TRAINING & DEVELOPMENT:

PLANNING & STRATEGIZING TRAINING

CONSISTS OF FOUR STEPS:

o NEED ASSESSMENT

o ESTABLISHING OBJECTIVES & MEASURES

o DELIVERY OF TRAINING

o EVALUATION OF TRAINING

NEED ASSESSMENT:

DONE AT THREE LEVELS:

o ORGANIZATIONAL

HOW DOES THE TRAINING RELATE TO

ORGANIZATIONAL OBJECTIVES?

HOW DOES THE TRAINING IMPACT DAY-TO-DAY

WORKPLACE DYNAMICS?

WHAT ARE THE COSTS & EXPECTED BENEFITS OF

TRAINING?

o TASK

WHAT RESPONSIBILITIES RARE ASSIGNED TO THE

JOB?

WHAT SKILLS OR KNOWLEDGE ARE REQUIRED FOR

SUCCESSFUL PERFORMANCE?

SHOULD THE LEARNING BE ACTUAL JOB SETTING?

WHAT ARE THE IMPLICATIONS OF MISTAKES?

HOW CAN THE JOB PROVIDE THE EMPLOYEE WITH

DIRECT FEEDBACK?

HOW SIMILAR TO OR DIFFERENT FROM THE TRAINING

NEEDS OF OTHER JOBS ARE THE NEEDS OF THIS

JOB?

o INDIVIDUAL

WHAT KNOWLEDGE / SKILLS & ABILITIES DO TRAINEES

ALREADY HAVE?

WHAT ARE THE TRAINEES LEARNING STYLES?

WHAT SPECIAL NEEDS DO THE TRAINEES HAVE?

OBJECTIVES:

EVERY TRAINING ACTIVITY SHOULD HAVE AN OBJECTIVE

THESE OBJECTIVES SHOULD BE QUANTIFIED

DESIGN & DELIVERY:

CONSIDER THE FOLLOWING TWO CRITICAL ISSUES:

o INTERFERENCE

WHEN PRIOR TRAINING, LEARNING OR ESTABLISHED

HABITS ACT AS BLOCK IN THE LEARNING PROCESS

THE ATTITUDES OF THE SUPERVISORS OR PEERS

MAY PRODUCE INTERFERENCE

o TRANSFER

WHETHER TRAINEE CAN ACTUALLY PERFORM NEW

SKILLS OR PUT THE KNOWLEDGE INTO USE

HAVE STRATEGY TO OVERCOME THE ABOVE TWO ISSUES

EVALUATION:

EVALUATE THE TRAINING PROGRAM TO ASSESS WHETHER THE

OBJECTIVES HAVE BEEN MET

EVALUATION DONE AT FOUR LEVELS:

o REACTION

TRAINEES IMMEDIATE REACTION TO THE PROGRAM

o LEARNING

HAS THE TRAINEE’S KNOWLEDGE OR SKILL GONE UP

o BEHAVIOUR

ARE THE TRAINEES USING THE KNOWLEDGE OR

SKILLS AT THEIR WORK PLACE

o RESULTS

IMPACT ON BOTTOM LINE

INTEGRATING TRAINING WITH PERFORMANCE APPRAISAL &

COMPENSATION

PERFORMANCE APPRAISAL HIGHLIGHTS THE GAP IN CURRENT

PERFORMANCE

TRAINING PROVIDED TO BRIDGE HE GAP

IF PERFORMANCE IMPROVES REWARD OR RECOGNIZE THE

EMPLOYEE

IF TRAINING IS PROVIDED TO THE EMPLOYEE TO DO FUTURE DO

IF HE PERFORMS THE NEW JOB AS PER EXPECTATIONS WHICH

CAN BE ASSESSED THROUGH PERFORMANCE APPRAISAL

REWARD OR RECOGNIZE THE PERFORMANCE

CONCLUSIONS:

IT IS A MEANS TO DETERMINE THE EXTENT TO WHICH HUMAN

ASSETS ARE VIABLE INVESTMENT

ASSIGNMENT 1:

VISIT AN INDUSTRY. ENQUIRE AS TO WHICH WAS THE RECENT IN-HOUSE

TRAINING PROGRAM CONDUCTED IN LAST MONTH.

CALCULATE THE ROI IN TERM OF RUPEES OF THE SAID TRAINING

PROGRAM.

ASSIGNMENT 2:

WHAT ARE THE COMPETENCIES NEEDED FOR GLOBAL LEADERS IN

GOVERNMENT? WHAT SIMILARITIES & DIFFERENCES EXIST FROM

THOSE NEEDED IN PRIVATE INDUSTRY? TO WHAT CAN THESE

SIMILARITIES & DIFFERENCES BE ATTRIBUTED?

ASSIGNMENT 3:

WHAT KEY FACTORS INFLUENCE THE SUCCESS OF THE TRAINING

PROGRAMS?

ASSIGNMENT 4:

DEVELOP A TOOL TO EVALUATE THE LEARNING / TRAINING TAKING

PLACE IN THE COURSE IN WHICH YOU ARE ENROLLED?

ASSIGNMENT 5:

EVALUATE THE STATEMENT/: ANIMALS ARE TRAINED, PEOPLE ARE

DEVELOPED.

PERFORMANCE MANAGEMENT & FEEDBACK

INTRODUCTION:

AN O FACES FIVE STRATEGIC DECISIONS IN ESTABLISHING ITS

PERFORMANCE MANAGEMENT SYSTEM, WHICH ARE AS FOLLOWS:

o HOW THE SYSTEM WILL BE USED

EMPLOYEE DEVELOPMENT

DETERMINE REWARDS & COMPENSATION

ENHANCE MOTIVATION

FACILITATE MOTIVATION

o WHO EVALUATES

SUPERVISOR / CUSTOMER / PEERS / SELF /

SUBORDINATES

o WHAT TO EVALUATE

TRAITS / RESULTS / BEHAVIOURS

o HOW TO EVALUATE

ABSOLUTE / RELATIVE

o MEANS TO EVALUATE

GRAPHIC RATING SCALE / WEIGHTED CHECKLIST /

BARS / CRITICAL INCIDENT / OBJECTIVE BASED

BESIDES THE ABOVE FIVE STRATEGIC DESIGN DECISIONS,

FOLLOWING CRITICAL FACTORS MUST BE CONSIDERED WHEN

DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT

SYSTEM

o ENSURE THE LINK BETWEEN THE PERFORMANCE

MANAGEMENT SYSTEM & TRAINING & DEVELOPMENT &

COMPENSATION

o HAVE CRITERIA FOR STRATEGIC INITIATIVES THAT INVOLVE

LONG RANGE PLANNING & GROWTH

o FLEXIBLE JOB ASSIGNMENTS & RESPONSIBILITIES

o GROUP PERFORMANCE

o DEGREE OF STANDARDIZATION OR FLEXIBILITY OF THE

PERFORMANCE MANAGEMENT SYSTEMS. THE O SHOULD

STRIKE A BALANCE BETWEEN THE TWO

PERFORMANCE MANAGEMENT SYSTEM IS NOT MEASURING THE

PERFORMANCE BUT ALSO PROVIDING FEEDBACK TO THE

EMPLOYEES ON THE PROCESS. THE FOLLOWING ARE THE

CRITICAL GUIDELINES WITH RESPECT TO FEEDBACK PROCESS::

o SHOULD BE SPECIFIC

o SHOULD BE BASED ON FACTS

o PROVIDED AS SOON AS POSSIBLE

o PERFORMANCE MEASURES SHOULD BE BASED ON CLEAR

MEASURABLE GOALS

o THE PROCESS SHOULD INVOLVE A DIALOGUE BETWEEN

THE EMPLOYEE & THE SENIOR

THERE IS PROBABLY NO IDEAL MODEL FOR A PERFORMANCE

MANAGEMENT SYSTEM. AN EFFECTIVE PERFORMANCE

MANAGEMENT SYSTEM IS STRATEGIC, DESIGNED WITH THE NEEDS

OF MANY CONSTITUENTS & PURPOSES BALANCED WITH O’ S

STRATEGY. THE SYSTEM ARE AS VARIED AS THE O IN WHICH THEY

ARE LOCATED, BUT ALL DISPLAY INNOVATION & INSIGHT TOWARD

CREATIVITY SUPPORTING THE O ‘S STRATEGIES

STRATEGIES FOR IMPROVING THE PERFORMANCE MANAGEMENT

SYSTEM:

INVOLVE MANAGERS IN THE DESIGN OF THE SYSTEM

HOLD MANAGERS ACCOUNTABLE FOR THE PERFORMANCE &

DEVELOPMENT OF THEIR SUBORDINATES

SET CLEAR EXPECTATIONS FOR PERFORMANCE

SET SPECIFIC OBJECTIVES FOR THE SYSTEM

TIE PERFORMANCE MEASURE TO REWARDS

GAIN COMMITMENT FROM SENIOR MANAGEMENT

ASSIGNMENT 1

IN COMPETING ENVIRONMENT, SHOULD PA BE USED FOR

DEVELOPMENT OF EMPLOYEES OR FOR ASSESSING EMPLOYEE’S

PERFORMANCE? JUSTIFY YOUR ANSWER WITH LOGIC.

ASSIGNMENT 2:

DEFINE POTENTIAL APPRAISAL. VISIT AN INDUSTRY, & CHECK HOW

THEY DO POTENTIAL APPRAISAL?

ASSIGNMENT 3:

DEFINE 360 DEGREE APPRAISAL. VISIT AN INDUSTRY & FIND OUT HOW

DO THEY CONDUCT IT?

ASSIGNMENT 4:

COMPARE HOW APPRAISAL IS DONE IN AN ENGINEERING & IT

INDUSTRY?

ASSIGNMENT 5:

IF PERFORMANCE IS BASED ON GOAL SETTING; DO WE NEED TO

APPRAISE THE PERFORMANCE OF EMPLOYEE?

ASSIGNMENT 6

WHAT WILL BE YOUR STRATEGY TO DEAL WITH LIMITATIONS OF

APPRAISAL?

COMPENSATION

INTRODUCTION:

IT IMPACTS AN EMPLOYER’S ABILITY TO ATTRACT APPLICANTS,

RETAIN EMPLOYEES, & ENSURE OPTIMAL LEVELS OF

PERFORMANCE

IT IS A KEY ECONOMIC ISSUE. FOR IT FORMS A CHUNK OF

OPERATING EXPENSES

A CRITICAL BALANCING ACT MUST OCCUR TO ENSURE THAT

COMPENSATION ATTRACTS, MOTIVATES, & RETAINS EMPLOYEES,

AT THE SAME TIME, COMPENSATION SHOULD ALLOW THE O TO

MAINTAIN A COST STRUCTURE THAT ENABLES IT TO COMPETE

EFFECTIVELY & EFFICIENTLY IN ITS MARKETS

IT CONSISTS OF THREE SEPARATE COMPONENTS:

o BASIC SALARY

o INCENTIVE

o INDIRECT PAYMENT

WHILE DESIGNING THE OVERALL COMPENSATION SYSTEM, AN O

NEEDS TO BE CONCERNED WITH PERCEIVED EQUITY OR

FAIRNESS OF THE SYSTEM FOR EMPLOYEES

WHEN INDIVIDUALS PERCEIVE THAT THEY ARE BEING TREATED

INEQUITABLY RELATIVE TO THEIR PEERS, THEY USUALLY TRY TO

ESTABLISH EQUITY BY DEMANDING ADDITIONAL COMPENSATION;

OR DECREASE THEIR INPUTS

THERE ARE THREE TYPES OF EQUITY:

o INTERNAL

o EXTERNAL

o INDIVIDUAL

THESE PERCEPTIONS OF EQUITY DIRECTLY IMPACT MOTIVATION,

COMMITMENT, & PERFORMANCE ON THE JOB

EMPLOYEE ASSESSMENTS OF EQUITY ARE IN FACT

PERCEPTIONS. THEY MAY BE BASED IN PART, ON INCOMPLETE OR

INACCURATE INFORMATION. FEW EMPLOYEES REALLY KNOW THE

EXTENT OF THEIR CO-WORKERS’ INPUTS UNLESS THEY ARE

TOGETHER THROUGHOUT THE WORKDAY. THE CONFIDENTIALITY

OF MANY COMPENSATION PROGRAMS CAN ALSO MAKE IT

DIFFICULT FOR EMPLOYEES TO OBTAIN ACCURATE INFORMATION

ON CO-WORKER COMPENSATION. ALTHOUGH COMPENSATION IS

NOT THE ONLY WORK-RELATED OUTCOME EMPLOYEES RECEIVE,

IT OFTEN IS THE BASIS BY WHICH EMPLOYEES CONCLUDE THAT

THEY ARE BEING TREATED APPROPRIATELY

INTERNAL EQUITY:

IT IS PERCEIVED FAIRNESS OF PAY DIFFERENTIALS AMONG

DIFFERENT JOBS WITHIN AN O.

EMPLOYERS CAN ESTABLISH INTERNAL EQUITY BY JOB

EVALUATION.

THERE ARE FOUR TECHNIQUES TO EVALUATE JOB:

o RANKING

o CLASSIFICATION

o FACTOR COMPARISON

o POINT SYSTEM

REGARDLESS OF THE METHOD CHOSEN, EMPLOYEES MUST

UNDERSTAND & ACCEPT THE SYSTEM TO ENSURE OPTIMAL

MOTIVATION, COMMITMENT & PERFORMANCE

EXTERNAL EQUITY:

IT REFERS TO EMPLOYEE’S PERCEPTION OF THE FAIRNESS OF

THEIR COMPENSATION RELATIVE TO THOSE OUTSIDE THE O

DONE BY DOING SALARY SURVEY

AFTER THE SURVEY THE O HAS TO DETERMINE ITS PAY

STRATEGY RELATIVE TO THE MARKET. THERE ARE THREE

STRATEGIES FROM WHICH THE EMPLOYER CAN CHOOSE

o LEAD

o LAG

o MARKET RATE

INDIVIDUAL EQUITY:

IT CONSIDERS EMPLOYEE PERCEPTIONS OF PAY DIFFERENTIALS

AMONG INDIVIDUALS WHO HOLD IDENTICAL JOBS IN THE SAME O

THE PAY DIFFERENTIALS EXISTS ON ACCOUNT OF

o SENIORITY

o SKILL-BASED PAY

o MERIT PAY. IT DEPENDS UPON THE PERFORMANCE

CONCLUSIONS:

THE INDIVIDUAL SENSES INEQUITY WHEN PERCEIVING THAT THE

BELOW GIVEN RATIOS ARE NOT EQUAL.

OUTCOMES / REWARDS [SELF] DIVIDED BY INPUTS /

CONTRIBUTIONS [SELF] IS EQUAL OUTCOMES / REWARDS

[OTHERS] DIVIDED INPUTS / CONTRIBUTIONS [OTHERS]

OS WISHING TO BE MORE INNOVATIVE MAY NEED TO ALTER THEIR

COMPENSATION SYSTEM TO PROMOTE MORE INTRAPRENEURIAL

BEHAVIOUR THAT ENCOURAGES EMPLOYEES TO ACT AS RISK

TAKING ENTREPRENEURS

OS TAKING A STRATEGIC APPROACH TO COMPENSATION REALIZE

THE NEED FOR CREATIVITY TO MEET STRATEGIC OBJECTIVES

ALSO WITHIN A GIVEN O DIFFERENT COMPENSATION PROGRAMS

MAY BE NEEDED FOR DIFFERENT DIVISIONS, DEPARTMENTS, OR

GROUP OF EMPLOYEES

COMPENSATION SYSTEMS MUST GROW & EVOLVE IN THE SAME

MANNER AS THE O TO ENSURE THAT WHAT IS ACTUALLY BEING

REWARDED IS CONSISTENT WITH O’S STRATEGIC OBJECTIVES

THE LINK BETWEEN STRATEGY & COMPENSATION IS ESSENTIAL

FOR ENSURING OPTIMAL PERFORMANCE

ASSIGNMENT 1

VISIT ANY NEW INDUSTRY, WHICH HAS BEEN ESTABLISHED FOR THE

FIRST TIME LAST YEAR IN PUNE. FIND OUT HOW DID THEY FIX THE BASIC

WAGES FOR THE VARIOUS POSITIONS IN THE ORGANIZATION? HOW DID

THEY ESTABLISH EQUITY IN COMPENSATION?

ASSIGNMENT 2

IS PERFORMANCE BASED PAY EFFECTIVE? WHY OR WHY NOT? HOW

CAN PERFORMANCE BASED PAY SYSTEMS BE BETTER DEIGNED TO

ENSURE OPTIMAL RESULTS.

ASSIGNMENT 3:

WHAT ARE THE CRITICAL FACTORS IN DESIGNING A TEAM BASED

COMPENSATION SYSTEM?

ASSIGNMENT 4:

WHAT FACTORS SHOULD INFLUENCE EXECUTIVE COMPENSATION?

ASSIGNMENT 5:

EXPLAIN HAY SYSTEM OF JOB EVALUATION?

ASSIGNMENT 6:

EXPLAIN POINT SYSTEM JOB EVALUATION METHOD.

LABOUR RELATIONS:

INTRODUCTION:

THE NATURE OF RELATIONSHIP BETWEEN THE EMPLOYER & THE

EMPLOYEE CAN HAVE A SIGNIFICANT IMPACT ON MORALE,

MOTIVATION, & PRODUCTIVITY

IF THE EMPLOYEES FEEL THAT THE TERMS & CONDITIONS OF

THEIR EMPLOYMENT ARE LESS ADVANTAGEOUS WILL NOT BE

COMMITTED TO PERFORM & TO REMAIN WITH THE EMPLOYER

CONSEQUENTLY HOW O MANAGE THE DAY TO DAY ASPECTS OF

THE EMPLOYMENT RELATIONSHIP CAN BE A KEY VARIABLE

AFFECTING THEIR ABILITY TO ACHIEVE STRATEGIC OBJECTIVES

WHEN WORKERS GET UNIONISED, IT CREATES SPECIAL

CHALLENGES FOR HR MANAGEMENT. THE PAYROLL EXPENSES &

THE WORK PROCESSES MAY CONTRIBUTE TO RETARD

EFFICIENCY IN OPERATIONS

WHY EMPLOYEES UNIONISE:

PERCEIVED BENEFITS. THESE BENEFITS COULD BE ECONOMIC,

SOCIAL & OR POLITICAL

POWER IN UNITY

COLLECTIVE BARGAINING

MANAGEMENT & UNION COME TOGETHER TO NEGOTIATE

THROUGH COLLECTIVE BARGAINING AN AGREEMENT COVERING

TERMS & CONDITIONS OF EMPLOYMENT

NEGOTIATION SHOULD TAKE PLACE IN GOOD FAITH

THE OUTCOME OF NEGOTIATION SHOULD BE WIN-WIN

WHEN NEGOTIATION FAILS, THE MANAGEMENT CAN DECLARE A

LOCK OUT, & THE UNION CAN DECLARE A STRIKE. THAT IS WHY

THE PROCESS OF NEGOTIATION SHOULD NOT BE ALLOWED TO

COME TO A STALEMATE

NEGOTIATION SHOULD BE BASED ON GIVE & TAKE PRINCIPLES

UNIONS TODAY:

UNIONS MUST DEVELOP PARTNERSHIP WITH EMPLOYERS & SEEK

WIN-WIN OUTCOMES

COLLECTIVE BARGAINING SHOULD STRENGTHEN BOTH THE

UNION’S POSITION & EMPLOYEE’S RIGHT & ENHANCE THE

PERFORMANCE OF THE O

UNIONS SHOULD REALIZE THAT THE JOBS OF TODAY & THOSE OF

FUTURE ARE QUITE DIFFERENT FROM THE JOBS OF PAST

JOBS ARE BECOMING MORE COMPLEX, MULTIFACETED IN

NATURE. WORK IS DONE IN TEAMS.

WORK INDEPENDENTLY WITH NO SUPERVISION

PARTICIPATION & INVOLVEMENT ARE NOT VOLUNTARY.

UNIONS PARTNER WITH EMPLOYERS IN CREATING BENEFICIAL

CHANGE, RATHER THAN INHIBITING CHANGE

AS UNIONS DECLINE IN NUMBER & STATURE, WORKERS BECOME

LESS POWERFUL. THE WORKERS INTEREST CAN BE ENHANCED

THROUGH LEGISLATION OR MANAGEMENT INITIATIVES

UNION LEADERS WILL HAVE TO RETHINK THEIR ROLES & ADOPT

COLLECTIVE BARGAINING STRATEGIES THAT ALLOW BOTH

EMPLOYERS & EMPLOYEES TO BENEFIT. WILL HAVE TO LEARN

MANAGEMENT SKILLS IN UNDERSTANDING THE BUSINESS,

STRATEGIC ISSUES, & THE ENVIRONMENT IN WHICH THE

BUSINESS IS DONE

UNIONS CANNOT GUARANTEE JOB SECURITY BUT CAN

GUARANTEE EMPLOYABILITY BY TRAINING EMPLOYEES TO BE

MULTI-SKILLED

NEW STRATEGIES FOR UNION:

GOALS:

o EMPLOYMENT SECURITY

o HIGHER WAGES

o MAKE UNIONS STRONGER

PAST STRATEGIES:

o JOB CLASSIFICATION

o GRIEVANCE HANDLING

o COLLECTIVE BARGAINING

o CONTRACT ADMINISTRATION

FUTURE STRATEGIES:

o PARTICIPATE IN DEVELOPING

NEW WORK SYSTEM

EDUCATION & TRAINING

TECHNOLOGY

NEW PRODUCT DEVELOPMENT

o SEEK TO UPGRADE WORKER SKILLS

o MOBILIZE & ENGAGE THE WORKFORCE FOR GREATER

CONTROL OVER PRODUCTION DECISIONS

o LEVERAGE THE USE OF CAPITAL INVESTMENT & PENSION

FUNDS

ASSIGNMENT 1:

VISIT ANY MANUFACTURING INDUSTRY, WHICH RECENTLY SIGNED A

SETTLEMENT WITH THEIR UNION. HOW MUCH RISE DID THE

MANAGEMENT GIVE IN TERMS OF MONEY & BENEFITS. DID THE

MANAGEMENT SUBMIT ITS CHARTER OF DEMANDS TO THE UNION? IF

SO HOW MUCH DEMANDS OF THE MANAGEMENT WAS SETTLED

ASSIGNMENT 2

WHAT ARE THE POSSIBLE OUTCOMES OF FAILURE TO REACH

CONSENSUS ON COLLECTIVE BARGAINING AGREEMENT?

ASSIGNMENT 3:

WITH UNIONISATION ON THE DOWNTURN, WHY SHOULD AN

ORGANIZATION BE CONCERNED ABOUT LABOUR RELATIONS?

ASSIGNMENT 4:

COMMENT: OUTSOURCING HAS MADE THE UNION EFFECTIVE TODAY?

ASSIGNMENT 5:

VISIT A BPO / IT INDUSTRY & FIND OUT HOW HAVE THEY AVOIDED

FORMATION OF THE UNION?

‘

EMPLOYEE SEPARATION

INTRODUCTION:

THE PRESSURE TO REMAIN COMPETITIVE & EFFICIENT, COUPLED

WITH THE FACT THAT EMPLOYEES ARE LESS COMMITTED TO

INDIVIDUAL EMPLOYERS THAN IN PAST MAKES THE PROCESS OF

EMPLOYEE SEPARATION A KEY STRATEGIC ISSUE FOR O

HR STRATEGY INVOLVES MANAGING THE PROCESS BY WHICH

EMPLOYEES LEAVE THE O, REGARDLESS OF DEPARTURE

O CAN MANAGE THIS SEPARATION PROCESS TO ENSURE THAT

TRANSITIONS ARE SMOOTH FOR BOTH EMPLOYER & EMPLOYEES,

THE OPERATIONS ARE NOT DISRUPTED, & THAT PROFESSIONAL

RELATIONSHIP IS NOT DISTURBED

SEPARATION TAKES PLACE IN ONE OF THE WAYS:

o FORCED

o VOLUNTARY

o RETIREMENT

FORCED REDUCTION:

o DONE FOR:

INEFFICIENCY

LACK OF ADAPTABILITY

WEAKENED COMPETITION POSITION WITHIN THE

INDUSTRY

o PAYROLL EXPENSE IS ONE OF THE LARGEST EXPENSES

o EFFICIENCY IS SOUGHT BY REDUCING LABOUR FORCE, & BY

REDESIGNING THE WORK PROCESS

o EFFECTIVE HR PLANNING CAN REDUCE THE NEED FOR ANY

LARGE SCALE REDUCTION IN WORK FORCE

o ANOTHER METHOD IS BY TYING COMPENSATION TO O’S

PERFORMANCE

o STAFFING THE O AT LESS THAN 100% & MAKING UP THE

DIFFERENCE WITH TEMPORARY EMPLOYEES OR BY WAY OF

OVERTIME

o O NEEDS TO DEVELOP APPROPRIATE STRATEGY FOR

MANAGING THE SURVIVORS, FOR THEY WILL FEEL LESS

SECURE ABOUT THE JOBS & WILL BE ASKED TO PERFORM

MORE WORK WITHOUT A CORRESPONDING INCREASE IN

COMPENSATION

o HAVE STRONG EVIDENCE. DOCUMENT THE SAME.

COMMUNICATE THE INFORMATION ABOUT PERFORMANCE

AT REGULAR INTERVAL TO THE EMPLOYEE. OTHERWISE

ONE LANDS UP WITH COURT COST, BAD PUBLICITY, &

DISSENSION AMONG THE RANKS OF ITS EMPLOYEE

VOLUNTARY:

o SUCH SEPARATIONS CAUSE DISRUPTIONS IN OPERATIONS,

WORK TEAM DYNAMICS & UNIT PERFORMANCE

o IT CREATES COSTS FOR THE O

o IT HAS BOTH ADVANTAGES & DISADVANTAGES

o PERFORMANCE – REPLACEABILITY STRATEGY IS THE BEST

TOOL TO MANAGE TURNOVER STRATEGICALLY

REPLACEABILITY: DIFFICULTY: PERFORMANCE HIGH:

STRATEGY TO BE ADOPTED:

o RETAIN

o INVEST

o DEVELOP BACKUPS

REPLACEABILITY EASY: PERFORMANCE HIGH:

STRATEGY TO BE ADOPTED:

o RETAIN

o INVEST

REPLACEABILITY DIFFICULTY: PERFORMANCE

AVERAGE:

STRATEGY TO BE ADOPTED:

o RETAIN

o PROVIDE PERFORMANCE INCENTIVE

o DEVELOP BACKUP

REPLACEABILITY EASY: PERFORMANCE: AVERAGE

STRATEGY TO BE ADOPTED:

o RETAIN

o PROVIDE PERFORMANCE INCENTIVES

REPLACEABILITY DIFFICULTY: PERFORMANCE LOW:

STRATEGY TO BE ADOPTED:

o IMPROVE PERFORMANCE

o TERMINATE

o DEVELOP BACKUP

REPLACEABILITY EASY: PERFORMANCE POOR

IMPROVE PERFORMANCE

TERMINATE

RETIREMENT:

o RETIREES HAVE WEALTH OF KNOWLEDGE ABOUT THE

INDUSTRY, MARKETPLACE, HISTORICAL KNOWLEDGE

ABOUT THE O & EXPERIENCE WITH O’AL PROCESSES

o IF KNOWLEDGE & EXPERIENCE IS IMPORTANT, THEN THE O

MUST CAPITALIZE ON THEM BY RETAINING THEM AS

CONSULTANT

o WHEREVER THE EMPLOYEES DO NOT ADD VALUE TO THE O,

THEN VRS CAN BE THOUGH OF

CONCLUSION:

STRATEGICALLY MANAGING EMPLOYEE SEPARATION ENTAILS

DETERMINING THE VALUE OF HUMAN ASSETS FROM INVESTMENT

PERSPECTIVE & CONSIDERING THE COSTS OF DISCARDING THE

ASSETS

ASSIGNMENT 1

VISIT AN ORGANIZATION. FIND OUT WHICH KEY INDIVIDUAL SUBMITTED

HIS RESIGNATION. HOW DID THE MANAGEMENT RETAIN HIM?

ASSIGNMENT 2:

DISCUSS THE WAYS AN ORGANIZATION MIGHT ATTEMPT TO RETAIN ITS

MOST VALUED EMPLOYEES?

ASSIGNMENT 3

HOW DOES THE ORGANIZATION MAKE VRS ATTRACTIVE AS A STRATEGY

FOR DOWNSIZING?

INTERNATIONAL HRM

INTRODUCTION:

TREMENDOUS OPPORTUNITIES EXIST TO MARKET GOODS /

SERVICES GLOBALLY

INCREASING NUMBER OF ORGANIZATIONS ARE DEVELOPING

STRATEGIES TO EXPAND INTERNATIONALLY

THESE STRATEGIC OPPORTUNITIES ARE RESULTING IN

EMPLOYERS’ SENDING AN INCREASING NUMBER OF EMPLOYEES

ABROAD TO START UP, MANAGE, & DEVELOP THEIR

INTERNATIONAL OPERATIONS

WORKFORCE ARE BECOMING MORE CULTURALLY DIVERSE

HRM IS CRITICAL TO THE SUCCESS OF ANY INTERNATIONAL

ENDEAVOUR

HOW INTERNATIONAL HRM DIFFERS FROM DOMESTIC HRM

ADDRESSES BROADER RANGE OF FUNCTIONAL AREAS LIKE:

CLARIFYING TAXATION ISSUES

COORDINATING FOREIGN CURRENCIES / EXCHANGE RATES

COMPENSATION PLANS

WORKING DIRECTLY WITH FAMILIES OF EMPLOYEES

MORE INVOLVEMENT IN THE EMPLOYEES PERSONAL LIFE LIKE:

ASSISTING IN ACQUIRING HOUSE IN HOST COUNTRY

SELLING / LEASING DOMESTIC ACCOMMODATIONS

LOCATING RECREATIONAL & CULTURAL OPPORTUNITIES

FOR EMPLOYEE & HIS FAMILY

ARRANGING & PAYING FOR SCHOOL FOR THE EMPLOYEE’S

CHILDREN

LOCATING & SECURING DOMESTIC HELP FOR THE

EMPLOYEE

SETTING DIFFERENT HRM SYSTEM FOR DIFFERENT GEOGRAPHIC

LOCATIONS

DEAL WITH MORE COMPLEX EXTERNAL CONSTITUENCIES LIKE:

DEALING WITH FOREIGN GOVERNMENTS / POLITICAL /

RELIGIOUS GROUPS

OFTEN INVOLVES HEIGHTENED EXPOSURE TO RISKS LIKE:

HEALTH

SAFETY OF THE EMPLOYEE & FAMILY

LEGAL ISSUES IN HOST COUNTRY

POSSIBLE TERRORISM

DECISION TO EXPAND INTERNATIONALLY

FIRST IS DETERMINING THE APPROPRIATE STRATEGY FOR

INVOLVEMENT IN THE HOST COUNTRY. FOR EXAMPLE THE

ORGANIZATION MAY DECIDE TO SIMPLY EXPORT ITS GOOD TO

THE FOREIGN COUNTRY

IF THE GROWTH IS THERE, THE ORGANIZATION MIGHT ALSO

DECIDE TO SUBCONTRACT / LICENSE CERTAIN GOODS /

SERVICES TO A FOREIGN PARTNER

ON A SLIGHTLY MORE INVOLVED SCALE, A JOINT VENTURE MIGHT

BE UNDERTAKEN ABROAD WITH A FOREIGN PARTNER

FINALLY THE ORGANIZATION COULD DECIDE TO ESTABLISH A

SIGNIFICANT PRESENCE ABROAD BY SETTING UP OPERATIONS IN

THE FORM OF A FOREIGN BRANCH OFFICE / SUBSIDIARY

STRATEGIC HR ISSUES IN INTERNATIONAL ASSIGNMENTS:

FOLLOWING ARE THE STEPS:

ESTABLISH THE PURPOSE OF ASSIGNMENT. BOTH FROM O

& INDIVIDUAL’S POINT OF VIEW

SELECT THE APPROPRIATE PERSON FOR THE ASSIGNMENT.

THE INDIVIDUAL SHOULD HAVE TECHNICAL ABILITIES,

TOLERANCE OF AMBIGUITY, COMMUNICATION SKILLS,

PATIENCE, & OPENNESS TO DIFFERENCES IN OTHERS, &

WILLINGNESS TO LEARN

ASSESS THE ADAPTABILITY TO HOST CULTURE OF BOTH

EMPLOYEE & HIS FAMILY MEMBERS. INDIVIDUALS & FAMILY

MEMBERS MUST BE SCREENED TO DETERMINE THEIR

ABILITY TO BE COMFORTABLE TO HOST CULTURE. SENDING

THE INDIVIDUAL & HIS FAMILY MEMBERS TO THE HOST

COUNTRY CAN DO THIS. PRIOR TO DEPARTURE THE

EMPLOYEE & FAMILY SHOULD BE RECEIVE CROSS-

CULTURAL TRAINING IN THE NORMS & VALUES OF THE

HOST COUNTRY, WORKPLACE & BUSINESS PRACTICES,

LANGUAGE TRAINING, HEALTH & SAFETY ISSUES &

REALISTIC EXPECTATIONS OF THE DAY TO DAY LIFE IN THE

HOST COUNTRY SENSITIVITY TRAINING SHOULD ALSO BE

GIVEN TO THE EMPLOYEES OF THE HOST COUNTRY,

ESPECIALLY SO AS TO UNDERSTAND AS TO HOW LOCAL

DECISIONS ARE MADE, & BEING EMPATHETIC

TRAINING ON PERFORMANCE MANAGEMENT WILL BE A

GREAT CHALLENGE TO BOTH LOCAL MANAGEMENT & THE

EXPATRIATE, FOR BOSS OF THE EXPATRIATE MAY BE

LOCALITE. IF THE EXPATRIATE IS GOING TO WORK IN

OPERATIONS THEN TRAINING IN LABOUR RELATIONS IS

ESSENTIAL.

O ALSO NEEDS TO MAKE A STRATEGIC DECISION AS TO THE

LEVEL OF STANDARDIZATION IT DESIRES ACROSS

LOCATIONS. FOR THIS THERE ARE FOUR APPROACHES:

ETHNOCENTRIC

IT INVOLVES EXPORTING THE O’S HOME

COUNTRY PRACTICES & POLICIES TO FOREIGN

LOCATIONS

THIS STRATEGY IS USED FOR CREATING AN

IMAGE

USEFUL FOR STANDARDIZATION, INTEGRATION,

& EFFICIENCY

IF FORCED, THEN CAN CREATE PROBLEMS

MAKES EXPATRIATE ASSIGNMENTS MORE

ATTRACTIVE TO THE O’S DOMESTIC

EMPLOYEES

POLYCENTRIC

ALLOWS EACH LOCATION TO DEVELOP ITS OWN

PRACTICES & POLICIES THAT ARE CONSISTENT

WITH LOCAL CULTURE & WORKFORCE

CHARACTERISTICS

MANAGEMENT PRACTICES ARE LOCALISED TO

SUIT THE EXITING NEEDS OF THE MARKET

PLACE & ADAPTABILITY TO CUSTOMER TASTE

REGIOCENTRIC

DEVELOPING STANDARDIZED PRACTICES &

POLICIES BY GEOGRAPHIC REGION

THIS IS DONE TO GIVE AUTONOMY TO THE

REGIONAL SUBSIDIARY WITHIN A GEOGRAPHIC

REGION

GEOCENTRIC

INVOLVES DEVELOPING ONE SET OF GLOBAL

PRACTICES & POLICIES THAT ARE APPLIED TO

ALL GEOGRAPHIC REGION

IT IS DIFFICULT TO IMPLEMENT FOR DIFFERENT

HOST GOVERNMENT POLICIES & REGULATIONS

& THE NEED TO ADDRESS THEM

SIMULTANEOUSLY

REPATRIATION:

IT IS RETURNING OF THE EMPLOYEE

O NEED TO ESTABLISH A STRATEGY THAT ALLOWS THEM TO TAKE

THE VALUABLE EXPERIENCE ABROAD &

INTEGRATE IT WITH WHAT IS HAPPENING AT HOME

ALLOW CO-WORKERS TO LEARN FROM THE EXPERIENCES

OF REPATRIATE & ENHANCE THEIR OWN PERFORMANCE

A STRATEGY FOR REPATRIATION HAS TO DEVELOP THE

PURPOSE OF EXPATRIATION. THIS CAN BE DONE BY

ESTABLISHING THE PURPOSE OF THE ASSIGNMENT AT THE

TIME OF SENDING THE EMPLOYEE ABROAD

THE FOLLOWING ISSUES SHOULD BE ADDRESSED AT THE TIME OF

REPATRIATION:

CAREER ANXIETY. FINDING THE RIGHT SLOT.

O’S REACTION ON RETURN. IS HE MADE WELCOME? IS ANY

VALUE PLACED ON INTERNATIONAL EXPERIENCE? ARE NEW

SKILLS THAT HAVE BEEN DEVELOPED BEEN PUT USE

LOSS OF AUTONOMY. IN PLANNING REPATRIATION TAKE

INTO ACCOUNT THE LEVEL OF AUTONOMY THE REPATRIATE

ENJOYED, THE TYPES OF RESPONSIBILITIES, WORK

ASSIGNMENTS & SUPERVISION

ADAPTATION IS ANOTHER ISSUE. DURING THE

EXPATRIATION PERIOD THERE WERE PROBABLY SOME

SIGNIFICANT CHANGE-TAKING PLACE AT THE HOME OFFICE.

THE REPATRIATE NEEDS TO BE PROVIDED WITH

ASSISTANCE IN ADAPTING TO THOSE CHANGES TO

FACILITATE MAXIMUM PERFORMANCE IN THE NEW

ASSIGNMENT

AT PERSONAL THE FOLLOWING ISSUES HAVE TO ADDRESSED IN

REPATRIATION:

LOGISTICS. PERSONAL SAVINGS NEED TO BE

TRANSFERRED. PERSONAL BELONGINGS. TO BE SHIPPED.

SCHOOLS TRANSFER TO BE ARRANGED. ASSISTANCE IN

SPOUSE EMPLOYMENT.

READJUSTMENT & INTEGRATION INTO THE COMMUNITY FOR

THE EMPLOYEE & FOR THE EMPLOYEE’S FAMILY

SUPPORT FOR SUCH TRANSITION FOR THE EMPLOYEE & FAMILY

CAN GREATLY FACILITATE THE REPATRIATION PROCESS

CONCLUSIONS:

A KEY ISSUE THAT IMPACTS AN ORGANIZATION’S SUCCESS IN THE

INTERNATIONAL ARENA IS AN AWARENESS OF CULTURAL

DIFFERENCES & THE DEVELOPMENT OF BOTH A BUSINESS

STRATEGY & CORRESPONDING HR STRATEGY THAT IS

CONSISTENT WITH THE CULTURE OF THE HOST COUNTRY

ASSIGNMENT 1:

VISIT A MNC. INTERVIEW A FOREIGNER. FIND OUT WHAT ARE THE WORK

RELATED CULTURAL, ISSUES, WHICH THEY ARE FACING IN INDIA? WHAT

SORT OF TRAINING WAS GIVEN TO THEM?

ASSIGNMENT 2:

VISIT A MNC. INTERVIEW A FOREIGNER. HOW DID THE PARENT

ORGANIZATION ADDRESS THEIR CAREER ISSUES IN CASE OF

REPATRIATION?

ASSIGNMENT 3

INTERVIEW AN INDIAN, WHO WENT ON A LONG-TERM ASSIGNMENT TO

CHINA / JAPAN. HOW DID HE & HIS FAMILY PREPARE THEMSELVES TO

MEET THE CHALLENGES IN THAT COUNTRY WITH RESPECT TO THE

FOLLOWING FACTORS: LANGUAGE / FOOD / SCHOOLING?

ASSIGNMENT 4:

EXPLAIN HOFFSTEADE’S MODEL ON CULTURE?

ASSIGNMENT 5:

EXPLAIN HALLS MODEL ON CULTURE?

ASSIGNMENT 6:

EXPLAIN HOW WE INDIANS MAINTAIN UNITY IN A DIVERSE CULTURE?

THE END.

THANK YOU