have all the answers, for their job is not based on technical knowledge or precise detail; conversely, managers do need to know the right questions, since their job is based on gathering enough information to picture the issue and develop a map to confront it.

Lessons Learned Part 1

Case 2.1 Alcatel Alsthon

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Reading: Scanning the HR Environment

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Class # 4

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How to Design and Conduct Behavioral Interviews

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Ivan Mangles-Araneo

Fall 2010