HR - Globalisation

8/9/2019 HR - Globalisation

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13th Nov,09 BVIMSR/RKS/Global(HR)-001 1

BUILDING TEAM WITHGLOBAL CAPABILITY


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PERSPECTIVES

Orchestrating business performance acrossgeographies is a huge challenge.

Cant run global Orgns from corporate

Centres. Decentralization & Mgmt by Exception is

the Key.

Business strategies DO matter but the KEYis Right People with Right Mindset


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PERSPECTIVES

Being GLOBAL is first a human issue,then a professional & thereafter anHR issue.

HR alone cant make this journey.

HR Mgrs twin responsibility; Personally growing Global.

Enabling others to do so.


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BEING GLOBAL

New perspectives & unique skills. Understanding economics of

Globalization Not seeking One Common Culture Think entire world as a family never

think small & parochially.

Tolerance & ability to seamlesslyassimilate apparent contradictions( MG example of 1st world war).


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BEING GLOBAL

Indian HR Mgrs have same chances ofsuccess as any other national. Indian mgmt graduates taught thru

American texts & cases.

Successful orgns in India benchmark withGlobal Practices rather set the pace.

Indians have no disadvantage thanothers in being Global.


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BEING GLOBAL

IRONY World is not global. All nationalities have equal problems in

being global

Globalization is not what economicallymore powerful nations decide isGLOBAL.

Being Global is a global challengewhich all nations face in equalmeasure.


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Globalization 2 Key Enablers

Focus on Leadership recruit &develop leaders with requiredqualities

Focus on Business Partnership.

Both have implicationsOn INDIVIDUAL MANAGERS


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Key Enabler Leadership Focus

Focus on individual Manager Is theMgr demonstrating the Key leadershipbehaviors that we expect of him? Orgns use PERSON-JOB Match

questionnaire to ensure Right Hiring. Once recruited need to define the

leadership Attributes to be demonstrated

Calibrating the Mgrs on these attributes Functional attributes necessary BUT not

SUFFICIENT for leadership performance


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Key Leadership Attributes : Mgrs todemonstrate; Personal Authenticity

Working with people Personal accountability for Great Performance

Personal Authenticity: Walk the Talk

Stand for what we feel Right/Critical.

Personal integrity & ability to build relationships


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Aware of self-strengths & developmentneeds open to self development.

Must Role Model COMPANY VALUES.

Though appearing to be TRUISMS

but make these part ofPerformance Appraisals.


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Working with People Do we have Good line Mgrs How

confident we are? Execution of Co strategy depends on

them. Employees join a Good Co. BUT leave

because of poor line managers.

What to look for in line Mgrs? Are they creating right conditions to

succeed.


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Does he know his team well?

Is he spending enough time in theirgrowth?

Does he give enough freedom tosucceed?

Does he encourage diversity of thought& action?

Does he celebrate success?


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Every Mgr is an internal Ambassador ofthe Co.

Must demonstrate he can enable his

team to connect to the CoValues/Purpose

Energize them to deliver the exceptional.

Need to be the agenda forPerformance Appraisals


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Key Enabler- Leadership Focus

Personal Accountability for GreatPerformance: Ability to create possibilities

Can he stand in the future shapingvision/destiny of the Co.

Is he a Blocker or Enabler?

Is he staying focused on priorities with

appropriate rigor & execution? Is he making a difference?

All this can be measured


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Focusing on leadership at the individualMgr level.

Calibrating him on the leadership

precondition for subsequent action Identifying STARS for fast track growth

Creating great development plans

Fro LAGGARDS Exit Mechanism


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Key Enabler- Business PartneringFocus (BP)

Each SBU to function optimally to deliverbusiness performance.

For decentralization to succeed local teams to

work without supervision. Core of business partnering Belief that;

More time on BP- Business Performance can exceedPlans & Competition.

Less time on inputs & more on value added outputs Refine processes Simpler-Faster-Better


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Key Enabler- Business PartneringFocus (BP)

High value at stake (HVAS) focus dontwaste time on peripherals.

Get the Controls Right guarantee of

Cos performance & reputation.

To be free to focus on larger BP agenda

Rather than fixing - control weaknesses


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Business Partnering 4 Imperatives

Right info driving the insight

HR- a mere support function providing

info (usually when asked for) Thatsthe end.

Right Judgment driving decisionmaking; HR takes active part in decision making.

Info---insight---diagnosis---action

Today it is the starting point


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Business Partnering 4 Imperatives

Right Conscience hold to account; BP the best friend & the severest critic.

Standing up to business head ifsomething is not working & needs tochange

Building that TRUST, Confidence & Relationships A huge challenge


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Challenges before Orgns/Mgrs

Challenge of inclusion & diversity Cultural comfort zones to trust theirkind.

Need for making leadershipdevelopment programs Robust.

Reference points can irrevocablychange

Results in large expatriates posted in far flung areas


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Being Global HR leaders- Indiaspecific Challenges

1. See the big picture & understandinter connectedness of the world; Imagine the size of picture- Laxmi Mittal

way.

Big picture is integration of several smallpictures that are inter connected.

Success lies in seamlessly traversing thebig & small at the same time e.g.Jaguar & Nano


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HR Mgrs must learn new lessons instructuring & balancing policies- Global Corpns more diverse in

products/services/customers/employees. Art of balancing consistency with

customization.

Steam rolling one set of Cos policies will

not work & at the same time absence ofone Co spirit & Core Values will erodethe FABRIC of the Co.


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HR Mgrs to balance- What is Common & Core

What need not be Common & must be

pursued as local.

HR Mgrs to see the big picture & appreciate theConnectedness of the entities & issues


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2. Be Multi Cultural Building MNCs a different ball game.

Allowing national cultures to remainstrong even as stronger corporateculture unifies diverse units in differentgeographies

Dont seek uniformity for its own sake unlike the Melting Pot

Dont impose one monolithic culture on all


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HR Mgr challenges; Learn to respect irreversible diversity of the

world. Initiate culture building initiatives within

frame work of multiple national cultures. Fostering an environment of respect for all

cultures & diverse points of views. Talent identification, assessment,

appraisal, reward & recognition processesMUST seek out such leaders who respectothers cultures


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3. Revisit Work Habits & Be reliable Low incentive for delivering on promise

leads to CHALTA HAI culture

Work ethic now changing in India rapidly though still long way to go (greatercommitment & reliability).

Willingness to play Team & avoid one-upmanship.

Secret : willingness to share credit with others rather than glory& limelight for themselves


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Democratic & consultative workculture as opposed to hierarchical &boss centered approaches.

HR Mgrs not to use their position,rank, status, etc to wield influence inGlobal settings.


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4. Go & get along with people of othercountries: Ability to travel & immigrate

Ability to adapt to new environment.

With booming Indian job markets-competitive compensation Indians

reluctant to migrate. Young generation to learn lessons from

pioneering Indian migrants to Africa, UK,


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HR Mgrs rising above nationalism asindividuals & enabling others asprofessionals.

5. Understand the economics ofGlobalization: Economic development biggest TRIGGER

behind Globalization.

When national economies saturate tofind new markets for surplus & forresources - looking beyond boundaries.


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Internet, policies of IMF/WorldBank /WTO are fueling Globalization.

Buy where it is cheap & sell where itis dear.

Principle for M & A


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6. Creating & Nurturing a culture forCreativity & Innovation: C&I backbone of MNCs

Products are hardly the differentiators

Product life cycles are shrinkingphenomenally

MNCs getting more & more vertical withmore & more centralization by each SBU& by each function


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C&I is monopoly of H.O. employees. Focus on standardized processes &

systems people in geographies

becoming mere Process Operators/Mgrs Dis-empowered workforce cant have an

innovative/creative mindset. Before internet era ( prior to1995):

Considerable freedom for C&I Local mgmt sufficiently empowered for

decision making had own systems &processes


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In today context any deviation is a sin. Rewards linked to hard core business

objectives which are too tight little roomfor Creativity & allowances for Failure.

HR Mgrs Challenge; How to balance

Governance Take advantage of economies of scale thru

standardized systems & processes Not curbing the innovation & creativity.


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MNCs - Talent DevelopmentChallenges

HRD issues of Emerging MNCs Serious talent shortage & shrinking pool of

deployable talent. Tech competencies not available Mgrl skills of talent pipeline may need to be

developed De-novo.

Retention rate is low High attrition

reduces mgmt desire to invest indevelopment of new Hires.


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Differences in employee values: Emerging Markets- Young professionals

eager for quick professional success thru

compensation & development opportunities In west young professionals more

focused on Work-life balance.

Emerging Markets- Operating under lessfavorable infrastructure conditions- closerlinks with political system less decisionmaking transparency than in WEST.

Need to develop employees to operate in Global MarketPlace THRU 3 Fundamental HRD Things


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3 Fundamental Imperatives: Selection, Retention & Development of

Talent

Enhance the delivery of training.

Focus on special training content areas most appropriate to operate Globally

1.Global talent mgmt key to orgnl growth &competitiveness2.HR role develop needed skills & as a

Retention Tool for Scarce labor


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3 Fundamental HRD Imperatives

Selection, Retention & Development ofTalent: Pool of talent with requisite Skills & Experience not

existing

Select employees based on Aptitude & Potentialrather than Experience & Groom. More than learning the Culture & practices of the

Orgn. Specific job skills

To develop effective on board & job preparation-learning products & processes in shortest possibletime.


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Scope & Delivery of Training: Need to train large nos. Quickly.

Mix of face to face class room trg &

innovative & emerging e-learning deliverytechnologies e.g.

Blogs, Pod-casts,virtual training, webtrg, etc.

Customized learning could be moreappropriate & cost effective.


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English as a 2nd language training.

Cross Cultural skills for internationalassignees, e.g.

Time, Punctuality & Deadlines North america/north Europe- start on time &

very time conscious

Japan/China Being late seen as a discourtesy

Asia/Middle east/South America/southEurope/Africa Always plenty of time

For an Arab late or even missing meeting forfamily pre-occupations- No Fuss.


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Business Courtesies: Hand shake

Germany & USA grip is firm, limp handshakeshows weak personality.

France/Middle east/Latin America soft touch isa hall mark of culture

Arab world Hand shake between Man & Womannot appropriate

In Malaysia outstretched hand is envelopedgently between both palms & left hand broughtto the HEART I greet you with my Heart.


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HRDs Role in Talent Development: Need to develop their own HRD practices

to meet the talent challenges of their

rapidly growing orgns. New types of HRD Best Practices for

other Global Companies to follow,


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Concluding

We can be Global only if we remainmodest in success, humble in glory,calm when provoked, ethical when

tempted and professional whenchallenged

Global HR capability is all about rising

above all forms of narrowness & thinklike our ancestors.


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HR - Globalisation

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