Human Resources in Global and Multinational Companies
Similar to many other companies in the U.S., the organization discussed below has increasingly been interacting with businesses in other cultures. In fact, the company is seriously pursuing a joint venture in Asia to expand its production. This means that the human resources manager will be responsible for a more diverse employee population. How does she feel she must prepare for this change in her position? She realizes that globalization has made the human resources position much more complex. It has created new challenges, such as managing a much wider base of personnel and overseeing employee regulations in different countries and cultures. First, she says, it is important to look at the broader picture of the two businesses and how they will succeed in the future. She must base this on the company's overall strategy, goals and mission. She must consider such questions as how the present policies, practices, and various ways of thinking within organizational culture have a different meaning and impact on each culture. More importantly, she must decide what organizational changes will meet the varied needs of this new globally diverse workforce. The goal is to maximize the employees' potential.
Respondents from all three groups agreed that more HR involvement in developing business strategy was needed. While 98 percent of respondents said they have developed or are in the process of developing a global HR strategy, 85 percent said they have only moderate involvement or less in the development of their company's overall business strategy. * A majority (67 percent) of respondents at global companies have established success measures for some or all of their global services. Top measures include internal customer satisfaction, impact on business goals, reduced costs, and increased employee retention. In contrast, only 43 percent of multinational respondents and 33 percent of international respondents have global success measures. Global and multinational companies place greater emphasis on developing global leadership. As a result, more than 70 percent of respondents from companies in both categories said they provide development opportunities through international assignments, compared to about 40 percent of international respondents. Another article (Savickas, 2005) concerned the training and education of employees and the growing need for international career services. Educational and vocational guidance practices in many countries are changing to better assist the world's workers to adapt to their new situations.
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Approximate Word count = 903
Approximate Pages = 4 (250 words per page double spaced)
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