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Chapter 9 Staffing, Training, and Compensation for Global Operations

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Of the top 100 UK firms surveyed by Cendant International Assignment Services, ... Benefits Health insurance; stock options. Prentice Hall (c) 2005. 9-17 ... – PowerPoint PPT presentation

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Title: Chapter 9 Staffing, Training, and Compensation for Global Operations


1
Chapter 9 Staffing, Training, and Compensation
for Global Operations
  • PowerPoint
  • By
  • Kristopher Blanchard
  • North Central University

2
Introduction
  • In the new millennium, the caliber of the
    people will be the only source of competitive
    advantage.
  • Allan Halcrow, Personnel Journal
  • Of the top 100 UK firms surveyed by Cendant
    International Assignment Services, 63 reported
    failed foreign assignments.
  • - www.expat.FT.com

3
Staffing Philosophies for Global Operations
  • Firms using an ethnocentric staffing approach
    fill key managerial positions with people from
    headquarters that is, parent-country nationals
    (PCNs).
  • In a polycentric staffing approach, local
    managers host-country managers (HCNs) are
    hired to fill key positions in their own country.

4
Staffing Philosophies for Global Operations
  • In the global staffing approach, the best
    managers are recruited from within or outside of
    the company, regardless of nationality.
  • In a regiocentric staffing approach, recruiting
    is done on a regional basis say within Latin
    America for a position in Chile.

5
Problems with Expatriation
  • Selection based on headquarters criteria rather
    than assignment needs
  • Inadequate preparation, training, and orientation
    prior to assignment
  • Alienation or lack of support from headquarters
  • Inability to adapt to local culture and working
    environment

6
Problems with Expatriation
  • Problems with spouse and children poor
    adaptation, family unhappiness
  • Insufficient compensation and financial support
  • Poor programs for career support and repatriation

7
Training and Development
  • Challenges faced by expatriates
  • China a continuing problem for expatriates one
    complained that at his welcome banquet he was
    served duck tongue and pigeon head
  • Brazil expatriates stress that cell phones are
    essential because home phones dont work
  • India returning executives complain that the
    pervasiveness of poverty and street children is
    overwhelming
  • Indonesia here you need to plan ahead
    financially because landlords typically demand
    rent two to three years in advance
  • Japan expatriates and their families remain
    concerned that although there is excellent
    medical care, the Japanese doctors reveal little
    to their patients.

8
Cross-Cultural Training Culture Shock
  • Culture shock is a state of disorientation and
    anxiety about not knowing how to behave in an
    unfamiliar culture. The cause of culture shock is
    the trauma people experience in new and different
    cultures, where they lose the familiar signs and
    cues that they had used to interact in daily life
    and where they must learn to cope with a vast
    array of new cultural cues and expectations.

9
Cross-Cultural Training Culture Shock
  • Honeymoon when positive attitudes and
    expectations, excitement, and a tourist feeling
    prevail
  • Irritation and hostility the crisis stage when
    cultural differences result in problems at work,
    at home, and in daily living
  • Gradual adjustment a period of recovery in
    which the patient gradually becomes able to
    understand and predict patterns of behavior, use
    the language, and deal with daily activities, and
    the family starts to accept their new life
  • Biculturalism the stage at which the manager
    and family members grow to accept and appreciate
    local people and practices and are able to
    function effectively in two cultures

10
Cross-Cultural Training Sub-Culture Shock
  • Subculture shock occurs when a manager is
    transferred to another part of the country where
    there are cultural differences essentially from
    what she or he perceives to be a majority
    culture to a minority one.

11
Training Techniques
  • Area studies, that is, documentary programs about
    the countrys geography, economics,
    sociopolitical history, and so forth
  • Culture assimilators, which expose trainees to
    the kinds of situations they are likely to
    encounter that are critical to successful
    interactions
  • Language training
  • Sensitivity training
  • Field experiences exposure to people from other
    cultures within the trainees own country

12
Training Host-Country Nationals
  • We found that the key human resource role of the
    MNC in Central and Eastern Europe was to expose
    the local staff to a market economy to instill
    world standards of performance and provide
    training and functional expertise.
  • Richard Peterson, The use of Expatriates and
    Inpatriates in Central and Eastern Europe Since
    the Wall Came Down, Journal of World Business,
    2003.

13
Training Host-Country Nationals
  • Continuous training and development of HCNs and
    TCNs for management positions is an important
    factor for long-term success of the multinational
    corporation
  • Ongoing development will facilitate the
    transition to an indigenization policy
  • The company will have a well-trained management
    staff with broad international experience

14
Training Host-Country Nationals
  • Training to facilitate e-business adoption is
    taking on increasing importance
  • Training in information and communication
    technologies is particularly critical for firms
    in new economy and emerging markets
  • List of training needs for managers in Eastern
    Europe

15
Compensating Expatriates
  • Compensation is a crucial link between strategy
    and its successful implementation
  • Must be a fit between compensation and the goals
    of the firm
  • Maintaining an appropriate compensation package
    is more complex than it would seem
  • Little variation in typical salary but there is a
    wide variation in net spendable income

16
Compensating Expatriates
  • Salary Local salary buying power and currency
    translation, as compared with home salary
    bonuses or incentives for dislocation
  • Taxes Equalize any differential effects on
    taxes as a result of the assignment
  • Allowances Relocation expenses cost-of-living
    adjustments housing allowance for assignment and
    allowance to maintaining house at home trips
    home for family private education for children
  • Benefits Health insurance stock options

17
Compensating Host-Country Nationals
  • A number of variable apply including local market
    factors and pay scales, government involvement in
    benefits, unions, and the cost of living must all
    be considered
  • Eastern Europeans spend 35 to 40 of their
    disposable income on food and utilities
  • East European managers must have cash for about
    65 to 80 of their base pay
  • US managers must have cash of about 40

18
Compensating Host-Country Nationals
  • To be competitive, MNCs can focus on providing
    goods and services that are either not available
    at all or are extremely expensive.
  • It is important to make clear what benefits, as
    well as salary, come with a position because of
    the way compensation is perceived and regulated
    around the world

19
Comparative Management in Focus Compensating
Russians
  • Korean companies are cashing in by signing up
    low-cost Russian engineers.
  • www.Businessweek.com, March 8, 2004
  • Russia is our No.1. destination for technology
    outsourcing.
  • Cha Dae Sung, Samsung, March 8, 2004

20
Comparative Management in Focus Compensating
Russians
  • Select Russian employees who are
    achievement-oriented and willing to take risks
  • Tie individual bonuses to initiative and personal
    accountability (to encourage individual goal
    setting).
  • Organize social events and other group
    activities.
  • Provide small-group incentives
  • Provide a mix of short- and long-term incentives
  • Tailor the compensation package to individual
    preferences

21
Looking Ahead
  • Chapter 10 Developing a Global Management Cadre
  • Preparation, Adaptation, and Repatriation
  • Global Management Teams
  • The Role of Women
  • Working within Local Labor Relations Systems
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