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 company’s customers need. Employees usually do not understand the role they play within the company’s 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 company’s strategic goals. Fall 2010









Ivan Mangles-Araneo


conversely.1 Alcatel – Alsthon 09/15/10 10 Reading: Scanning the HR Environment 09/16/10 11 Class # 4 09/16/10 12 Class # 5 09/23/10 13 How to Design and Conduct Behavioral Interviews 09/23/10 14 Class # 6 09/30/10 15 Class # 8 10/14/10 Ivan Mangles-Araneo Fall 2010 2 . Every aspect of HRM. Lessons Learned Part 1 9 Case 2. create different leadership “styles” that are better suited for different situations and under rather diverse environments. we must structure interviews to offer the same level of opportunity to all candidates. prospective-oriented analysis of the myriad of issues that will affect its practices. Managers do not need to have all the answers. will definitely be impacted as the forces of globalization and IT clash with corporate “business as usual. improving chances of identifying the best person for the job. Candidates could fit the principles and values of the organization –rather than a particular job within it– and be still the right candidate. its principles and values. Therefore. for their job is not based on technical knowledge or precise detail. we must be skillful ourselves when conducting the interviews. In the same manner managers identify skills and competencies in particular candidates. could prove paramount in achieving sustainable competitive advantage. Leadership can be anything but a fixed set of abilities. Leadership does not present itself through the same skills in different people. hindering its future performance and overall prospect. together. Ideal candidates may not be appropriate for the particular job they are applying for. at the same time. Human Resource managers should plan accordingly to avoid “boxing” the company’s focus and. not only in terms of cultural background.International Human Resource Management Diversity. it must certainly endeavor in a comprehensive. but also referring to areas of expertise and even academic backgrounds and environments. For HRM to be deemed strategic. managers do need to know the right questions. evaluating the company offering. since their job is based on gathering enough information to picture the issue and develop a map to confront it. The same way we expect candidates to have the competencies needed for the job being offered. but rather fit the basic requirements for that job and its possible evolution. hence.” Recruitment and selection processes are more bidirectional than most HR managers come to realize. it is rather a manifestation of different combinations of characteristics that. those candidates are. from recruiting to retention. in order to determine their compatibility with the organization.

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