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INTERNATIONAL

Presented by :Presented by :

RahulRahul

Ashish Ashish

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The Meaning of “Strategy”

A critical factor that affects Firm Performance A factor that contributes to Competitive Advantage

in markets Having a long-term focus Plans that involve the top executives and/or board

of directors of the firm A general framework that provides a perspective

for selecting specific policies and procedures

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Why is HR critical to firm performance?

Low quality HR leads to low quality customer service.

In the 21st century effective knowledge management translates into competitive advantage and profits.

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Major differences between domestic HRM and IHRM

Business activities e.g. taxation, international

relocation, expatriate

remuneration, performance

appraisals, cross-cultural training

and repatriation

Increased complexities e.g. currency fluctuations, foreign HR policies

and practices, different labor laws

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Increased involvement in employee’s personal life

e.g. personal taxation, voter registration, housing, children’s

education, health, recreation and spouse

employment

Complex employee mix – cultural, political, religious, ethical, Educational and legal

background

Increased risks

e.g. emergency exits for

serious illness personal security, kidnapping and terrorism

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Important aspect for global company

The need to manage changeThe need to respect local culturesThe need to understand a corporation’s

cultureThe need to be flexibleThe need to learn

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Main challenges in IHRM High failure rates of expatriation and

repatriation Deployment – getting the right mix of skills in

the organization regardless of geographical location

Knowledge and innovation dissemination – managing critical knowledge and speed of information flow

Talent identification and development – identify capable people who are able to function effectively

Barriers to women in IHRM International ethics Language (e.g. spoken, written, body)

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Main challenges in IHRM

Different labor laws Different political climate Different stage(s) of technological

advancement Different values and attitudes e.g. time,

achievement, risk taking Roles of religion e.g. sacred objects, prayer,

taboos, holidays, etc Educational level attained Social organizations e.g. social institutions,

authority structures, interest groups, status systems

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Example from Japanese MNCs

Borderless structure and bottom-up decision-making processes that encourage communication and information flow among all components of the company and extend the network to its key suppliers, distributors, and other business partners.

Custodial leadership that emphasizes values and vision and is skill fully unassertive, while energizing and challenging middle managers with demanding targets.

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Human resource management,

including socialization, training, and promotion via a hierarchy of ranks, job rotation, and appraisal systems that promote hard work, commitment, and competition among peers.

Incremental planning and control

that help a company expand little by little, focusing on new products and the relentless pursuit of operating improvements, rather than "grand designs" for competitive advantage.

An extended family model

that encourages and rewards commitment.

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Training Programs in WIPRO

Training & Development of individuals is a key focus area at Wipro.

As a PCMM Level 5 organization.

In addition to class room training one can take e-Learning with out waiting for class room training.

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WIPRO Training model

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Phases of training Rapid Learning : An emerging form of content

development, Rapid Learning helps to develop content in a short span of time using various tools

Critical Training – when the training requirement is critical and must be addressed immediately

Minor change – when the difference between what is known and what is new is minimal

Short shelf life – when the content in question has a very short shelf life

Frequent updates – when the content needs to be updated frequently.

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training process

Analyze

Inform

Involve

Support

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The Leadership Development Framework

Business Leaders’ Program (BLP)

Wipro Leaders’ Program (WLP)

New Leaders’ Program (NLP)

Entry-level program (ELP)

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Development

Leadership Lifecycle Programs

Strategic Leaders’ Program (SLP)

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Training Facilities in Focus Areas

Programmes are also rolled out in-house by TMTC, XLRI and IIMs for its officers.

Development in managerial competencies and leadership elements

etc higher education and also provides

sponsorship for Masters/ Doctoral level programmes at world-class institutes

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TATA STEEL’S OF TRAINING AND

DEVELOPMENT

Two institutions Shavak Nanavati Technical

Institute (SNTI)Operational training. Responsibilities required in the

hierarchy of management.

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The Tata Steel Management Development Centre (TMDC)

Orientation training for new recruits Management Development Programmes Functional training programmes In-company programmes for Tata Group employees Customised programmes for non-Tata group

companies Business Simulation Games Language courses in Chinese (Mandarin) & French Window-on-the-World programme One year part-time (evening) certificate course in

Foremanship & Supervision

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NOKIA TRAINING AND DEVELOPMENT

We want employees to be able to develop at Nokia, both personally and professionally.

We offer an integrated package of classroom training, on-the-job learning, individual coaching, and mentoring.

We encourage people to learn through active participation by trying new roles at Nokia.

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To match local needs, training may be tailored and may also be available in local languages.

We operate the 70-20-10 approach to training,

where 70 percent of training is on-the-job learning (projects, assignments, and international transfers).

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Mentoring and coaching accounts for 20 percent,

while only 10 percent of employee learning and development comes from traditional classroom training or e-learning.

We encourage e-learning opportunities where possible as these are environmentally preferable and cost efficient.

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CONCLUSION

Different company have different approach and different strategy adopted. So we can say that different strategy adopted on the basis of level of standard and country culture etc.

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Thanks you