Chapter17
Chapter 11
Managing Global
Human Resources
Part Five | Employee Relations
PowerPoint Presentation by Charlie Cook
The University of West Alabama
HR and the Internationalization of Business
• The Global Challenges
➢ Coordinating market, product, and
production plans on a worldwide basis
➢ Creating organization structures capable
of balancing centralized home-office
control with adequate local autonomy
➢ Extending HR policies and systems
to service staffing needs abroad
Challenges of International HRM
• Deployment
➢ Getting the right skills to where they are needed,
regardless of geographic location
• Knowledge and Innovation Dissemination
➢ Spreading state-of-the-art knowledge and
practices throughout the organization regardless
of their origin
• Identifying and Developing Talent
on a Global Basis
➢ Identifying those who can function effectively in a
global organization and developing their abilities
Intercountry Differences Affecting HRM
Cultural factors
and ethics issues
International
Political/Legal Economic
systems
Human Resource systems
Management
Labor
relations
Global Differences and Similarities
in HR Practices
Personnel
selection
procedures
Purpose of
Use of pay and International
performance
other incentives HRM appraisal
Training and
development
practices
Staffing the Global Organization
• International staffing: Home or local?
➢ Expatriates (expats)
➢ Home-country nationals
➢ Third-country nationals
• Offshoring
➢ Having local employees abroad do jobs that the
firm’s domestic employees previously did in-house
• Offshoring Issues
➢ Effective local supervisory/management structure
➢ Screening and required training for locals
➢ Local compensation policies and working conditions
Management Values and
International Staffing Policy
Top Management Values
Ethnocentric Polycentric Geocentric
Selecting Expatriate Managers
• Adaptability Screening
➢ Assessing the assignee’s (and spouse’s)
probable success in handling the foreign transfer.
➢ Overseas Assignment Inventory
❖ A test that identifies the characteristics and
attitudes international assignment candidates
should have.
• Realistic Previews
➢ Cover problems to expect in the new job, as well as
the cultural benefits, problems, and idiosyncrasies
of the country.
FIGURE 11–2 Five Factors Important in International Assignee Success
and Their Components
I. Job Knowledge and Motivation III. Flexibility/Adaptability
Managerial ability Resourcefulness
Organizational ability Ability to deal with stress
Imagination Flexibility
Creativity Emotional stability
Administrative skills Willingness to change
Alertness Tolerance for ambiguity
Responsibility Adaptability
Industriousness Independence
Initiative and energy Dependability
High motivation Political sensitivity
Frankness Positive self-image
Belief in mission and job IV. Extracultural Openness
Perseverance Variety of outside interests
II. Relational Skills Interest in foreign cultures
Respect Openness
Courtesy Knowledge of local language(s)
Display of respect Outgoingness and extraversion
Kindness Overseas experience
Empathy V. Family Situation
Nonjudgmental Adaptability of spouse and family
Integrity Spouse’s positive opinion
Confidence Willingness of spouse to live abroad
Stable marriage
FIGURE 11–3
Overseas Assignment
Inventory
Personality of Inability of spouse
expatriate to adjust
Why Expatriate Inability to cope
Personal
Assignments with overseas
intentions
Fail responsibilities
Family Lack of cultural
pressures skills
Making Expatriate Assignments Successful
Realistic previews
Careful screening
Helping
Expatriate Assignments Improved orientation
Succeed
Cultural and language
training
Improved benefits package
Orienting and Training Employees on
International Assignment
• Predeparture training is needed on:
➢ The impact of cultural differences on
business outcomes
➢ How attitudes (both negative and positive)
are formed and how they influence behavior
➢ Factual knowledge about the target country
➢ Language and adjustment and adaptation skills
Trends in Expatriate Training
• Use of returning managers as resources to cultivate
the “global mind-sets” of their home-office staff.
• Use of software and the Internet for cross-cultural
training.
• Rotating assignments that permit professional growth.
• Management development centers where executives
hone their overseas skills.
• Classroom programs provide overseas executives with
educational opportunities similar to stateside programs.
• Continuing, in-country cross-cultural training.
Compensating Expatriates
• The “Balance Sheet Approach”
➢ Home-country groups of expenses—income taxes,
housing, goods and services, and discretionary
expenses—are the focus of attention.
➢ The employer estimates what each of these four
expenses is in the expatriate’s home country,
and what each will be in the host country.
➢ The employer then pays any differences such
as additional income taxes or housing expenses.
TABLE 11–1 The Balance Sheet Approach (Assumes U.S. Base Salary of $80,000)
Brussels, Belgium
Annual Expense Chicago, U.S. (US$ Equivalent) Allowance
Housing & utilities $35,000 $67,600 $32,600
Goods & services 6,000 9,500 3,500
Taxes 22,400 56,000 33,600
Discretionary income 10,000 10,000 0
Total $73,400 $143,100 $69,700
Incentives for International Assignments
• Foreign Service Premiums
➢ Financial payments over and above regular
base pay, and typically range between 10%
and 30% of base pay
• Hardship Allowances
➢ Payments to compensate expatriates
for exceptionally hard living and working
conditions at certain foreign locations
• Mobility Premiums
➢ Lump-sum payments to reward employees
for moving from one assignment to another
Steps in Establishing a Global Pay System
1 Develop a global compensation philosophy framework.
2 Identify any gaps in existing rewards systems.
3 Systematize pay systems worldwide.
4 Adapt global pay policies to local conditions.
5 Conduct an ongoing pay policies program assessment.
Appraising Expatriate Managers
• Challenges
➢ Determining who should appraise the manager.
➢ Deciding on which factors to base the appraisal.
• Improving the Expatriate Appraisal Process
1. Stipulate the assignment’s difficulty level, and
adapt the performance criteria to the situation.
2. Weigh evaluation more toward on-site manager’s
appraisal than toward that of the home-site
manager.
3. If home-office manager does appraisal, use a former
expatriate from same overseas location for advice.
International Labor Relations
Characteristics of European
Labor Relations
Content and
Industry-wide Employer Multiple union
scope of
centralization organization recognition
bargaining
Terrorism, Safety, and Global HR
• Taking Protective Measures
➢ Crisis management teams
➢ Intelligence services
• Kidnapping and Ransom (K&R) Insurance
➢ Crisis situations
❖ Kidnapping: employee is a hostage
until employer pays a ransom
❖ Extortion: threatening bodily harm
❖ Detention: holding employee without
any ransom demand
❖ Threats to property or products unless
employer makes a payment
Repatriation: Problems and Solutions
• Problem
➢ Making sure that the expatriate and his or her family
don’t feel that the company has left them adrift.
• Solutions
➢ Match the expat and his or her family with
a psychologist trained in repatriation issues.
➢ Make sure the expat always feels “in the loop”
with what’s happening back at the home office.
➢ Provide formal repatriation services when
the expat returns home.
How to Implement a Global HR System
• Best practices in developing worldwide
human resource policies and practices:
➢ Form global HR networks that make local HR
managers a part of global teams.
➢ Remember that it’s more important to
standardize ends and competencies than
specific methods.
Making the Global HR System
More Acceptable
• Best practices for making a global HR system
more acceptable to local managers:
➢ Remember that global systems are more accepted in
truly global organizations.
➢ Investigate pressures to differentiate and determine
their legitimacy.
➢ Try to work within the context of a strong corporate culture.
• Implementing the global HR system:
➢ Constant contact: “You can’t communicate enough.”
➢ Dedicate adequate resources for a global HR effort.
TABLE 11–2 Summary of Best Global HR Practices
Do . . . Don’t . . .
• Work within existing local systems—integrate • Try to do everything the same way
global tools into local systems everywhere
• Create a strong corporate culture • Yield to every claim that “we’re different”—
• Create a global network for system make them prove it
development— global input is critical • Force a global system on local people
• Treat local people as equal partners in • Use local people just for implementation
system development • Use the same tools globally, unless you
• Assess common elements across can show that they really work and are
geographies culturally appropriate
• Focus on what to measure and allow flexibility • Ignore cultural differences
in how to measure • Let technology drive your system
• Allow for local additions beyond core design—you can’t assume every location
elements has the same level of technology
• Differentiate when necessary investment and access
• Train local people to make good decisions • Assume that “if we build it they will
about which tools to use and how to do so come”—you need to market your tools
or system and put change management
• Communicate, communicate, communicate!
strategies in place
• Dedicate resources for global HR efforts
• Know, or have access to someone who
knows, the legal requirements in each country
