MANAGING

GLOBAL HUMAN
RESOURCE
Group Members
Abdul Rahman-429
Gulfam Ashraf-181
Abdul Rahman-017
Sajjad Hussain-041
 THE HR CHALLENGES OF
INTERNATIONAL BUSINESS
The HR challenges of a
truly global world
• Recruiting from other countries
• Communicating well overseas
• Encouraging feedback
• Getting the HR function structure right
• Managing different, culturally influenced, career ambitions.
• Maintaining a sense of brand identity and loyalty
• Ethical grey areas
Recruiting from other countries
competitive is one thing; actually going about it is quite another. Knowing you need to attract
talent from overseas to stay

• Communicating well overseas

Liaising with line managers, senior executives and locally-based HR
colleagues becomes much harder when you’re separated by thousands of
miles. “The biggest challenge is managing a virtual team.
Encouraging feedback

Being geographically dispersed can mean not only less frequent catch-ups but also a less open,
trusting dynamic when you are communicating.

Getting the HR function structure right

Implementing the best structure globally is a case of getting the balance right between
plenty of expertise on the ground and maintaining a good level of central control and
consistency, says Searle.

Managing different, culturally influenced, career ambitions

HR and training director Gareth Way, explaining that in the US, by contrast, it’s
about creating “more levels so people can still progress vertically and into other
departments”.
Maintaining a sense of brand identity and loyalty
Where an organisation operates in many different regions it’s easy for company culture to become diluted.
Campus Living Villages combats this with regular secondments and its management development programme

Ethical grey areas

Anyone who’s ever travelled, never mind headed up a global HR function, knows there are
matters you previously held as morally black and white that become much less
straightforward once you’ve engaged with another culture’s belief system. Serle says HRDs
must know exactly where to draw.
 INTER-COUNTRY
DIFFERENCES EFFECTS
HRM
INTRODUCTION

■ Managing human resource management mean to conquer

and to maintain people in the organization, who will work
and give the maximum of themselves, with a positive and
favourable attitude.
Factors effect HRM

■Cultural factors
■Economical factors
■Labour factors
Cultural factors

■ Wide ranging differences from country to country require

corresponding differences in HR practices among a
company.
■ It is wise for an HR Director/Administrative to learn about
the culture of employees of the company particularly if the
work force is very diverse.
..How to avoid conflict

■ Conduct diversity training

■ Be genuinely interested in the culture of other people
■ Learn the culture of other employees
■ Create a responsive feedback mechanisms for employees
Economics factors

Differences in economic system(due to difference in beliefs)

also translate in to intercountry differences in HR practice.
Labour cost factors

Labour cost is the overall cost to a company associated with

one employee, including wages, benefit, taxes and
insurance.
Recruiters and human resource managers have to take
labour costs in to account in every aspect of their jobs.
Labour cost are generally the highest expenditure for most
of the businesses, as they incorporate the sum total of all
human related work needed for company operations.
 THE GLOBAL
DIFFERENCES AND
SIMILARITIES IN HR
PRACTICES
DISTINCTION BETWEEN
DOMESTIC AND INTERNATIONAL
HRM
IHRM
Addresses a broader range of activities than domestic HRM. Eg. Int ■
.tax, co-ordination foreign exchange
.Requires greater involvement in the personal life of employees ■
.There is heightened exposure to risks in international assignments ■
Greater exposure to risks in international assignments; human and ■
.financial consequences of mistakes in IHRM are very severe
 HRM

Addresses a shorter range of activities than domestic HRM ■

.Requires smaller involvement in the personal life of employees ■
.There is less exposure to risks in international assignments ■
Lesser exposure to risks in assignments; human and financial ■
.consequences of mistakes in HRM are very severe
 Organizational cross-cultural
challenges
Mutual support climate ■
When it comes, for example, to showing concern for colleagues, as well as
.offering mutual support and understanding, both in solving work problems
Innovative climate ■
The degree to which employees consider their organization as being
innovative
Goal-directed climate ■
Employees consider their companies to be particularly goal-directed
 HOW TO TRAIN AND
MAINTAIN INTERNATIONAL
EMPLOYEES
 Cross cultural training

It is define as

“A procedure intends to increase individual ability to cope and work

In a foreign environment”

 Facilitate expatriate to adjust in the host country successfully

 It help to understand the culture of overseas destination
Pre-departure training

■ It gives before moving home to host market

■ It is very effective training program for expatriate
■ It provide basic knowledge that he require after arrival
e.g. Business etiquettes and how to dress according to
environment
Post-departure training

■ Training should be continue in the host country

■ Pre-departure training cannot fully prepare to face
problems in assignment
■ It helps to reduce cultural shock
■ Help to adjust in culture
Pre-departure visit

■ Visit expatriate before assigning job

■ It is important and provides information about host culture
■ It should help to reduce cultural shock
■ It also help to reduce uncertainties that are attached with
foreign environment