...Strategy Executive Summary Leading and managing people are an important concept in HR now days. Every company follows this concept in order to retain the employees along with that to have a proper flow of work within the organization. On the other hand maintaining an employee involvement strategy is also an important task of every organization. The given study will help to generate an idea about the mentioned countries which are China, India and Germany address the related issues regarding leading and managing people. By conducting these studies an overall idea about the communication strategy of the organization will also be identified. Table of Contents Executive Summary 1 Introduction 3 Employee’s Involvement Strategy within the Organization 3 Concept of Leading and Managing People 4 Theoretical exploration of potential opportunities/challenges in China, India and Germany 5 Communication Taking Place in the Organization 7 Relevant scenarios in terms of opportunities and challenges of HR 8 Recommendations 10 Conclusion 12 References 13 Introduction One of the main notions of the given study is to provide a brief overview about the topic related to leading and managing people. The situation of this study is designed in such a way where it has been told that after getting a promotion to be the head of the HR department with its other branches in China, India and Germany it is asked to do a research study in which it is important to illustrate the employee...
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...INDIVIDUAL ASSIGNMENT Topic: Build a strategic HR management program for a German company in which most employees are Christian. Nowadays, business becomes internationally over the world. People can come a foreign country and setting up their business activities oversea. There are a lot of important matters that need to be considered before opening business in the foreign country. Human resource management (HRM) is one of such important matters that essentially contribute to the furture business success. Building a strategic HRM program will be very neccesary from the start for business establishment. The HRM shall be discussed in the following paragraphs, especially for a German company. Summary instroduction about Germany Germany covers an area of about 357,000 square km in the central part of Northern Europe. The German population is estimated at 80.5 millions. Christianity is the dominant religion, with 65 to 70 percent of the population. The official language is German. Germany was a founding member of the European Community in 1958. It is part of the Schengen Area, and has been a member of the eurozone since 1999. It is a member of the United Nations, NATO, the G8, and the G20. Germany is a highly developed country in the EU. Germany in Hofstede cultural dimensions According to Hofstede model, Germany has cultural dimensions such as: low power distance, high individualism, high masculinity, high uncertainty avoidance and high longterm orientation...
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...efficient way to expand into new markets and incorporate new technologies. Yet their success is by no means assured. To the contrary, a majority fall short of their stated goals and objectives. While some failure can be explained by financial and market factors, a substantial number can be traced to neglected human resource issues and activities (Schuler & Jackson p.1). As the Director of Human Resources for Clearly Heard, a telecommunications company it has been deemed necessary for me to revise the current staffing strategy in order to acquire Scene and Sound, another telecommunications company in Germany. The CEO has required that I prepare a comprehensive staffing strategy for the new expansion in order to prepare for a strategic audit of the HR systems of Scene and Sound. In order to get a complete understanding of the HR system I will also answer the following questions: What HR challenges may arise as a result of this acquisition? What unique cultural and regulatory factors (e.g. EEOC) need to be considered? How will they impact organizational effectiveness? What recruitment and selection practices will be used in staffing Scene and Sound? What mix of expatriates and internationals are expected to arise? What process will be used to determine what skills and abilities are needed? Once those skills and abilities are determined, what training and development practices will be used? What changes in the current organizational structure will be required to achieve the revised...
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...Sc of material engineering (material selection) from Shiraz University (Pahlavi University) and B.Sc of Isfahan university of technology Work experience as Resident Weld Inspector, Quality control manager and Piping Manager Research and study about computer simulation and code generation in material processing, moreover, welding technology and metallurgy Work as Head of technical office and QC department and Piping and welding supervisor in power plant and petrochemical projects Graduate Student of International MBA in HFU (Hochschule Furtwangen Universität) Germany Postal address: Kurzer Weg 10, 78054 Schwenningen Germany Cell phone: +49 1523 6415044 Email: babak.soltani2001@ Gmail.com Identification First name: Babak Surename: Soltani Surename: Soltani ID number: 1614 National ID number: 0532371852 Birthday: 6 Aug 1979 Education Graduate Student of International MBA in Houschule Furtwangen University, Schwenningen, Germany M.Sc in material selection and manufacture processes from Shiraz university (Old name: Pahlavi university). (average degree: 16.5, second place among classmates) B.S in material engineering (Extractive metallurgy) form Isfahan University of Technology (IUT, Old name: Ariamehr university of technology). (average degree:15.8,third place among classmates) Work Experiences Piping and Welding Supervisor and head of technical office in Power Plant, MAPNA/TUGA (Siemens technology, E Type‐Steam Turbine and V94.2 Gas Turbine ) QC and head of Technical office...
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...Naomi Auni Binti Abdul Aziz Assignment-Case 2 Andreas Weber’s Reward for Success in an Expatriate Assignment: A Return to an Uncertain Future International Management Instructor: Dr. Darlene Lee Andreas Weber is a good man with a decent career and a growing family, his divided between the two as this case study goes on. His is torn between the two most important things in his life, which is his career and family. He had wondered “How had it all come to this?” (Thomas, 2003). He had started from the bottom and worked his way to the top, through his patient of working in the bank in Frankfurt headquarters in Germany. It all began when he was given the offer to be part of companywide international development program by the Managing Director. The program focuses on the professional development of young , aspiring managers with the potential for senior management position at the corporate headquarters in the United States (Thomas, 2003). To him this is the stepping stone of his career, it is now or never, he had always thought he would have to take this kind of opportunity to open up new windows in developing leading job position in the company. The one week seminar had taken place in the top leading school in the United States, the CEO from Frankfurt was around to take part in the seminar. In the seminar, the CEO had highlighted that the goal of the bank is to expand into globalization in the near future. One of which is to start is by making the key value of globalization...
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...in Frankfurt Germany for Nypro Healthcare ➢ Advisory Board member for Pharmaceutical Packaging strategic initiative ➢ Sourced/hired senior level Design/Development team for new medical/surgical group ➢ Integrated PEAK Surgical (Palo Alto, CA) with Salient Technologies (Portsmouth, NH) MEDTRONIC, INC. Portsmouth, NH 2012 – Present Advanced Energy, LLC Global HR Director/Strategic Business Partner • Direct report to VP/GM global $300M surgical technologies business unit – HR/OD strategy. • Focus on 200 person commercial team – transition from distributorship model to B2 B direct sales. • Part of new leadership team – long-term strategic goal: $1B annual revenues by 2020. • Aggressive expansion plans in underserved surgical markets: India, China, and South America. • Executive staffing, succession planning, leadership development and talent management focus. • Driving unique high-performance culture setting the bar for MDT in double digit growth model. NYPRO, INC. Clinton, MA 2009 – 2012 Healthcare Global Business Unit $1.4B Global Medical Device Manufacturer Global Director, Human Resources • Sr. HR Executive for Healthcare Global Business Unit – reported to GBU Group President • Lead Global HR Teams in Hong Kong, Europe, Mexico, Puerto Rico and United States (Chicago IL, North Carolina, and Massachusetts) • Managed HR/OD/Compensation/Training...
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...to find the ideal candidate for a Project Engineer for the initial operation which involved entire ownership of a Hungarian facility; and he had three solid potential candidates lined up for the job. The only problem with this is that now, Alistair has been asked to find the ideal candidate for a Quality Compliance Manager that can be ready to be in Hungary in five to six weeks. In the following sections I will respond to the questions presented at the end of this case study which include: selecting a candidate from the three candidates provided in Exhibit A of the case, develop an outline for the candidate recruitment process Trianon used to fit with ‘best’ selection processes and the strategic needs of Trianon, and lastly to determine if HR staff should be involved in decisions relating to international business operations similar to the ones presented in this case. As seen in Exhibit A, the case presents three potential candidates with various work experience and family backgrounds. If I had to decide within the next twenty four hours, which of the three candidates presented in Exhibit...
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...INTRODUCTION:- Adidas AG (german pronunciation) is a german multinational corporation that designs & manufactures sports shoes, clothing & accessories based in herzogenaurach, Bavaria, germany, it is the holding company for the addidas group, which consist of reebok sports wear. Besides sports addidas also produces products such as bags, shirts, watches, eye-wear & other sports clothing related clothes. shoe designs typically feature three parallel bars. The companys revenue for 2012 was listedat $14.88 billon . Also known as Adi Dassler was born in Herzogenaurach, Bavaria, Germany on November 3, 1900. The son of Christoph Dassler, a shoe factory worker made his foray into the shoe making business when he was 20 years old. Adi had a passion to create a shoe specifically for athletes. He started in his mother’s laundry room using canvas and spare materials. With the assistance of his brother Zehlein (who made the metal spikes) and later his older brother Rudolf (who joined in 1924), the brothers formed the Dassler Brothers Shoe Factory. Adi made it a point to attend every major sporting event in an effort to convince athletes to wear his shoes. By the 1928 Olympics in Amsterdam, several athletes were wearing special shoes from the Dassler workshop. By the early 1930s, the company was making 30 different shoe brands for 11 different sports and had a workforce of nearly 100. The 1936 Olympics in Berlin offered a great opportunity for Adi as he equipped Jesse...
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...who usually are the ones who end up smoothing over ruffled feathers, should prepare themselves to deal with a new field of HR problems. This paper will discuss some of the HR challenges American companies doing business in Europe and how they can overcome them. A different political and Economic landscape Although Europe, and Britain in particular, is America's closest political and economic partners, many Americans have not ventured abroad. HR managers will need to understand that they will probably have to give American executives a short crash course on Europe's political and social landscape. While Europe is about the sized of America, it is made up of several individual countries, each with it's own language and culture. Although many parts of the European union have a common currency (the Euro) and constitution, the different nation states still retain their own individuality. Most Americans executives will probably find it easier adjusting to work life in Britain, with it's common language. HR managers should note that the southern European countries such as Italy, Spain and Portugal, have a more Latin culture, which some female executives might find sexist. American women travellers to these countries have complained about the aggressive sexual advances from men, actions which would be considered sexual harassment in American. HR managers will have to talk to both the European workers and the American executives about acceptable behavior. This point is...
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...Question: Is there a clear sequence of HR issues that have been managed during the internationalization process? ------------------------------------------------------------------------------------------------------- Although Barclaycard International is an UK based business organization, they are operating their business in the United States, Germany, Spain, Greece, Italy, Portugal, Ireland, Sweden, Norway, France, Asia-Pacific and across Africa. And for that they had to deal with some HR issues during the internationalization process. The case has represented a clear sequence of HR issues regarding choice of HR processes to be managed globally or in country, the role of local HR business partners developed in relation to recruitment and selection activity, and emerging complexity of approaching into the behavioral implications of central HR policies within local cultures. Question: As an organization globalizes, what decisions have to be made as to which HR processes will be managed at a global level and co-ordinated in-country? ------------------------------------------------------------------------------------------------------- When any organization enters the global business era, some decisions have to be made for which their HR processes can be managed at the global level and co-ordinated in-country. The management of the organization will have to think whether they should recruit local people or they should go for international recruitment. According to...
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...economy. With the many problems people and businesses are facing in the current struggling economy having to lay off employees is not a fun detail in the job description for human resource departments. Many HR departments today have had to completely change their usual focus. On top of dealing with employee issues, company policies and training they are now having to deal with layoffs and some companies large masses of layoffs. When determining the layoffs, HR departments need to make sure the flow of productivity is not interrupted. An article titled, HR Challenges in 2009 mentions, “Rather than conducting blanket downsizing, human resources management strategies must preserve essential functions and high-performing employees. Downsizing must be blended with employee retention plans.” (par.6) HR departments need to think about the business now but they must also take into consideration what is going to happen once the business is back in its normal state. HR departments have to determine who they need to keep and whey they are going to keep certain individuals over others. Dooney and Esen’s (2009) article mentioned, “To support their organizations, HR specialists went into high gear-doing more with fewer resources. While carrying out regular responsibilities, HR professionals have integral roles in reorganizations and...
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...employees in the area. Also, the company unconsciously could cause conflict with the local population with the introduction of new workers and their families. Schools and communities where the company is based may also experience changes from the addition of new people into the population. Also they might experience problems related to the foreign nature of the interaction between the new staff and the current members of the community where PPQ decides to set up the shop to sell their merchandise. All of the above factors and many more need to be the first thing in the mind of the management of PPQ so when the time comes they know how to approach and solve any difficulties before they become overwhelming to the people of the host country. (Global HR News) What cultural barriers and diversity issues are commonly encountered by multinational (MNC) and global organizations. Multinational corporations often experience many cultural difficulties when they expand into new areas or countries. Many times there maybe language barriers that the company needs to overcome as well as issues with cultural sensitivity from workers from a foreign country just drop into a...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...existing client relationships and also generating new ones. Possessing commercial awareness and excellent presentation, verbal communication and organizational skills. Having a ability to meet and exceed targets as well as the relevant administrative, commercial, sales and personnel work experience required for a successful recruitment consultant. CAREER OBJECTIVE To pursue a demanding HR Role within a reputed firm with the approach to take up responsibilities to accomplish organizational goals where in my skills and potentials are being utilized to the maximum; alongside focusing on the scope of enhancing my personal skills & gaining maximum knowledge during my tenure to contribute to the growth of the firm. KEY SKILLS HR Department Startup Employment Law HR Policies & Procedures Staff Recruitment & Retention Employee Relations Benefits Administration Orientation & OnBoarding HRIS Technologies Training & Development Performance Management. PROFESSIONAL EXPERIENCE Assistant HR From 26/11/2013 till 01/02/2015 HR Officer from 01/02/2015 – 01/02/2016 NEXTCARE, Allianz, Egypt. NEXtCARE specializes in providing complete health insurance management and third party administration services. It combines unmatched flexibility, leading software solutions and customized management services for insurers and other payers of healthcare. As well as being a member...
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...Human Resources Management at McDonald’s Introduction McDonald’s is a company which has a colorful history and developed the culture associated with the Fast Food Chain today. In 1937, the McDonald’s brother Richard and Maurice opened the first McDonald’s restaurants in America; it was a freestanding business that offered until then an unthought-of concept. The main items they then sold were beef or pork burgers, fries and drinks. Their restaurant were set up differently to the restaurants of those times, with open kitchens the customers could see right through, and counters with many operational cash registers. Under a high degree of customer satisfactory contributed for business expansion, McDonald today has over than 30,000 restaurants over than 100 countries in the world and it has maintained the top position in the Fast Food Industry for the past 50 years. McDonald’s has been pursuing a growth strategy for the last decade. McDonald’s foreign operations amount for more than half of the company’s revenue today and all have been marked by ’s (1995) basic vision of selling the maximum. However, in the late 1990s and early 2000s, the giant experienced problems owing to external environment changes. In 2002, the company experienced huge embarrassment with law suits, negative media coverage, and 15 percent drop in its stocks making it the third biggest loser in the Dow Jones Industrial average. This roller coaster ride has largely been attributed to the leadership...
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