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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 Enabler Leadership Focus
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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Key Enabler Leadership Focus
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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Key Enabler Leadership Focus
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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Key Enabler Leadership Focus
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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Key Enabler Leadership Focus
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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Key Enabler Leadership Focus
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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Being Global HR leaders- Indiaspecific Challenges
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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MNCs - Talent DevelopmentChallenges
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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MNCs - Talent DevelopmentChallenges
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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3 Fundamental HRD Imperatives
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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3 Fundamental HRD Imperatives
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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3 Fundamental HRD Imperatives
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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3 Fundamental HRD Imperatives
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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