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1InternationalHumanResourcesManagement(Pune,August08,2009)2HUMANRESOURCESINACOMPARATIVEPERSPECTIVE3PURPOSEOFBUSINESSVALUECREATION:ProactiveManagementActionswhichgenerateenhancessustainablevalueforitsstakeholdersthanwhatexistedbefore–byaddingeithertoitscapabilitiesorgainigcompetitivemarketdvantage,enhancesportfolio,advancestechnologicalknow–how,introductionofnewmanagementprocessesandpracticesorbyAddingtoitscorporatemanagementandGovernanceprocesses.4HUMANRESOURCESMIMMICKSCOMMODITYBEHAVIOURTALENTARBITRAGE5ONEUNIQUECHARACTERISTICABOUTHUMANRESOURCESASAFACTOR.6RoleofHRinValueCreation

Ensurethatthereexistsapositivefacilitativeandencouragingclimateforthevaluecreationprocess.Ensurethroughprograms,systems&processthatTalentAcquisition,PeopleAlignment,PeopleEngagement&PeopleMeasurementSystemscreatesandenhancesEnterpriseValue.TalentAcquisitionPeopleMeasurementEngagementPeopleAlignmentClimate7TALENTMARKETINGVALUEPROPOSITION–SEGMENTATIONCONSTANTFOCUSONMARKETDELIVERYOFVALUEPROPOSITIONS…..PRODUCTATTRITIONDIFFERENTIATORSFORGLOBALCORPORATE DiversityCultureValueSocioEconomicRealitiesKnowledgevsLearningOrientation8

LeadershipStylesCompetenciesQualityOfWorkLifeRewardsOpportunitiesForGrowthCompanyPracticesDIFFERENTIATEDENGAGEMENTDRIVERS:9CONCERNSFORGLOBALCORPORATES:LocalvsglobalpracticesCultureandoperatingbeliefsLawsandSocietalValuesFormsofGovernmentsWorkforcecharacteristicsBusinessStrategyandConditionsManagementPhilosophyLabourMarketUnionsTaskTechnology

10WAYFORWARDSOLUTIONS:DrivingcommonMission,VisionandValuesCommonPracticesManagementthroughKnowledgeTransferandBestPracticesOngoingInteractionsandSummitsDefiningacommonManifestoandgrowth.BusinessStrategyandConditions

112:INTERNATIONALRECRUITMENTANDSELECTION12

ECONOMICSCANNINGANDORGANISATIONALCAPABILITY 13MANPOWERARCHITECTURE:

Presentandfuture…shiftingnatureToothtotailratioOutsourcingAlternativesSystemsoptions14IDENTIFYINGORGANISATION’SUNIQUEVALUEPROPOSITION– NationalAndInternationalTALENTMARKETSEGMENTATIONINSIGHTSEMPLOYERBRANDPOSITIONING15Thinking-SeasonedJudgmentStrategicManagementLeadershipInterpersonalskillsCommunicationSelfManagementDepthandBreadthofTechnicalandFunctionalSkillsResourceManagementCOMPETENCYCLARITYThinking-SeasonedJudgmentStrategicManagementLeadershipInterpersonalskillsCommunicationSelfManagementDepthandBreadthofTechnicalandFunctionalSkillsResourceManagementCOMPETENCYCLARITY16SEGMENT-WISESOURCINGPLANIDENTIFYINGINTERNATIONALTALENTLOCATIONSASSOURCESTOTALREWARDOFFERINGS17INTERNATIONALCOMPENSATIONPLANNINGNeedForStructuredModelAndProgramCOLIHousingAsAFactorEducationAsAFactorHealth/MedicalPlanAndInsurances.HardshipLocationsSocialSecuritySystemsConveyancesReturnsTripsTaxationRepatriation18INTERNATIONALASSESSMENTIDENTIFYINGMETHODSINTERVIEWSANDCULTURAL/LEGALREQUIREMENTSPSYCHOMETRICSANDCULTURALIMPLICATIONSDESIGNINGASSESSMENTCENTRES19ONBOARDINGANDENCULTURIZING“OnBoarding”…..buildingsustainabletalentadvantagethroughAlignmentandcreatingorganisationvalueEnculturisationSocialisationOrientationInductionAssimilation30daysbeforeJoiningdate10daysbeforeJoiningdateFirstweekofJoining1monthpostJoining2/3monthspostJoiningEnculturisationOrientation20PLACEMENTANDHANDHOLDING21CompetitionEqualOpportunitiesLawsandRatiosProtectionsTransferAbilitiesVisasandWorkPermitsReligiousImplicationsLAWSOFLANDCompetitionEqualOpportunitiesLawsandRatiosProtectionsTransferAbilitiesVisasandWorkPermitsReligiousImplicationsLAWSOFLAND223:DEVELOPINGINTERNATIONALSTAFFANDMULTINATIONALTEAMS23ORGANISATIONCAPABILTYANDBUILDINGABODYOFBUSINESSKNOWLEDGE24COMPETENCIES,LEVELSANDCOMMUNICATIONFORTRANSPERANCY25DEVELOPMENTASAVALUEPROPOSITIONANDBUILDINGALINKTOCAREERGROWTH26LINKINGCOMPETENCIESTOCAREERLADDERS27Internal/externalassessmentInterview/performanceanchoredPerformance/potentialbasesASSEMENTFORDEVELOPMENT:Internal/externalassessmentInterview/performanceanchoredPerformance/potentialbasesASSEMENTFORDEVELOPMENT:ASSEMENTFORDEVELOPMENT:28KEYTALENTACCOUNTMANAGEMENT294:MANAGINGGLOBALLYDIVERSEWORKFORCE30 WHYTEAMSHAVINGCOMMONOBJECTIVES,COMMONGOALSANDACOMMONVISIONNEEDDIVERSITYDiversityvsdivergent31RANGEOFDIVERSITYATNATIONALLEVELS:GenderdiversityReligionRegionalLocalIdeologicalFoodhabitsRuralvsUrbanLinguisticEconomicPerspectiveTolerance

vsJingoism32UnderstandingsocietyUnderstandingstylesFoodhabitsTransactionalBehaviorsUnderstandingculturesPracticesValues,BeliefsandRitualsINTERNATIONALDIVERSITYANDITSDIMENSIONS33IdentifyingdomainsofnegotiationsDomainsofnonnegotiationDevelopingTransactionsensitivitytoacknowledgeandacceptthedivergence.

34BELIEFSANDETHICSHAVEANINFLUENCINGEFFECTInfluencingPerformanceManagementinanorganisation.InfluencingRewardsandCompensationInfluencinggrowthandcareersInfluencingtraininganddevelopmentInfluencingworklifebalanceInfluencinglevelofcommitmentInfluencingLeadershipModelsandStyles355:HUMANRESOURCESISSUESINCROSSBORDERMERGERSANDACQUISITIONS36HRatthetable!EnsuringM&Asuccess37Respondentstothe2006“CurrentStateofM&AIntegration”surveySource:MERGERS&ACQUISITIONSByTimothyJ.GalpinDuringarecentacquisition,wethoughtthatbecausetheywereinthesameindustryandhadgrownalongthepathwaywehadgrownthatourcultureswouldbethesame.Whenwestartedworkingonintegration,theonlytwothingswehadincommonwerethatwesoldthingstocustomersandexpectedtobepaid38Defining..…HOWTHINGSGETDONEAROUNDHEREOrganizationCultureisacollectivesetofpatternsobservedthroughindividualandgroupbehaviorsindicating“howworkgetsdone”inthevaluecreationprocess….thehowof“engaging”peopleintheprocessofValueCreation39CulturalIntegrationisabout….Adoptingacommonsetofbeliefsandtermsof“ENGAGEMENT”thatexplainstheculturalenvironmentinwhichthevaluecreationprocessisincubatedbytheenterprise.CulturalIntegrationisnotabout…..Replicatingtheacquiringcompany’ssystemsandpracticesintheacquiredCompanyForgingacommonwayofdoingthingsbyCOPYINGpoliciesandpracticesInsensitiveimpositionofartifactsandexternalmanifestationsofcultureImposingormerelyreplicatingpolicies,slogans,brands40ThetypicalMergerandAcquisitiondealneverrealizesfullbenefitsofitsintendedfinancialandstrategicimpact.

WhileM&Ascanfailforanumberofreasons,70%failuresareduetothe

‘people’sideoft

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