What is HR?

● Human resources (HR) is the division of a business that is charged with

finding, screening, recruiting, and training job applicants, as well as
administering employee-benefit programs.
● HR plays a key role in helping companies deal with a fast-changing
business environment and a greater demand for quality employees in
the 21st century.
 Total Rewards
The achievement and benefit received by employees for their job performance in an organization are known as reward

Employees join the organization within certain expectation of reward.

Some may be expecting for better salary and wages i.e., economic rewards while
other may be seeking for facilities like accommodation, transportation, health, safety
and other benefits as reward.
Matching the reward system with the level of performance for each job assigned in
organization is known as reward management.
Compensation system

Compensation management is the process of managing, analyzing, and determining

the salary, incentives, and benefits each employee receives.
Compensation managers aim to attract, retain, and engage employees by offering
broad and competitive compensation plans within the company budget.
As a result, the employees will feel more motivated and engaged, and in turn, give
back to their employer through increased productivity and quality work. This
symbiotic relationship between employer and employer is vital to create a company
culture composed of happy and enthusiastic employees.
Expatriate Management

● What is an Expatriate?
Expatriates are the employee who are sent to work abroad on a short-term or long-
term job assignment. They help their companies establish operations in other
countries, enter overseas markets or transfer skills and knowledge to their
companies' business partners. The experience helps organizations develop their
management skills base and their ability to succeed in a global marketplace.
● Expatriate Management
Following are the things that go into expatriate management:
Selection, Training and development, Performance evaluation and compensation,
Repatriation
1. Expatriate Selection: Managing expatriates has been a major problem that
relates to the success or failure of an organization’s implementation of international
strategies. To select the best person for the job, following attributes should be kept
in mind: Cultural intelligence, Family situation, Flexibility and adaptability, Job
knowledge and motivation, Relational skills and Extra cultural openness.
2. Expatriate Training: Expatriate are used to transfer technologies in joint
ventures, to transmit organizational culture, to enter new markets, and to develop
the international skills of employees. Hence, providing a Cross Cultural Training
(CCT) is a must. Training facilitates effective cross-cultural interactions. Is is found
to be effective for reducing uncertainty and increasing self-efficacy.
3. Expatriate Compensation: The main compensation items for expatriates involve
base pay, cost-of-living adjustments, housing allowances, home leave, education
assistance for dependents and premium pay. The most common approach to
expatriate pay is the balance sheet approach, which aims to develop a salary
structure that equalizes purchasing power across countries so expatriates have the
same standard of living in their foreign assignment as they had at home.
4. Repatriation: An expatriate of a multinational corporation returns to the country
of his/her origin from an overseas assignment. Evidence-based executive coaching,
engaging in creative dialogue relevant to the emotional, cognitive and behavioral
aspects of issues providing a sense of career continuity, demonstrating the value
the company places on expatriate assignments are some ways to reduce
repatriation risks.
Equal Employment Opportunity
It means that Everyone should be treated fairly when they’re considered for various
employment decisions (including hiring, promotion, termination, compensation, etc.).
This means, for example, that anyone competing for a position at a company should
have the same chances of succeeding if they’re right for the job. Employers cannot use
certain characteristics as reasons to hire or reject candidates or make other
employment decisions. In other words, they cannot discriminate against those
characteristics. In many countries, protected characteristics include:
● Race / color
● National origin / ethnicity
● Religion
● Age
● Sex / gender / sexual orientation
● Physical or mental disability
Equal Employment Opportunity is good for the company :-

- Improvement in the recruitment process

- Customer satisfaction
- Employee engagement
- Client retention
- Protects business and people
- Strong reputation
- Creates equality within the organization
- Promotes diversity
- Employee retention
- Search unique talent
- Strong brand image
Approaches towards hiring: Ethnocentric, Polycentric, Geocentric, Regiocentric

Objective: Select the right people for the right task at the right time for
international companies for global operations.
● Ethnocentric
Companies with branches in foreign countries have to decide how to select management-level
employees. Ethnocentric staffing means hiring management that is of the same nationality as a
parent company.
● Polycentric approach
If a company wants to adopt the strategy of limiting recruitment to the host country's nationals
it is called a polycentric approach.
● Geocentric approach
When recruiting the most suitable persons for the positions available around the world, a
company adopts the strategy of a geocentric approach irrespective of their nationalities.
● Regiocentric Approach
The regiocentric approach uses managers from various countries within the geographic regions
of business. Although the managers operate relatively independently in the region, they are not
normally moved to the company headquarters.
Labour laws in various countries
1. United Kingdom
● The United Kingdom Labour law establishes a relationship and regulates it
among workers, employers, and trade unions
● It has been a tradition in the UK to allow maximum freedom to employers’ and
trade unions to maintain their mutual relations.
● Laws covered under legislation: National Minimum Wage Act 1998, Working
Time Regulations 1998, Employment Rights Act, 1996, Pensions Act, 2008
● Labour laws promote Collective Bargaining: the Right of participation in
business decisions collectively.
● Part-time staff, sub-staff, agency workers, and people on term contracts are all
treated equally as per permanent staff.
2. Australia and New Zealand
● The labour laws in Australia are covered under Fair Work Act, 2009 and in New
Zealand under Employment Relations Act 2000.
● Generally, the working hours are set to 38 in a week for full-time employees in
both the countries.
● In Australia, staff are eligible to ask for flexible working hours if they’ve worked
for a company over 12 months. In New Zealand, employees can ask as soon as
the contract commences.
● The minimum wage in Australia as of June 2020 is $19.49 AUD, slightly higher
than that in New Zealand i.e., $18.90 AUD
3. The United States of America

● In the USA, there are federal, state and local employment laws.
● Title VII (of the Civil Rights Act) ; the Americans with Disabilities Act; the
Family and Medical Leave Act; the National Labour Relations Act; the Equal
Pay Act.
● Workers are generally protected against discrimination on the basis of race,
colour, religion, sex, national origin, etc.
● Under the Family and Medical Leave Act, eligible employees are provided with
12 weeks of protected leave per year.
Human Resource Planning and Retention

Human Resource Planning - The Process of Analyzing and identifying the need for
and availability of Human resources so that the Organization can meet its
objectives or the process of determining an organization’s human resources needs.

Objectives:
● Forecast future requirements of human resources with different levels of skills.
● Assess Surplus or shortage.
● Anticipate the impact of technology on job and requirements for human
resources.
● Relate Future human resources to future enterprise needs so as to maximize
the future return on investment in human resources.
Human Retention
Myths :
● Money is the main reason people
leave .
● Hiring has little to do with retention.
● If you train people, you are only
training them for another employer.
● Do not be concerned about retention
during organizational change.
● If solid performers want to leave, the
company cannot hold them
Drivers of Retention
● Unhappiness with management
● Limited Career advancement.
● Lack of Recognition
● Insufficient pay and benefits
● Job Boredom
● Job and work life
● Rewards, Compensation, Benefits and
Performance.
● Organizational and Management
Factors.
● Employee supervisor Relationships.
Recruitment & selection process
➢ Recruitment & Selection is the process that interlinked the HR and the ORGANIZATION.
Individual personality traits directly influence Organizational outcomes like turnover, Creativity
and commitment.
➢ Recruitment is defined as searching for and obtaining job candidates in sufficient numbers and
quality so that the organization can select the most appropriate people to fill its job need.
Selection is the process of gathering information for the purposes of evaluating and deciding
who should be employed in particular job.
➢ Before international recruitment, we have to ask 3 important questions -
○ From what country/ies to recruit (home, host or third)?
○ What Techniques to be used when recruitment is planned out side home country?
○ Whether to centralized recruitment activities in home country or decentralize in foreign
subsidiaries?
➢ Because, international employee selection based on four issues in the context of staffing global business:

○ Linking staffing plans with the evolution of the MNC.

○ Staffing orientation/ approach of staffing
○ Managing expatriates
○ Female expatriates

➢ Linking staffing plans with the evolution of the MNC and Staffing strategies differ based on the life cycle of the MNCs
like:

○ Setting up the host unit

○ Establishing the technology team to begin core operational activities.
○ Full blown operations of the host unit with significant role in establishing global objectives and targets.
○ Strong operational leadership at the unit level while globally consolidating with parents.

➢ Types of International staffing:

○ Short term – up to 3 month

○ Extended - up to 1 year
○ Long term – 2-5 years
○ Rotational Assignment - Used on oil rigs
○ Contractual Assignment – Depends on the project.
○ Commuter Assignment – Person lives in London but works in Moscow come and go by weekly or biweekly basis.
○ Virtual Assignment – Where the employee does not relocate to a host location but manages, from home – base
SUCCESSION PLANNING

● Succession planning is a process for replacing leaders and key employees.

This process is important for leaders and managers especially, as succession
planning can ensure their roles are filled quickly within the organization.

Why Does Succession Planning Matter?

It ensures that key positions within a company do not remain vacant and that
they can be filled quickly, and successfully, in the event of a sudden
departure. It’s essentially a way for companies to remain agile when it comes
to their key competitive advantage: talent.
Case of Apple

● Steve Jobs, Former Apple CEO prepared his succession plan in the form of Apple
University.
● Apple University founded in 2008, has a leadership curriculum with content and materials
based off of Job’s experiences.
● Its purpose is to “teach Apple employees how to think like Steve Jobs and make decisions
that he would make.”
● This digital curriculum is a great example of how technology can be used to prepare a
company’s leadership succession.
● Besides Apple University, Steve Jobs was also working hard to prepare Tim Cook for the
position of CEO.
● Cook took on a variety of different operational roles including manufacturing, distribution,
sales, and supply chain management before working directly with Jobs to gain experience
in the CEO role.
Talent Management

It is the full-fledged process

of attracting, developing,
motivating, and retaining
high-performing employees.
Talent Management Model
THANK YOU