International HR Assignment

International Human Resource Management International Diploma in Business Management– Level 8
Assignment Brief
International Human Resource Management
Academic Year 2022-23
Module Information:
Qualification: International Diploma in Business Management– Level 8
Module Code & Title: International Human Resource Management
Task 1: Research
Assignment Titles: Task 2: A Report with executive summary in presentation
slides (Individual)
Component Weighting: 100% (Total on task 2)
Date of Issue: 15th February 2023 Due date: 11th March 2023
To be filled by the student:

Student ID/s: C21S7006
Tutor: Reshahn Uzman

Date Due: 11th March 2023
Date of Submission: 11th March 2023
*All work must be submitted on or before the due date. If an extension of time to submit work is required,
a Mitigating Circumstance Form must be submitted.
Has an extension been approved? Yes No
If yes, please provide the new submission date ….…/.…. /……., and affix appropriate evidence.
First Marker: Second Marker:
Agreed Mark: Refer: Yes / No
DULAKSHI SIVAPRAGASH 1
Statement of Originality and Student Declaration
I hereby, declare that I know what plagiarism entails, namely to use another’s work and to present it as
my own without attributing the sources in the correct way. I further understand what it means to copy or
use another’s work.
1. I know that plagiarism is a punishable offence because it constitutes theft.
2. I understand ISDC’s plagiarism, ghost writing and copying policy.
3. I know what the consequences will be if I plagiaries, or copy another’s work or submit work that
is not my own in any of the assignments for this program.
4. I declare therefore that all work presented by me for every aspect of my program, will be my
own, and where I have made use of another’s work, I will attribute the source in the correct way.
5. I acknowledge that the attachment of this document signed or not, constitutes my agreement on it.
6. I understand that my assignment will not be considered as submitted if this document is not
attached to the attached.
Student’s Signature: S.Dulakshi Date: 11th March 2023
MARKING CRITERIA
Assessment Items Marks
Discuss the concept, current trends and developments in IHRM and assess how changes in 25
environment can impact IHRM decisions
Critically appraise the importance of human resource planning in international context and 25
evaluate the challenges faced by human resource managers in developing human resource
plan
Discuss cross cultural and diversity management interactions in the context of international 25
human resource management
Discuss the challenges and trends in recruitments, selection, performance, compensation and 25
training in international context
Total 100*
Contents
1.0 Introduction.....................................................................................................................................6
2.0 Elephant House Company...............................................................................................................7
2.1 How We Work...................................................................................................................................7
2.2 Corporate Responsibility...................................................................................................................7
2.3 Our Behavior Policy..........................................................................................................................7
2.4 We Stand For.....................................................................................................................................7
2.1.1 Business Elephant House synopsis.............................................................................................8
2.1.2 Elephant House definition of a product.......................................................................................8
2.1.3 Elephant House's new product's positioning...............................................................................8
3.0 Career Development & Training......................................................................................................9
3.1 Outbound Instruction.........................................................................................................................9
3.2 Programs for Core Values..................................................................................................................9
3.3 Training program for DSR.................................................................................................................9
4.0 International Human Resource Management Trends Today..........................................................10
4.1 Encourage inclusion and diversity...................................................................................................10
4.2 The Rise of Remote Work...............................................................................................................10
4.3 Develop your digital skills, soft skills, and critical thinking............................................................10
4.4 Workplace Wellness Initiatives.......................................................................................................10
4.5 Machine learning and artificial intelligence.....................................................................................10
4.6 Innovation in Learning Management Systems for Training and Recruiting.....................................10
5.0 Global Human Resource Management Concept............................................................................11
5.1 Global Human Resource Management: Nature................................................................................11
5.2 HRM and international differences..................................................................................................12
5.2.1 Cultural Aspects.......................................................................................................................12
5.2.2 Economic structures..................................................................................................................12
5.2.3 Issues affecting legal and labor relations..................................................................................12
6.0 Elephant House encourages ecologically responsible behavior...........................................................13
7.0 Elephant House company’s Human Capital.........................................................................................14
7.1 MANUFACTURING......................................................................................................................14
7.2 RETAIL...........................................................................................................................................14
7.3 The New Regular.............................................................................................................................15
7.3.1 The protection of employees.....................................................................................................15

7.4 Educating and Developing...............................................................................................................16
7.4.1 Retention...................................................................................................................................16
8.0 Human Resource Planning's Significance............................................................................................17
8.1 Future Staffing Requirements..........................................................................................................17
8.2 Strategic Planning component.........................................................................................................17
8.3 Developing Extremely Brilliant Employees....................................................................................17
8.4 Worldwide Strategies.......................................................................................................................17
8.5 Basis for Personnel Activities..........................................................................................................17
8.6 Raising Human Resource Investments.............................................................................................18
8.7 Intolerance of Change......................................................................................................................18
8.8 Bringing together line and staff managers' perspectives..................................................................18
8.9 Transition Planning..........................................................................................................................18
9.0 The key HR issues for 2023.................................................................................................................19
9.1 The employee value proposition has to be reevaluated....................................................................19
9.2 Getting back into the workforce......................................................................................................19
9.3 Luring talent to the business............................................................................................................19
9.4 Strengthening the bonds between managers and employees............................................................19
9.5 Fostering skill development and talent mobility..............................................................................19
10.0 INTERNATIONAL HRM IN CROSS-CULTURAL MANAGEMENT...........................................20
10.1 Mutual respect for cultural diversity in work.................................................................................20
10.2 Respect cultural diversity in work.................................................................................................20
10.3 Partnership building through preserving workplace cultural differences.......................................20
10.4 Ignoring racial and cultural diversity in work................................................................................20
10.5 Fostering teamwork at work..........................................................................................................20
11.0 Problems and trends in international recruiting and training..............................................................21
11.1 Recruitment trends.........................................................................................................................21
11.1.1 Telephonic interviewing.........................................................................................................21
11.1.2 Candidate background............................................................................................................21
11.1.3 Contingent personnel..............................................................................................................21
11.2 Training's Difficulties....................................................................................................................21
11.2.1 Adapting to Change................................................................................................................21
11.2.2 Training Leaders.....................................................................................................................21
11.2.3 Engaging Students..................................................................................................................22

11.2.4 Providing Regular Training....................................................................................................22
11.2.5 Use of Tracking Skills............................................................................................................22
11.3 Training Trends.............................................................................................................................22
11.3.1 Big Data Education.................................................................................................................22
11.3.2 Developing Leaders in a New Way.........................................................................................22
11.3.3 Shifting Skillsets Quickly.......................................................................................................22
11.3.4 Technological advancements..................................................................................................23
11.3.5 Employee Changes.................................................................................................................23
12.0 Conclusion.........................................................................................................................................24
13.0 References.........................................................................................................................................28
1.0 Introduction
IHRM is crucial for managing international staff, which is what businesses must do to acquire a
competitive edge. The process of hiring, educating, and rewarding personnel in multinational and
worldwide firms is known as international human resource management. According to Pigors and Myers,
effective human resource management is crucial for maximizing employees' potential and giving them the
best chances for success. The planning, organizing, directing, and management of people in order to
advance organizational, personal, and societal objectives is known as HRM. Planning and coordinating
the essential organizational operations of staffing, hiring, training, and development, as well as
evaluating, rewarding, and protecting human resources, constitutes human resource management.
This assignment relates to a legitimate company that will compete on the global market. Human resource
managers need to understand the difficulties of operating in a global environment. I'll concentrate my
efforts on difficulties, advancements, and methodologies related to global human resource management.
2.0 Elephant House Company

CCS, a company founded on the values of honesty and integrity, has been around for 153 years and is
today an important element of John Keells Holdings Group, Sri Lanka's largest conglomerate. Many Sri
Lankans' lives have been impacted by CCS's popular beverage and ice cream brand, Elephant House, for
centuries. Millions of people enjoy their everyday lives at home and abroad thanks to the whole line of
Elephant House goods, which includes ice cream, popsicles, flavor-enhanced milk products, fruit-based
beverages, water, energy drinks, carbonated soft drinks, and chasers.
2.1 How We Work

Ceylon Cold Stores PLC, a division of John Keells Holdings PLC that also includes Keells Food Products
PLC and Colombo Ice Company (Private) Limited, is a player in the consumer food market.
Our beverage and ice cream manufacturing facilities consist of a state-of-the-art ice cream manufacturing
plant in Avissawella established under the Colombo Ice Company (Private) Limited and a beverage and
ice cream manufacturing facility in Ranala that produces bulk range frozen confectionery.
2.2 Corporate Responsibility

Our corporate governance system, which formed the cornerstone of Ceylon Cold Store's continuous
progress over the years and is built on the core principles of responsibility, participation, and
transparency, is something we take great pleasure in.
2.3 Our Behavior Policy

Ethical business behavior ensures that our organization has strong organizational integrity, establishes the
culture of our organization, and motivates our company strategy, objectives, rules, and procedures. The
basic standards are outlined in our Code of Conduct, which is applicable to all of us as John Keells
Holdings PLC and its subsidiary workers, regardless of where we are headquartered or which John Keells
Group company we work for.
2.4 We Stand For

Every action we do at CCS is informed, defined, and directed by the five basic principles that form the
foundation of our corporate ethos. We think they played a key role in creating the fantastic workplace and
the vibrant culture we have developed over the years. Moreover, they are essential to the realization of
our ambitious growth objectives in the future in order to encourage cooperation, support innovations,
maximize potential, and improve adaptation to changing circumstances.
2.1.1 Business Elephant House synopsis

Sri Lankan beverage manufacturer Elephant House produces both caffeinated and non-caffeinated drinks.
Now holding the top market position in Sri Lanka, Elephant House Organization hopes to keep it.
2.1.2 Elephant House definition of a product

Elephant House Organization promoted a variety of goods, such as soda, ice cream, caffeine beverages,
and others. With a goal of dominating the beverage market, Elephant House Organization conducted
business with both domestic and foreign rivals. The businesses that compete with Elephant House sell
products including soda, ice cream, and other beverages. But, the strength of the Elephant House
organization is that they guarantee greater quality.
2.1.3 Elephant House's new product's positioning

Elephant House's innovative two-in-one ice cream product quickly gained popularity since no other
company could match it in terms of quality for the price. The new product from Elephant House is used
by middle-class and upper-class customers because they benefit from having a product at a reasonable
price that they cannot buy from another company.
Elephant Soft Drinks is the market leader in Sri Lanka, despite competition from Coca-Cola and Pepsi.
Elephant house provide both internal and external training to their staff, with participants chosen based on
the specified training needs.
CCS has created not just an equal opportunity work environment, but also a platform for ongoing
development and progress, since they believe that human resources are one of our most valuable assets.
3.0 Career Development & Training

Based on the identified training needs for our personnel, we choose the participants for both internal and
external training programs. Members of the sales team's perspective is greatly improved, as is their level
of job satisfaction, thanks to these initiatives. Together with the many training options, we also promote
coaching initiatives since they pave the way for future career progression.
3.1 Outbound Instruction

Our yearly overseas training programs for our workers are designed to enhance both individual and team
performance via experiential learning that blends outdoor, adventurous, and team-building activities.
These activities emphasize improving one's capacity for motivation, communication, leadership, strategic
planning, and change management.
3.2 Programs for Core Values

For each value, our internal training team produced and delivered extensive narratives to the whole staff.
We ask people to cheer for and recognize the members of their team by pinning cheer cards to the values
tree. The leadership team will provide a token of appreciation to both cheer offerees and cheer offerors as
part of the program's recognition process.
3.3 Training program for DSR

With the main objective of making our sales teams the finest in the local FMCG industry, our sales
professionals get in-depth training through sales induction programs, on-the-job training, regional in-
house training programs, outbound training, and motivational training sessions.
As they deal with sales outlets directly, Distributor Sales Representatives play a significant role in the
CCS chain of sales and have an effect on the market position of Elephant House Beverages.
4.0 International Human Resource Management Trends Today

The COVID 19 pandemic has compelled HR managers to respond promptly to urgent business demands,
manage worker diversity, and deploy cutting-edge technology. If a company wants to be successful, it
must strengthen its staff by aligning its human resource strategy with the most recent advancements.
4.1 Encourage inclusion and diversity

Employers should encourage a sense of belonging among their staff members, who represent a diverse
range of ages, genders, sexual orientations, and cultural backgrounds. IHR professionals must plant the
seeds of inclusion and connectedness if they want employees to feel free to voice their ideas with equity.
4.2 The Rise of Remote Work

Four out of five HR managers believe that the transition to remote work has reduced employee
absenteeism since employees are now accessible online when needed. In light of this, HR divisions must
adapt to altering workplaces in order to keep workers engaged and productive.
4.3 Develop your digital skills, soft skills, and critical thinking
People are no longer just hired solely on their educational background and job skills. Assess your capacity
for critical thought in topics like conflict resolution and strategic planning. Companies now place a high
value on soft skills like emotional intelligence and creativity to foster a compassionate workplace.
4.4 Workplace Wellness Initiatives

In order to improve employee wellbeing and encourage a good work-life balance, HR professionals
should push workplace wellness programs. Activities that may be done include eating well, team-building
exercises, on-site fitness classes, counseling sessions, happy occasions, and weekly interactive video
conferences.
4.5 Machine learning and artificial intelligence

HR managers could be able to employ candidates more swiftly and effectively as a result of the advent of
cloud computing and AI-based technologies like applicant tracking software. Artificial intelligence (AI)
facilitates the management of personnel onboarding, integration, training, performance, reporting, payroll,
and data administration.
4.6 Innovation in Learning Management Systems for Training and Recruiting

Provide seminars and training sessions on how to use the internet to find and develop new talent using
technologies like learning management systems. Talent acquisition teams may use headhunting agencies
or recruitment marketing companies in addition to AI to locate new candidates.
5.0 Global Human Resource Management Concept

It comprises of procedures that help an organization interact with its workers in an effective manner
during the pre-, selection-, and post-selection phases of the employment cycle.
The process of hiring, training, evaluating, and rewarding workers as well as catering to their labor
relations, health, and safety needs is known as human resource management (HRM). From an HRM
standpoint, these firms need to support the growth of managers who are more internationally minded;
those who are familiar with other languages, cultures, and market dynamics.
The sort of people, their desire to work, and their dedication to the company define a business's
competitive advantage in the global market. Despite having the greatest resources at its headquarters, the
global company cannot move those resources to its overseas affiliates without adapting the resources to
the new context.
5.1 Global Human Resource Management: Nature

Multiculturalism and regional dispersion, as well as the necessity to handle challenges like global taxes,
relocation, and sensitivity to other cultures, are distinctive characteristics of international HRM.
The acquisition, allocation, exploitation, and motivation of human resources in a global context is known
as international human resource management.
5.2 HRM and international differences

Although if several states and municipalities surely have their own laws impacting HR, a core federal
framework helps in the formulation of a generally predictable set of legal standards addressing concerns
like employment discrimination, labor relations, safety and health.
5.2.1 Cultural Aspects

Countries vary tremendously in terms of their cultures, or more particularly, in terms of the underlying
values that serve as a guide for their citizens and how these values are represented in the arts, social
programs, politics, and daily activities of the nation.
5.2.2 Economic structures

For instance, France has increased restrictions on firms' ability to terminate employees and established a
limit on the maximum number of hours a person may lawfully work each week, despite the country being
a capitalist culture.
5.2.3 Issues affecting legal and labor relations

Works councils are recognized, democratically elected groups of employee representatives that regularly
meet with management to discuss problems like smoking bans and layoffs.
6.0 Elephant House encourages ecologically responsible behavior

Elephant House, a well-known company with a rich history and reputation for quality, has started yet
another gigantic project out of growing environmental awareness with the goal of lessening carbon
emissions and implementing more practical, eco-friendly procedures.
The company has cut overall plastic use by shortening PET bottles' long necks after successful
completion of testing and lowering the weight of PET bottles overall. By redesigning the shrink wrapping
used in bundle packing and dropping the polythene gauge to 70 microns, the business has significantly
reduced the amount of plastic utilized, saving 14.078 kg.
Use of UHT packaging has decreased by 43%, while usage of the ice cream line has decreased by 24%.
The firm has also taken active steps to eliminate the use of corrugated bottoms in packing boxes.
Moreover, PET bottles under 1 liter are

produced using low compressed air
pressure, which reduces power
consumption and waste in general. He
said, "As an organization, we seek to
engage in more sustainable and
environmentally friendly activities,
which over time will be one of our
largest offers to our customers.
The Sri Lanka Recyclers Association is

supporting the fantastic CSR effort known as "Plastic Cycle," which places specifically made bins in
prime areas with the express purpose of promoting the correct disposal of recyclable plastic. In addition to
receiving the extra assistance of a third-party enabler Zero Waste, the campaign will be expanded by the
additional sponsorship of more than 100 bins that will be made accessible at all grocery chains.
7.0 Elephant House company’s Human Capital

The 6,698-person CCS team, who have been instrumental in fostering resilience and ensuring the
continuous generation of customer value through a particularly challenging year, is our most valuable
asset.
7.1 MANUFACTURING
1,004 workers operate at our two manufacturing plants, our Colombo headquarters, and our distribution
network.
7.2 RETAIL
5,694 personnel operate in our network of stores, warehouses, and the Colombo headquarters.
The Group's strategy for managing its workforce is consistent with that of its Parent company, including
the use of similar policy frameworks and practices.
7.3 The New Regular

In maintaining employee morale and guiding the team through the crisis, the Group's HR function was
instrumental in encouraging the team to adopt creative and efficient working methods throughout an
exceptional year.
7.3.1 The protection of employees

The Group has stringent security measures to protect the safety of our staff in the offices, retail locations,
and industrial facilities.
7.3.1.1 How to Foster a Culture of Safety

With the help of regular awareness seminars, digital engagement, WhatsApp messaging, and multi-level
employee conversations, we successfully launched the "No one is safe until everyone is safe" campaign
and increased staff buy-in.
7.3.1.2 Personal protective equipment (PPE) and other safety precautions must be provided
Around 5,400 PCR tests were performed, temperature testing, sanitization chambers, and other physical
safety measures were put into place, and personal protective equipment was distributed for a cost of Rs.
145 million.
7.3.1.3 Work Schedules

The provision of transportation, the activation of bio bubbles in industrial facilities, and the partitioning of
communal spaces occupied by workers in the frozen confectionery and beverage sectors.
7.3.1.4 Quarantine Stations

Quarantine facilities in a hotel managed by the JKH Group were open to factory workers and their
families without charge.
7.4 Educating and Developing

A notable endeavor in the industrial sector is the development of "iLearn," a learning management system
that automates the delivery, tracking, and assessment of learning activities.
Notwithstanding the challenges, training programs were transferred to digital platforms and continued
operating normally.
As a first step, 33 managers and executives were certified as green belts, and a white belt
program was set up for non-executives.
7.4.1 Retention
Nonetheless, because to fierce competition for young talent and substantial labor migration, retention
continues to be an issue at the non-executive level, particularly in the retail industry. As a result, the
attrition of the non-executive staff has a significant impact on the Group's personnel turnover levels.
8.0 Human Resource Planning's Significance

Organizational planning entails managerial actions that define the company's future objectives and select
the most effective strategies for achieving them.
8.1 Future Staffing Requirements

A corporation may have an excess or deficit in workforce as a result of inadequate human resource
planning. As personnel requirements were never planned for until the late 1980s, all public sector
institutions are currently overstaffed. Planning for human resources is crucial since it helps identify the
organization's future personnel needs.
8.2 Strategic Planning component

Planning for the allocation of resources among organizational structure, operational processes, and human
resources is also necessary during the implementation phase. HR Planning plays a role in the process of
developing the strategy by helping to establish if the company has the right kind of human resources to
carry out the provided plan.
8.3 Developing Extremely Brilliant Employees

Even if India has a sizable pool of educated unemployed individuals, the company will be able to select
the correct person with the suitable abilities for the firm thanks to the HR manager's judgment.
8.4 Worldwide Strategies

If adequate HRP and subsequent attention to staff recruitment, selection, placement, and development are
not applied, the increased competition for international executives may result in expensive and
strategically important turnover among key decision makers.
The ability of the HR department to move employees from inside or outside of national boundaries and
fill crucial jobs with foreign nationals is presently posing a significant challenge for international
companies.
8.5 Basis for Personnel Activities

HRP offers crucial data for developing and carrying out personnel tasks, including hiring, screening,
training, and development, as well as personnel movements like promotions, transfers, and layoffs.
8.6 Raising Human Resource Investments

Companies may invest in their workers by giving them new responsibilities or providing them with
formal training, but it can be difficult to quantify the financial value of a team that is well-trained,
flexible, and motivated to perform. Top officials are starting to acknowledge that an organization's
employee quality affects both its short- and long-term effectiveness.
8.7 Intolerance of Change

Planning ahead is essential to match the employees' existing skills to the required ones, even when
changing jobs. Employees are always reluctant when they learn about change or even job rotation.
8.8 Bringing together line and staff managers' perspectives

For the growth and planning of HR, excellent communication between HR staff and line managers is
essential. HRP may connect the perspectives of line managers and staff managers.
8.9 Transition Planning

The "stars" are regularly selected, trained, evaluated, and helped so that when the time comes, these
prepared employees may rapidly assume the roles and positions of their superiors.
9.0 The key HR issues for 2023

Employers have faced a seemingly endless variety of challenges with human resource management in
recent years, and each year seems to bring even more.
9.1 The employee value proposition has to be reevaluated

In a recent Randstad study, more than half (54%) of participants said they would quit their jobs if they
didn't feel like they belonged there, and 42% said they would turn down a job offer if the employer's
values didn't match their own. Also, 77% of employees prioritize working for organizations that have
publicly pledged to promote diversity, sustainability, and openness.
9.2 Getting back into the workforce

As this is happening, the ratio of actively engaged to disengaged workers is flattening, going from 2.6:1
in 2020 to 1.8:1 in 2022. Regular performance dialogues are necessary for re-engaging the staff. They
support team members in understanding their role in advancing the company's goals and in adapting their
work goals as needed to stay on track with those goals.
9.3 Luring talent to the business

Over half (47%) of respondents in a recent HR Executive study ranked recruiting and retention as their
top problem, indicating that talent acquisition would continue to be one of the highest priority HR
concerns in 2023. Despite the historically low level of unemployment in the United States, many firms
have trouble quickly filling available positions.
9.4 Strengthening the bonds between managers and employees

Red Thread Research found that managers in 2022 were given fewer data-based insights into team
performance and less clarity on expectations. Several supervisors were allowed to solve problems on their
own. However, because so few managers and workers began their careers in hybrid and remote work
contexts, the majority of managers lack a frame of reference for what that should entail.
9.5 Fostering skill development and talent mobility

Employers and employees both "quite fired" each other in 2022. Furthermore, when learning and
upskilling are tied to specific goals and quantifiable outcomes within a performance management
framework, individuals are more likely to finish programs and use their newly acquired abilities. The term
"silent recruiting," which implies a needs-based method of bridging skills shortages, is being used by HR
directors in 2023. Promote job vacancies as chances for staff members to gain new information and skills
so they may make wise career decisions.
10.0 INTERNATIONAL HRM IN CROSS-CULTURAL

MANAGEMENT
The hurdles that prohibit firms from creating and implementing truly egalitarian procedures that enable
their workforce to realize its full potential must be removed by managers.
Managers must learn to value and respect various cultural styles and ways of acting in order to succeed in
such a novel environment. The emphasis on managing workforce diversity effectively as a business need
has replaced the previous focus on equal employment opportunities.
10.1 Mutual respect for cultural diversity in work

Sensitivity to cultural differences at work. Mutual trust must be built among employees in order to build a
corporative culture inside the firm. This requires creating a thorough knowledge of cultures, realizing that
they are a component of workplace cultures, and recognizing their importance.
10.2 Respect cultural diversity in work

Acceptance of diversity in culture without bias. The HR manager should respect all cultural differences
and implement the same idea throughout the whole business to promote harmony and efficient operations.
10.3 Partnership building through preserving workplace cultural differences

In a similar way, managers lessen the potential benefits by handling diversity's negative effects rather
than ignoring them. Companies that adopt the managing differences approach educate their staff on
cultural differences and how to take advantage of them to their organization's benefit.
10.4 Ignoring racial and cultural diversity in work

Ignoring differences makes it impossible to manage cultural variety effectively, as well as to increase
diversity's good effects while minimizing its negative ones. In such sort of companies, managers and
employees feel that "our way is the only way" to manage and organize.
10.5 Fostering teamwork at work

fostering a culture of trust and safety among teams to promote a "WE NOT I" mentality. Teamwork is a
crucial strategy for overcoming cultural barriers and creating a new identity. HR initiatives that promote
teamwork can be quite effective.
11.0 Problems and trends in international recruiting and training

11.1 Recruitment trends
While the COVID-19 epidemic has subsided in many nations, the "great resignation" is still going strong
and posing significant hurdles to many enterprises in terms of turnover and hiring. Recruiters are now
facing new challenges as a result of inflation, growing living expenses, and the resulting desire for greater
compensation.
11.1.1 Telephonic interviewing

Because of its simplicity, adaptability to changing circumstances, and value in collaborative recruiting,
remote interviewing appears to be here to stay even if the epidemic has subsided with the widespread use
of vaccinations and other therapies.
11.1.2 Candidate background

The demand for employee listening programs and for creating an environment that upholds workers'
health and wellbeing, encourages a healthy work-life balance, and provides them with a pleasant
experience that will motivate them to stick around after the epidemic is over increased as a result.
11.1.3 Contingent personnel

A vendor management system can be helpful for managing the hiring of contingent workers, but
businesses need also be ready to recruit contingent workers through their career site and social media
marketing, as well as by using various interviewing techniques and vendor approval procedures.
11.2 Training's Difficulties

11.2.1 Adapting to Change
Change inside an organization is frequent and difficult now more than ever. The #1 problem highlighted
by L&D professionals is navigating through changes related to mergers, acquisitions, technology,
budgets, and personnel.
11.2.2 Training Leaders

Leadership development is a difficulty in many workplaces. To support their performance and guarantee
that the company will be successful in the short and long term, companies must develop leaders at every
level, from team leads on the front lines to the CEO.
11.2.3 Engaging Students

Professionals in learning and development (L&D) must convey the importance of these topics. Too
frequently, other pressing responsibilities appear to take precedence, while learning and growth are
neglected. It can be difficult to encourage students to attend, actively engage in, and complete their
development tasks, and this is probably going to be the case without clear priority or accountability
procedures.
11.2.4 Providing Regular Training

Consistent training is more challenging to deliver when a firm is multinational or geographically
scattered. Geographical restrictions, rising prices, language obstacles, problems with translation, and the
requirement for virtual training are some of the most typical difficulties in training and development.
11.2.5 Use of Tracking Skills

At best, it might be difficult to demonstrate the "stickiness" or durability of a training program. For skills
to be taught, applied, and sustained over time in the workplace, L&D professionals need to develop
successful strategies.
11.3 Training Trends

Training and development, like every other professional sector, has been through significant
developments that are fundamentally changing it. After all, the environment of practically every
professional field is being gently altered by new resources and global events.
11.3.1 Big Data Education

For instance, product-based companies utilize big data for budgeting, cost analysis, inventory
management, and other tasks. Big Data is without a doubt at the top of the list of frequent subjects that
training and development teams must handle. So, it is not unexpected to find Big Data as one of the focal
elements of every training session, according to Forbes.
11.3.2 Developing Leaders in a New Way

In other words, if a person who lacks significant formal power in a company is a natural leader, they will
quickly establish their supremacy. Also, it aids in identifying employees who are more likely to have a
positive financial influence on the business.
11.3.3 Shifting Skillsets Quickly

Today's development sessions frequently center on enhancing these abilities, and training teams
frequently use these subjects to plan team-based exercises that will encourage participants to push their
comfort zones.
11.3.4 Technological advancements

Businesses that depend on software often find this to be a challenge because it requires ongoing retraining
of staff to understand new tools. As a result, it is usual for organizations to invest a large portion of their
resources on enhancing employee access to technology and training.
11.3.5 Employee Changes

People are under far more strain than ever before since businesses want much more of their employees.
This explains why individuals tend to leave numerous industries relatively quickly and at astronomically
high rates.
12.0 Conclusion
Among the range of management tasks, human resource management is a crucial topic. Globalization has
led to the development of comparative management and international human resource management.
Investigating the essential components of HR's worldwide effectiveness is the focus of managing
international HRM.
In the framework of Elephant house company's international HRM, a number of significant themes and
ideas have been explored. International human resource management examines how this
company manage their human resources on many continents and nations.
It also looks at how multinational enterprises make sure that businesses manage employees in various
nations of the world in a cost-effective manner. Human resource management is crucial to the success of
all multinational enterprises and international organizations.
13.0 References
Abdul Rashid, Z. S. (2003). The influence of corporate culture and organizational commitment on
performance. Journal of management development, 22(8), 708-728.
Ayanda, A. M.-B. (2014). Effects of human resource management practices on financial performance of
banks. Transnational Journal of Science and Technology, 4(2).
Björkman, I. a. (2006). An Introduction to the Field. International Human Resource Management

Research, 41.
Björkman, I. G. (n.d.). Cheltenham: Edward Elgar. Handbook of Research in International Human

Resource Management, 1-11.
Brannen, M. (29: 593-616). Recontextualization, Semantic Fit, and the Semiotics of Foreignness,
Academy of Management Review. When Mickey Loses Face, 2004.
Buckley, P. (2002). Is the international business research agenda running out of steam? Journal of
International Business Studies, 33(2), 365-373.
Buckley, P. a. (2009). A Review of the Progress of a Research Agenda after 30 Years, Journal of
International Business Studies. The Internalisation Theory of the Multinational Enterprise, 40:
1563-1580.
Buckley, P. J. (1997). The Use of Native Categories in Management Research. British Journal of
Management, 8: 283-300.
(November 2018). Concepts of International Human Resource Management. Accessed 6 March 2023:
https://www.ukessays.com/essays/business/concepts-of-international-human-resource-
management-business-essay.php?vref=1.
Hambrick, D. (2007). Too much of a good thing? Academy of Management Journal. The field of
management's devotion to theory, 50(6), 1346-1352.
Hedlund, G. (1986). The Hypermodern NC: A Heterarchy? Human Resource Management, 25(1): 9-35.
Kogut, B. a. (1988). The effect of national culture on the choice of entry mode. Journal of International
Business Studies, 19(3): 411-432.

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International Human Resource Management International Diploma in Business Management– Level 8

Component Weighting: 100% (Total on task 2)

To be filled by the student:

Tutor: Reshahn Uzman

Has an extension been approved? Yes No

First Marker: Second Marker:

Agreed Mark: Refer: Yes / No

Statement of Originality and Student Declaration

Student’s Signature: S.Dulakshi Date: 11th March 2023

Assessment Items Marks

7.3.1 The protection of employees.....................................................................................................15

11.2.3 Engaging Students..................................................................................................................22

2.0 Elephant House Company

2.1 How We Work

2.2 Corporate Responsibility

2.3 Our Behavior Policy

2.4 We Stand For

2.1.1 Business Elephant House synopsis

2.1.2 Elephant House definition of a product

2.1.3 Elephant House's new product's positioning

3.0 Career Development & Training

3.1 Outbound Instruction

3.2 Programs for Core Values

3.3 Training program for DSR

4.0 International Human Resource Management Trends Today

4.1 Encourage inclusion and diversity

4.2 The Rise of Remote Work

4.4 Workplace Wellness Initiatives

4.5 Machine learning and artificial intelligence

4.6 Innovation in Learning Management Systems for Training and Recruiting

5.0 Global Human Resource Management Concept

5.1 Global Human Resource Management: Nature

5.2 HRM and international differences

5.2.1 Cultural Aspects

5.2.2 Economic structures

5.2.3 Issues affecting legal and labor relations

6.0 Elephant House encourages ecologically responsible behavior

Moreover, PET bottles under 1 liter are

The Sri Lanka Recyclers Association is

7.0 Elephant House company’s Human Capital

7.3 The New Regular

7.3.1 The protection of employees

7.3.1.1 How to Foster a Culture of Safety

7.3.1.3 Work Schedules

7.3.1.4 Quarantine Stations

7.4 Educating and Developing

8.0 Human Resource Planning's Significance

8.1 Future Staffing Requirements

8.2 Strategic Planning component

8.3 Developing Extremely Brilliant Employees

8.4 Worldwide Strategies

8.5 Basis for Personnel Activities

8.6 Raising Human Resource Investments

8.7 Intolerance of Change

8.8 Bringing together line and staff managers' perspectives

8.9 Transition Planning

9.0 The key HR issues for 2023

9.1 The employee value proposition has to be reevaluated

9.2 Getting back into the workforce

9.3 Luring talent to the business

9.4 Strengthening the bonds between managers and employees

9.5 Fostering skill development and talent mobility