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he Maersk Company limited is one of the renowned company that basically

known for their shipping business. The company started their journey on the 22 March in 1951 in London. This company basically sat on the board by Mr. A.P Moller who was one of the directors of the company and Danish Ship Owner. The Maersk Company’s first association was doing by the then Managing Director Mr. P.D. Proctor with the help of three members of staff. Between June – November 1976, the company obtained its first four vessels that known as Maersk Pacer, Maersk Piper, Maersk Plotter and Maersk Puncher. In the year 1999 the company acquired the UK agency business of Sealand Service Inc. and the company holding the business of shipping called Chesham Containerships Limited. On the other hand, the company Sealand Inc. combining with the corporation Maersk Line to make it stronger for the further business.

aersk Sealand is world’s one of the most prominent shipping liner companies that committed to its all customers to give their best through serving internationally. This company has more than 300 container vessels and 950,000 containers to serve their customers like international level. They

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have feeder vessels, trucks and dedicated trains to give world class service to their customer conveniently. On the other hand, Maersk Logistics is also one of the legendary leaders in the worldwide logistic market. It basically endow with converted solution for incorporated contribute chain management, warehousing and distribution and sea and airfreight transport. This company has over 4.500 personnel in over 200 offices in more than 70 countries in the whole world. Accumulate both entities has more than 60,000 employees in more than 125 countries around the world. Beside these, the company is slot in the devise and looking for oil and gas, shipbuilding, aviation, industry, supermarket and IT sector. But above all, they are best in the shipping sector as they deliver world class service to their clients.

s Maersksealand is one of the high-flying shipping companies in the world

and doing business in almost all major countries, so Bangladesh is also included in their business directory. The company started their business since 1985 and passed already more than 15 years in serving Bangladeshi people. Maersk Sealand acquired their area office in the most prominent three cities in Bangladesh called Dhaka, Chittagong and Khulna. The foremost goods they send overseas are the readymade garments and frozen seafood. Now in Bangladesh it is one of the best shipping companies and outsized carrier to carry for various deals since 90’s.

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Basically Maersk Sealand started their business in Bangladesh through local agents in 1985 and build Maersk Bangladesh Ltd under joint partnership concurrence. On the other hand, local agents shifted their business possession to Maersk. Till now they are doing their business with great effort and made it Bangladesh’s one of the biggest and successful shipping companies.

aersk Sealand captures the most prominent sector for shipping in

Bangladesh at this instant. They basically are doing their business in three major cities in Bangladesh and known as Dhaka, Chittagong and Khulna port. These three ports are used in different purpose of their business.

Maersk Sealand is doing their business in ICD, Kamalapur (Dhaka) to Chittagong by train service that is connected by third party feeder vessels.

For convoying shipment local rules are required for the customers. And so on.

Maersk Sealand maintains some official procedure and formalities in export system. It helps both the company and the customers to get the goods or products timely as they needed. The things that they retain formalities are-

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For goods, there is no rules and regulation that the customers have to uphold.

Regarding weight or load, customers have to maintain some measurement while they receive service from Maersk Sealand. So upper limit is 24 mts /20’ dry container & 30 mts / 40’ dry container.

Documentation or bill of leading clause or other paper work has some restriction. There has a rule that bill of leading have to be relegated to home banks. Only foreign companies are out of these rules.

They do not have any customer treatment as they serve equal to every customers.

These are the rules that customers have to maintain during acquire service from Maersk Sealand for export products or goods.

mport service has also some laws that customers have to follow strictly. It

basically helps Maersk Sealand’s customers to import necessary commodities as their need.

There are also some formalities observing import service of Maersk Sealand.

Regarding commodity, there are some restrictions in import system. Like risky and harmful load has some rules; cement, fertilizer, tin plates or similar types of iron metals, tire cords etc have some rules and so on.

Regarding weight or load, customers have to maintain some weight limitation like gross weight of 24/30 mts for 20’ / 40’.

Exceptional load also have some restriction like Reefer, OOG cargo or 45` container are not permit to enter into Dhaka. On the other hand, risky cargo can be imported in 20` containers.

For customer requirements there are many restrictions. Like products fully let off from customs duty; goods must be imported under connection of warehouse; products imported as respite under government; products imported under non-tourist luggage; corporations certified for some supervision and many other rules.

Besides all these, for food items radiation certificate is compulsory as the Chittagong port denies to give permission for discharge.

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s Maersk Sealand is one of the well-known companies in shipping line, so

they have a strong Human Resource Policy. It makes the working environment of the company most energetic. The entire labor force is working under one assignment for achieving the target goal. There are diverse concerns in Maersk Sealand to take for endowment regarding some HR related matters like training, selecting and performance appraisal. The company has some policy regarding these issues. The entire HR department had faced extreme confronts to implement all these and they are doing well in all these factors.

The company follows some various phases regarding the training of the entire employees of the company. They basically follow-

o Pre-departure training program o M.I.S.E. program o IT knowledge including Office program

The company has some approaches regarding training system that apply through Human Resource Department. The approaches are:

Developing International staff and Multinational Team

Individual Career Development- M.I.S.E. program Process of recruitment and selection Staffing approach- Geocentric Staffing issues Equal Employment Opportunity Issues

aersk Sealand has proper recruitment and selection process and they

believe that appropriateness of a contender cannot judge individually through assessment, ranking and a written application. But the foremost part is the individual thought at the back to the paper work.

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The system of the recruitment and selection process that the company follows is computer networking system which provides computer programming and applications in various ways. Each person who has the requirement that is formally required for a certain position can expect to be invited to a personal interview in the Human Resource Department. Enrollment approach:

aersk Sealand has strong HR practices that make the company successful

in doing their business over 125 countries as well as attain their required ambition. They follow some staffing approaches that blessed them through many ways:

A transnational firm to enlarge an intercontinental administrative team and it conquers the alliance downside of the polycentric approach. Geocentric approach gives the company some advantages that help them to do their business fittingly.

Global understanding is a circumstance for triumph in top arrangement Executives with soaring prospective and aspiration for advertising are

persistently ready to be relocated from one country to another Capable and portable executives have an open temperament and high

compliance to dissimilar circumstances in their diverse obligation Those not blessed initially with an open disposition and high

adaptability can acquire these qualities as their experience abroad accumulates

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he company follows some staffing issues that help them to select employees

for the company.

Diverse population faction MAERSK SEALAND basically follows geocentric approaches that mean it operates the best people for the key jobs throughout the organization. So managers are being selected from PCN (parent country national), TCN (Third Country national) and HCN (host country national) based on the eligibility for the post.

Assortment of recruits It is the process of choosing deportee

he personal impression of the individual behind the papers is essential in

order to make an adequate evaluation. For that reason the company tries to use this phase to develop their Hr department. On the other hand, every person who has the requirement that is properly obligatory for a confident pose can expect to be invited to a personal conference in the Human

Resource Department.

AERSK SEALAND always prefers it as an important aspect for settle on

flourishing achievement. The factors that they basically prefer the most is-

Cultural empathy Adaptability Diplomacy Language ability Positive attitude Emotional stability and maturity

The company sponsors that success skills are defined as the ability to successfully translate the managerial and technical skills into the foreign environment, whereas coping skill enable the person to become responsibly comfortable, or at least survive, in a foreign environment. Beside all these,

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they also maintain family requirements, low labor cost in developing countries, efficient work force for developing their Human Resource policy.

EO process is another fact that is also used in MAERSK SEALAND

Company. It helps the entire company to evaluate the performance of the employees. The company chases the same rules and regulations in all their branches. They think that if any employees are transported to the different country for the same job, he will not face any problem handling the activities because of practicing same rule and regulation in every office. Besides this, HRM manager of Bangladesh converse with the all HRM executives in every office in every country. They always keep on track about what is going on in every respective department. Beside these the company maintains other concern like ensure safeties that achieve outfitted success, educational program, malfunction of deportee, association with confined people, higher training cost, a smaller amount of flexibility, recruitment from third world countries, speculation in education of employees education and training system, spreader work force and so on.

he role of Human Resource is very important for the any company and

MAERSK SEALAND is not exception of this. The HR of MAERSK SEALAND infighting partner and consultant for the top management of A.P. Moller and Maersk agencies in more than 100 countries, and the department is thus involved in a lot of exciting, urgent and unpredictable work tasks. The roles that include HR are:

Recruitment and employment of new employees Banishment of employees Organizational investigation International project work

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AERSK SEALAND recruits new employees for their company through

Human Resource Department and the HR executives look for energetic and result-oriented contender who are attracted in human resources and have a business approach to human resource management. On the other hand, the HR experts have a variety of educational backgrounds such as psychologist, MSc. officer, M.I.S.E. and/or a diploma in economics. HR Assistants typically have an educational background as office assistant or a BA in English. The company proposes different types of programs like education and training program for the employees of the company. They invest money for this purpose. They continued investment in education and training is a prerequisite for tackling the challenges of the future lucratively. Besides shipping related education, the company offer different types of education like-

Courses in economics and maritime law

IT knowledge, including Office programmers, Internet, ―PC license‖, and graphic applications

Training of personal skills, e.g. presentation techniques and sales techniques, assertion training, negotiation techniques, and systematic problem treatment

Education aimed at solving future management tasks. These courses can take place in Denmark and abroad

In sequence to know the prospect goals of the employees, and evaluate the individual’s performance and potential, appraisal interviews are carried through once a year. In these interviews, issues such as education and development are addressed.

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uman resource system abridges personnel direction and lets the human resource department spend more resources on creating an attractive and productive workplace. This system can be used independently which contains all relevant information on employees. The systems help the company to administer:

Salary payment Careers Courses Stationing abroad Allowances Recruitment Consumption of time

aersk Sealand has training centers that give the employees a thoroughly

sympathetic of the dynamics of the specialized business atmosphere as well as the personal weather. Maersk Training Centre has experience in developing employees who excel and become high achievers both personally and professionally. On the other hand, the company offers the applicants some things like-

The facility to extend private as well as proficient competencies

Direction on definite work connected predicaments to distinguish substitute strategies that can donate to that aspect of performance that is already unbeaten

An imminent into the actions and favorite of self and others, to ignite a change in attitude towards greater acceptance and understanding of others, and thus an opportunity to learn about other cultures and methods

Administer man-hour spending with the elastic time muster system is called M*Time. Staffs and temporary counselors can evidence hours exhausted and have status on festival, flextime and projects, etc with the time muster system M*Time. M*Time runs on the Internet. This makes the system elastic, as it is potential for the employees to trace hours even if they work with customers or at home.

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asically MAERSK SEALAND affords the executives and managers in

businesses of all sizes and in all sectors with the tool to enable them to make competent strategic decisions in their area. My SAP Human Resources combines staff administration functionality with corporate workforce analyses – and thereby analyze the staff's contribution to revenue. The explanation makes it potential to line up employees' individual objectives with the company's superseding goals, and also makes it easier to choose the right people to carry out new proposals. MAERSK SEALAND surmount one of the leading place in shipping line with 300 container vessels and 950,000 containers that provide world class service to its customers. It has a strong Human Resource practice that makes the company’s working environment unique and motivates the employees to give attempt for their own work. Even though people are adaptive, but no human can change their culture, their values and norms completely, regardless in what company they are working for and how big it is. But as far as they human issues are concerned, they are failing to meet the level. That is the reason why Maersk Sealand is falling behind. But if the company involves itself in the HR then they can cope up this problem rapidly.

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aersk Sealand which is one of the largest liner shipping companies in the

word. Since Maersk Sealand is a dynamic organization, it has a vast workforce and HR department is responsible for taking care of various issues very meticulously. As a result Maersk has to face challenge regarding various HR related issues all the time. They have been successful most of the times in this regard. But some of the lacking is making their success meaningless. Here we have tried to identify some of the crucial points for the developmental needs of Maersk Sealand and they are the followings.

Though Maersk is following geocentric approach for staffing, but all the top ten directors are from their parent country, which means that they are talking about geocentric approach, but not implementing it properly.

Maersk Sealand do not put emphasize on the technical abilities of an individual during expatriate selection.

While expanding their business, Maersk group does not consider environmental issues like cutting down trees and leveling the ground.

Maersk Sealand follows same rules and regulations in all of its offices which is not applicable everywhere and arises complications in working.

Subsidiaries in deferent countries have no authority to change rules and regulations according to their interest.

The HR consultants and the HR Assistants do not have any HR background.

Performance appraisal of the employees are conducted only once in a year through interview; other techniques like surveys, observations are not used for performance appraisal.

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onsidering the current employee arrangements, what proper T&D plan

Maersk Sealand top management should take to bring the effectiveness of the employees and how they should precede the plan to train the employees?

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Internal Needs

ailure of expatriate will cause a great loss for Maersk because it is very

expensive to train up an expatriate to eligible as an international employee. Some factors are crucial behind the failure of expatriate. These include: Cultural empathy, Adaptability, Diplomacy, Language ability, Positive attitude, Emotional stability and maturity. Maersk Sealand wanted employees to become adapted by any means with different culture instead of broadening interrelationship with local people. Although people became more adaptive, but no human can change their culture, their values and norms completely, regardless in what company they are working for and how big it is. Inefficiency in cross cultural training caused the company significant loss as expatriate mostly failed to cross-cultural interrelationship.

ross-cultural training has become a vital part of the expatriate relocation

process. Businesses are realizing the need to equip their employees with the cultural know-how to ensure a smooth transition process as well as maximizing their effectiveness when in the new host country. With cross-cultural training, work is not negatively impacted and companies avoid costly mistakes. Globalization has increased the importance of cross-cultural training due to the realization of the importance of cultural differences. Contrary to some

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popular belief, we are not all becoming the same: in fact, we are experiencing our differences more acutely than ever before. By offering staff cross-cultural training a business minimizes stress, frustration, failed assignments, poor retention rates and low morale that can result when people take on overseas assignments without proper training. So that Maersk Sealand need to develop a sophisticated cross-cultural training for expatriate on local subsidiaries and development program aimed at developing smooth transition process in host countries.

n order to develop global skills one needs training administered by

professionals with culture-specific expertise, trained to counsel individuals through difficult processes of adjustment. Important skills training such as man-management, client relationships, etc cannot be addressed properly through informal chat sessions between colleagues. This discrepancy regarding expatriate failure in adjusting culture can be correctable by developing dynamic intercultural communication skills and cultural competence to enhance relationships and business operations. Creating awareness of different cultural and individual styles to maximize business operations at home and abroad can give a solution of that limitation. These types of training and development measures will prepare the expatriates for living and working in a new country, preventing culture shock and easing the transition.

t will be the most cost effective method as it will reduce the unnecessary

expenditure caused by expatriate failure. Effective management in the modern environment necessitates cross cultural competency in order to get the best out of a multicultural team in a most cost competitive way. Without sending employee abroad for foreign assignment it can offering an insight and understanding of how cross cultural and intercultural issues manifest in the workplace. With moderate investment it can offer courses on Coaching on skills such as communication, time management, assertiveness and conflict resolution, developing skills and approaches to deal with cross cultural and intercultural issues, providing guidance on how to leverage cultural differences and maximize the potential of a multicultural team. This requires moderate time to implement cross cultural training .It is best administered over a period of time with regular, short, sharp training sessions

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covering particular issues. As well as allow to better digest the variety of issues involved in cross cultural management.

AERSK SEALAND was highly concerned on developing soft skill instead of

hard skill like technical advancement. But in most cases employees fail to adopt varied culture abroad because of low degree of interaction between individuals in parent countries and host countries. MAERSK SEALAND is the largest shipping companies which is taking the advantage of cheap labor from generally third country nation where most people are not technically equipped so they cannot meet the optimum level of performance because of lack of technical knowledge.

ecause of the lack of technical ability they cannot truly participate in solution

design, brainstorming, requirements gathering, and determining levels of risk and likelihood of the risks occurring. Without having any technical knowledge employees find it difficult to estimate the amount of work need to be done by other team members in case of setting goals. So there is obviously a performance discrepancy exists among employee.

echnical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. In a large scale company operating business worldwide need personnel who are technically skilled enough to perform multi performance. Maersk Sealand deals with broader projects that include numerous people within and outside an organization, likely in geographically dispersed locations. When the size of the initiative requires formation of a project team, members traditionally were chosen for their technical expertise. Technology is an important factor that can vary significantly, depending on the purpose of foreign investment and how important it is for technology to be standardized across business divisions.

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t save money every time can solve a technical problem own instead of having to hire someone at a high hourly rate. This can add up to substantial savings over time. It actually saves money by taking advantage of low-cost, high-tech solutions. Already the company is expending large amount of money in training and educating expatriate so technical ability will definitely reduce the cost. Technology has also contributed significantly to the spread of globalization and international expansion for what companies like Maersk Sealand is looking for. Advances in technology enable international businesses to conduct international financial transactions, purchase products, analyze data rapidly, make capital improvements, and streamline communications, transportation, and distribution channels.

he problem of technical skill can easily be correctable by providing technical

ability among employees. A wide array of technical program to train employees can be effective to enhance their technical ability. Creating a best practice of reading technical books: One of the best ways to improve employees’ technical skills by encouraging them to reads books. It will be very important if employees go through technical books. Hire technical expert to train employees: Technical expert can share their

knowledge that bring benefit for the organization and train employees. If employees spend enough time with technical people, some of their knowledge will rub off on them. Attain classes: Employees can attain classroom learning for enhancing their

technical skill. A key advantage of classroom learning is the opportunity to interact with an experienced educator. Teachers with decades of experience know plenty of educational distinctions won’t find in books or online tutorials. And unlike many technical writers, they know how to teach.

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t is cost effective way if Maersk Sealand put emphasis on technical ability of

employees. Employees having technical competence can add value to company by minimizing cost as well as time. To make any headway employees need to be solid on the ground with hard tech know-how. Employees who are technically equipped can add value in organization as they saves time and reduce unnecessary cost by making better coordination and interdependence among employees through adopting technically advanced measures.

R assistant recruited in Maersk Sealand did not have business degree which

indicated that the HR department was not conscious about their recruitment and selection policy. Those HR assistant who could not fulfill that requirement will obviously result is making failure and internal and external problem in organization. There was extreme performance discrepancy existed when expatiate were delegated assignment to local subsidiaries and mostly that program failed as the HR assistant could not train them properly to adopt with diverse culture in abroad. Another performance discrepancy problem arose as Maersk Sealand was not conscious in structuring their job description and job specification so that problem occurred regarding human factors. The performance appraisal system was not up to the level which was taken in a form of interview once in a year. So employees could hardly had a solid idea about how much they have improved.

t is significantly important for HR assistant to have a business degree or a

equivalent skill to perform multiperformance.HR assistant having HR knowledge can add superior value to organization by streamlining the principles that fulfill employees need as well as align it meet organizational

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goal to move further expansion.HR assistant having relevant knowledge can easily do the problem solving and risk management issues raised from employees, which cannot be solved by the knowledge of a general degree. As far as their company concern they are very employee friendly company where it is important to provide strategic approach to the management of a company's most valuable assets — its people. With modern businesses understanding the importance of attracting, training and retaining the best workforce within their organizations, is increasing which can be meet by recruiting or selecting HR assistants who have business administration human resource degree from well reputed universities or equivalent degree on Business studies to practice HR activities in different countries.

ll these discrepancy can be correctable by the Instruction of HR department.

While recruiting HR personnel whether IN PCN, HCN or TCN they have to have Business administration human resource degree from well reputed universities or equivalent degree on Business studies Primary Courses of action that Human Resources Recruiter takes:

Develop and execute recruiting plans. Network through industry contacts, association memberships, trade

groups and employees. Coordinate and implement college recruiting initiatives. Administrative duties and recordkeeping.

Develop and Execute Recruiting Plans

Work with hiring managers on recruiting planning meetings. Create job descriptions. Lead the creation of a recruiting and interviewing plan for each open

position. Efficiently and effectively fill open positions. Conduct regular follow-up with managers to determine the

effectiveness of recruiting plans and implementation. Develop a pool of qualified candidates in advance of need. Research and recommend new sources for active and passive

candidate recruiting. Build networks to find qualified passive candidates. Post openings in newspaper advertisements, with professional

organizations, and in other position appropriate venues. Utilize the Internet for recruitment.

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t will be most cost effective if Maersk Sealand recruits employees having

Business degree as they will minimize discrepancy in their performance. They will ensure cost effectiveness in the company by performing each duty successfully. Ways HR assistant having HR knowledge can create cost effectiveness are shown below:

Ability to work with various departments and foster teamwork. Ability to work independently with minimal supervision. Skills in database management and record keeping. Ability to maintain the highly confidential nature of human resources

work. Ability to travel for recruitment meetings, college visits, and career fairs

and maintain a flexible work schedule. Excellent organizational skills. Must be able to identify and resolve problems in a timely manner. Gather and analyze information skillfully. Demonstrate resourcefulness and initiative in dealing with daily

assumptions.

n MAERSK SEALAND used to justify individual’s performance and potential

by appraisal interview which was conducted once a year. This appraisal system was not enough to evaluate employees. So it created a serious deviation or gap between organizational goal and employees’ aspiration to achieve it. A single interview cannot assess employees’ devotion, skill, knowledge, adaptability skill or potential. It took time to share feedback and improve performance level. So there was an urgency to increase the frequency of performance appraisal method.

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t is significantly important to incorporate a comprehensive performance

appraisal system that needed to be conducted two times annually. Performance appraisal should be both oral and written that evaluate employees such a way that provide feedback and develop employees activity. Properly constructed appraisals should represent a summary of an ongoing, year-round dialogue. Focusing only on an annual appraisal form leads to misunderstanding and under appreciation of the benefits of performance management. An effective and comprehensive performance management process enables managers to evaluate and measure individual performance and optimize productivity by:

Aligning individual employee's day-to-day actions with strategic business objectives

Providing visibility and clarifying accountability related to performance expectations

Documenting individual performance to support compensation and career planning decisions

Establishing focus for skill development and learning activity choices Creating documentation for legal purposes, to support decisions and

reduce disputes Many of the practices that support performance also positively impact job satisfaction, employee retention and loyalty. Recommended practices include:

a. Delivering regular relevant job feedback b. Setting and communicating clear performance expectations c. Linking performance to compensation clearly d. Identifying organizational career paths for employees e. Evaluating performance and delivering incentives in a fair and

consistent manner f. Providing appropriate learning and development opportunities g. Recognizing and rewarding top performers. h. A through performance appraisal help employees achieve their full

potential through recognition and encouragement.

hat problem can be correctable if the human resource e department of

MAERSK SEALAND takes initiative to incorporate comprehensive

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performance appraisal system frequently. By following a conceptual framework performance appraisal and management system can be restructured. • Effective internal and external communications are the keys to successful performance measurement. • Accountability for results must be clearly assigned and well-understood. • Performance measurement systems must provide intelligent information for decision makers, not just compile data. • Compensation rewards, and recognition should be linked to performance measurements. • Performance measurement systems should be positive, not punitive. • Results and progress toward program commitments should be openly shared with employees, customers, and stakeholders. On other side employees can be evaluated by 360 degree appraisal system or peer evaluation which is an effective method to appraise employees.

AERSK SEALAND need to develop a comprehensive performance

appraisal strategy conducted in two times in a year. This is assumed to be cost effective. The terms for expressing performance standards cost effective are outlined below:

Quantity: specifies how much work must be completed within a certain

period of time, e.g., enters 30 enrollments per day. Quality: describes how well the work must be accomplished. Specifies

accuracy, precision, appearance, or effectiveness, e.g., 95% of documents submitted are accepted without revision.

Timeliness: answers the questions, By when? , How soon? , or Within what period? , e.g., all work orders completed within five working days of receipt.

Effective Use of Resources: used when performance can be

assessed in terms of utilization of resources: money saved, waste reduced, etc., e.g., the computer handbook project will be completed with only internal resources.

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Effects of Effort: addresses the ultimate effect to be obtained; expands statements of effectiveness by using phrases such as: so that, in order to, or as shown by, e.g., establish inventory levels for storeroom so that supplies are maintained 100% of the time.

Manner of Performance: describes conditions in which an individual's personal behavior has an effect on performance, e.g., assists other employees in the work unit in accomplishing assignments.

Method of Performing Assignments: describes requirements; used

when only the officially-prescribed policy, procedure, or rule for accomplishing the work is acceptable, e.g., 100A Forms are completed in accordance with established office procedures.

External needs

AERSK SEALAND follows the same rule and regulation in 100 offices; Parent country control worldwide operation centrally. Sometimes the same rules and regulations are not applicable to every country and that arise complication in working. Other than parent country, no other offices in different countries are capable of changing the rule and regulation according to their interest. So that it created serious discrepancy as the PCN’s were so dominant to establish the same rule everywhere they had their operation and it was literally less sensitive about localizing the rules and regulation. Their rigidity in terms of following same rule in all countries drive them towards great failure as they cannot fit with the local condition, market situation, locally oriented technologies, people, culture and behavior. Because of their inflexible manner MAERSK SEALAND always step back as they are less and less familiar with working condition, employee needs and reaction.

As MAERSK SEALAND is moving to global expansion it is an eminent need to tailor the rules and regulation which could fit with different countries cultural

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approach, accommodate with their local people, demographic elements and other competitive conditions. If a global company in an emerging market has transformed it’s strategy as well as resources and capabilities it can launch successful initiatives to meet the pressure of globalization and enjoying the essence of freedom while doing business outside the PNC territory. By tailoring the strategy the managers in the local field will enjoy considerable amount of strategy making latitude. The purpose of this process is to enhance the comprehensive performance of the company not only in PCN but also in HCN and TCN. By localizing the strategy it can explore the local opportunities and compete successfully with the local rivals.

t can be correctable if the top executives of MAERSK SEALAND tailor the rules and regulation for different countries, people, resources, language and culture that characterize distinct identity of each country. Depending on the importance of the localization task, quality control, time-to-market and the availability of funds, different strategies may better fit the requirements. In that case the localized staff will coordinate with staffs in parent nations. In case of tailoring certain rules and regulation according to country’s need organization need to identify and recognize aspects in functional group such as people, skills, existing solutions and work-culture which directly influences its performance. The next step is to identify and maximize the best-fit aspects while refining and minimizing the worst-fit aspects in each functional group. Maximizing the best-fits reduces anxieties and leads to fast-track strategy adoption. The worst-fit aspects need to be assessed with respect to their overall impact on strategy execution. That is how MAERSK SEALAND can tailor the rules and regulation which could fit with different countries cultural approach, accommodate with their local people, demographic elements and other competitive conditions.

ot only can it reduce the overall cost of production but also can quickly

occupy the host country, thus it can reduce external uncertainties. Ensure broader alignment of groups while preserving local excellence of each functional group during strategy execution. It is cost effective in another sense that it also helps each group to better understand challenges of the adjacent groups. The result is risk mitigation by identifying and addressing operational issues not aligned with the overall strategy.

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espite of following a geocentric approach they centralized the top managerial position in PCN’s. So it is making a serious discrepancy as the esteem powers are controlled by the personnel in parent countries. The company is showing failure in creating cultural empathy as the company is operating the management in a more centralized manner. Maersk Sealand is following more centralized HRM policy-making and less local adaptation, so they suffer in controlling the local managers. The current lack of control from the center is seen as a deficiency in guidance and disrespect for local contexts. As the superior authority is concerned in the hand of mangers of parent countries the local subsidiaries cannot enjoy the freedom and there is no evidence of varying speeds of implementation of global policies in different countries. If the top position are not delegated among the managers in HCN’s or TCN’s, the degree of knowledge within the communities will not be shared which results deviation of performance therefore creates performance discrepancy.

t is extremely important to delegate the top managerial post among the

HCN’s and TCN’s. As far as their HRD concern they are quit conscious in respecting the talents in subsidiaries but the standardization of HRM practices ensured when the company across the globe creates cross-border equity and comparability, and alignment of systems internationally to facilitate an sharing corporate culture among PCN, HCN and TCN. If the top managers are recruited from HCN and TCN they enhance interpersonal contacts and interactions between other employees working in subsidiaries and thus help to build a climate of trust and to enlarge an organization’s capacity for rapid transfer of knowledge and information. Therefore selecting top managers from TCN’s and HCN’s is significantly important for a holistic development that promises cultural empathy and positive attitude.

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t can be correctable by the supervision of top management. Maersk Sealand

needs to restructure the strategy by decentralizing the authority. So that it can go hand in hand with a global strategic orientation and the single sites’ possibility to react on local market needs. That company need to increase the interdependence by creating the existence of formal as well as informal networks highly supports cross-site knowledge sharing. This is in accordance with the analysis concerning the degree of decentralization.

t is very cost effective to maintain personnel in HNC and TCN.As the

economies in tried countries are considerably poor than parent nations so it require less money to handle them. If the top managers are selected from HCN and PCN it will be least costly to train personnel and realize the local demands.

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aersk Sealand is one of the largest liner shipping companies in the world, serving customers globally. More than 300 container vessels and 950,000 containers ensure a reliable and comprehensive worldwide coverage. But despite of their position there are a lot of internal and external problems in their existing arrangement. Maersk Sealand is a dynamic company with a vast workforce working under one mission to succeed. In order to ensure quality and minimum standard the HR had to take care of various issues very meticulously. However there are various issues in Maersk Sealand to take for granted regarding training, selecting and performance appraisals as well. In each of these areas Maersk Sealand has its distinct policy. MAERSK SEA LAND considers that the suitability of an applicant cannot be evaluated solely on the basis of examination, grades and a written application. The personal impression of the individual behind the papers is essential in order to make an adequate evaluation. MAERSK SEA LAND follows geocentric approach that utilizes best people for the key jobs throughout the organization, regardless of nationality. There are two main advantages to this approach: It enables a multinational firm to develop an international executive team, and it overcomes the ―federation‖ drawback of the polycentric approach. For applying geocentric approach As we have mentioned earlier that MAERSK SEALAND is following geocentric approaches that means it utilize the best people for the key jobs throughout the organization. So managers are being selected from PCN (parent country national), TCN (Third Country national) and HCN (host country national) based on the eligibility for the post. Though the top ten directors are all PCNs.. Every two years there is new MD Recruited in all of their office.

Group E

Pros

Uses human resources efficiently,

Helps build strong culture and informal management network.

Highly competent employee are available not only in the head quarter but also in the subsidiaries;

International experience is a condition for success in top positions;

Managers with high potential and ambition for promotion are constantly

ready to be transferred from one country to another.

Competent and mobile managers have an open disposition and high adaptability to different conditions in their various assignment; and

Those not blessed initially with an open disposition and high

adaptability can acquire these qualities as their experience abroad accumulates.

Cons

National immigration policies may limit implementation,

It is expensive to implement.

Extreme dependence on technical ability reduce intellectual and inherent capability to execute any task

If the training program fails it make big loss.

Group E

Pros

Psychological test provides additional data on a candidate that is not easily obtained through using only one or two assessment tools.

As a service oriented company it is not necessarily important to have high end technical skill everywhere

Reduce unnecessary cost related with high technical features and encourage a cost effective corporate value by emphasizing more on cultural empathy and adaptability.

It can provide a candidate with detailed, developmental feedback for the new position.

Cons

Time and expense associated with the psychological Test can cause problem to Maersk Sealand.

The process may alienate or turn off some candidates who do not understand the process or who do not see it as relevant to the decision.

It will unveil the privacy of individual by disclosing personal information.

It creates labor shortage in local markets as companies like MAERSK group utilize the labor pool from third world countries.

In case of utilizing the labor from third countries the biggest beneficiaries are the management.

Group E

Pros

Concentrate more on communication, coordination, and iteration

planning rather than spending time only on reaping absolute benefit like highly technical companies.

As a service oriented company it is not necessarily important to have

high end technical skill everywhere

Reduce unnecessary cost related with high technical features and encourage a cost effective corporate value by emphasizing more on cultural empathy and adaptability.

Reduce technological war among close rivals for the fights of

supremacy rather focus on employee development.

Cons

Because of the lack of technical ability they cannot truly participate in solution design, brainstorming, requirements gathering, and determining levels of risk and likelihood of the risks occurring.

Without having any technical knowledge employees find it difficult to

estimate the amount of work need to be done by other team members in case of setting goals

Extreme dependence on technical ability reduce intellectual and

inherent capability to execute any task

Group E

Pros

The labors in the third world country are less expensive than developed countries. So the company can take this opportunity.

It is one of the biggest impacts of globalization that the developed

countries are recruiting labor from third countries and ensuring great deal of employment for those people and economic advantage of third world countries by raising foreign exchange.

The unskilled labor is become skilled after receiving specialized

training, expertise and skill development on different activities.

Cons

It creates labor shortage in local markets as companies like MAERSK group utilize the labor pool from third world countries.

In case of utilizing the labor from third countries the biggest

beneficiaries are the management.

There is also the danger of not being able to control some aspects of the company, as recruiting labors from third world countries may lead to delayed communications and project implementation

It will unveil the privacy of individual by disclosing personal information.

It creates labor shortage in local markets as companies like MAERSK

group utilize the labor pool from third world countries.

Group E

Pros

The comprehensive education and training program will develop a person from being a young graduate to being a business professional.

Gives training and education on professional skill and experience to

bring enormous success for organization.

As a service oriented company it is not necessarily important to have high end technical skill everywhere

The aim of M.I.S.E. program is to recruit motivated and dynamic young

Trainees, to educate them and develop their professional skills and experiences in order to prepare them for continued growth and development in Maersk's International organization.

Cons

It requires considerable amount of money to implement the training and

education program.

If the training program fails it make big loss.

It is a lengthy process to train employees.

Employees are less concerned on showing performance as they focus on gaining theoretical training.

Mostly the traditional education program avoids Hard-skills or technical

skills such as computer usage or machine operation.

Group E

aersk Sealand is following geocentric approach for staffing and they need to

implement this approach properly.

Though Maersk Sealand is following geocentric approach for staffing, but all the top ten directors are from their parent country, which means that they are talking about geocentric approach, but not implementing it properly. Geocentric approach utilizes best people for the key jobs throughout the organization, regardless of nationality. So, managers and all the directors should have been selected from parent country national, host country national and from the third country national based on the eligibility of the post. But the matter of concern is that all the top ten directors are from the parent country national. So, we are proposing to implement the geocentric approach properly and avoid biasness to the parent country national Directors, so that other country nationals get a chance to sit in the top ten positions of directors. One reason may be why all the top ten directors are from the parent country only, is lack of competent directors from other countries. So, the Maersk Sealand authority should design succession planning with great importance. As a result of a good succession planning, potential and competent employees from different nationality will get a chance to sit in the top ten director’s position.

Employees from different nationality will get a chance to sit in the top ten director’s position. So, discrimination will not occur.

Various nationality directors will be much more efficient in decision making, because different nationality directors will take decisions from different perspective.

Group E

A happy workforce will be created if directors are from different nationalities, because they will understand the needs and wants of the employees better.

Control of the parent country will be reduced if other nationality

directors enter in the top ten positions. Since different nationality directors will take decisions from different

perspective, decision making process will be lengthier than before.

mphasize on the technical abilities of an individual during expatriate

selection is needed.

aersk Sealand does not emphasize on the technical abilities of an individual

during expatriate selection, rather they focus solely on the cross culture suitability, family requirements, MNE requirements, language, cross culture requirements etc. they also advocates that effectiveness and coping skills are much more necessary than technical skills in order to select an expatriate. But, this is not the proper way to select an expatriate. Technical skills should be one of the primary concerns during expatriate selection. So, the HR consultants should make understand this issue briefly and the HR consultants need to provide training to the expatriates before departure on technical skills improvement. There are obviously some advantages of providing training on technical skills development.

The expatriate can help the team, when the team gets stuck on

any technical issue.

Group E

An expatriate having technical skills can solve a technical problem better than an expatriate not having any technical skill.

The expatriate needs to take extra pressure for having technical

skills. Training on Technical skills development adds more expenses

to the organization. People not having any technical background faces problem

while receiving training on technical skills development.

xpatriates need more training on cultural awareness program so that they do

not fail to complete international assignment.

Maersk Sealand provides training on cultural awareness program before departure. But the cultural awareness program that Maersk Sealand provides is not sufficient at all. Sometimes the expatriates fail in different international assignments due to lack of proper knowledge about the culture of the country where they are assigned. So, the HR consultants can do two things here. First of all, the number of cultural awareness and training program can be increased or an expatriate can be selected who is from the same country where he/she is going to be assigned.

As a result of increased training and cultural awareness program, number of failure by the expatriates in international assignment will be reduced.

If the number of failure in international assignment reduces, then the cost of the company will also reduce.

As a result of selecting an expatriate from the same country where he/she is going to be assigned, he/ she will understand

Group E

the local culture better than anyone and this will result in reduced number of failure.

The increased number of training and cultural awareness program will cost more to the organization.

It is not always possible to find an expatriate who is from the same country where he/she is going to be assigned.

hile expanding their business, Maersk group need to consider

environmental issues like cutting down trees and leveling the ground

aersk group does not consider environmental issues like cutting down trees

and leveling the ground while expanding their business. As a result the relationship with the local people gets worsen. Cutting down trees and leveling the ground causes potential chance of flood in the surrounding region and this can damage the crops of the local people. So, proper training and awareness program should be introduced among the employees of the organization. This will help the employees understand about the environmental impacts of expanding their business.

If appropriate training and awareness programs are introduced, then the employees will consider the environmental issues before expanding their organization’s business.

If the employees and the authority is aware of the environmental issues, then they will not damage the localities and there will be less chance of flood and damage of the crops.

As a result relationship with the local people will get better day by day.

Group E

Training on environmental issues requires expert people on this subject.

It is a costly project to train and aware people on environmental issues.

ubsidiaries in deferent countries need to provide authority to change rules

and regulations according to their interest.

aersk Sealand follows the same rules and regulations in all of its offices. The parent country control worldwide operation centrally. Sometimes the same rules and regulations are not applicable to every country and that arise complication in working. Other than the parent country, no other offices in deferent country are capable of changing rules and regulations according to their interest. That means Maersk does not think about the local culture and does not give importance to the local culture, which is not good for the business. Without showing any importance to the local culture, Maersk cannot succeed. So, the local subsidiaries need to provide authority so that they can make decisions according to their interest and change the rules and regulations according to their needs. But this needs training of the local employees in order to understand the business from the global perspective and from the local perspective.

Advantages

If the local employees are trained in each subsidiary, then they will be able to serve better to the local customers.

If the local employees are trained properly can change the rules and regulations according to their interest and for the sake of the organization.

Complications in working will reduce as a result of transferring authority to the subsidiaries.

Group E

Disadvantages

Conflict of interest may arise as a result of transferring authority from the parent to the subsidiaries.

Cost of the organization will increase as a result of training program.

Different subsidiary can change the rules and regulations according to their needs and this may confront with the parent’s rules and regulations.

he HR consultants and the HR Assistants need to have HR background.

aersk Sealand has 27 employees in Human Resource Department between 25 and 52 years of age. But the matter of concern is that most of them are from different backgrounds, not from HR background. Both the HR consultants and the HR assistants are not from HR backgrounds. As a result it is difficult to choose the right person for a right position in the right time. If a finance background person works in the HR department, he or she will not be able recruit the right person for a specific position. That’s why; Maersk Sealand should hire more and more people with HR background or the existing HR department people should be trained on various aspects of HRD.

If more HR background people are hired, then they will be able to choose right person for a right position.

Cost of the organization will decrease, because there will be less turnover if right person is recruited.

Efficiency of the HR department will increase because of recruiting more HR background people.

Group E

Cost of the organization will increase because of new recruitment of lots of HR people.

Maersk will have to bear more cost on training and development of the existing non HR background people in order to increase their knowledge about HR activities.

erformance appraisal of the employees needs to be conducted several times

in a year using different performance appraisal techniques.

erformance appraisal is a process that identifies, evaluates and develops

employee performance to meet employee and organisational goal. It is not a process that happens once a year or every six months, but one that happens every day. There are different performance appraisals methods ranging from Graphic Rating Scale, Alternation Ranking, Paired Comparison, Forced distribution, Critical Incident, Behaviourally anchored rating scale, Essay Descriptions, Management by Objective (MBO), Computerised / web based appraisals. But Maersk Sealand uses only interview method to evaluate the performance of the employees and also once in a year. So, we are proposing that performance appraisal should be conducted using different methods and it should be done frequently.

Through frequent performance appraisal performance of the employees are easily measured.

Based on the performance appraisal report pay and promotion decisions can be easily taken by the HR managers.

Based on the performance appraisal report career planning can be done.

Based on the performance appraisal report training and developmental needs are assessed.

Group E

Frequent performance appraisal is a costly process.

Using different techniques in performance appraisal is time consuming to come in a decision.

he expatriate should provide with more training with more real life scenario

included.

aersk Sealand has 27 employees in Human Resource Department between

25 and 52 years of age. But the matter of concern is that most of them are from different backgrounds, not from HR background. Both the HR consultants and the HR assistants are not from HR backgrounds. As a result it is difficult to choose the right person for a right position in the right time. If a finance background person works in the HR department, he or she will not be able recruit the right person for a specific position. Maersk Sealand follows the same rules and regulations in all of its offices. Parent country control worldwide operation centrally. Sometimes the same rules and regulations are not applicable to every country and that arise complication in working. The expatriate should provide with more training with more real life scenario included.

Employee will be more productive.

Expatriates will be more dynamic to do their job.

Will save company’s excess expenses.

Group E

It will incurred huge expense during providing training.

A huge number of employees will off from their job during training.

Expatriates training program should be re-designed which is cost and time consuming.

esign and provide employee development program in such a way which,

does not conflict with employees own culture or moral value.

aersk Sealand does not emphasize on the technical abilities of an individual

during expatriate selection, rather they focus solely on the cross culture suitability, family requirements, MNE requirements, language, cross culture requirements etc. they also advocates that effectiveness and coping skills are much more necessary than technical skills in order to select an expatriate. Maersk group does not consider environmental issues like cutting down trees and leveling the ground while expanding their business. As a result the relationship with the local people gets worsen. Cutting down trees and leveling the ground causes potential chance of flood in the surrounding region and this can damage the crops of the local people. So, proper training and awareness program should be introduced among the employees of the organization.

Employees will be nicely motivated towards the company and for the job.

Since no confliction with employees own culture so they will be more interested on their work.

Employee’s productivity as well as efficiency will increase.

Group E

Re-designing the program will incurred company expenses.

Re-designing the development program may change the company’s whole HR activities.

It’s a time consuming matter.

Group E

Training and Development Realization to Following Proper Geocentric Approach Plan #1: Training and development programs including

succession planning for the potential managers of the

organization.

Top ten directors should be from different nationality:

hough Maersk Sealand is following geocentric approach for staffing, but all

the top ten directors are from their parent country, which means that they are talking about geocentric approach, but not implementing it properly. Geocentric approach utilizes best people for the key jobs throughout the organization, regardless of nationality. So, managers and all the directors should have been selected from parent country national, host country national and from the third country national based on the eligibility of the post. But the matter of concern is that all the top ten directors are from the parent country national. So, there should be a mix of directors of different nationality in order to maintain a balanced situation.

The potential managers of the organization should be trained and developed in order to find out competent directors who can sit in the top ten director’s position. For that purpose succession planning can be very useful. Through succession planning the organization will get a pool of potential managers who will have the capability to sit to the top ten director’s position

Group E

after sorting out the potential managers of the organization through succession planning they should be trained properly. There should be off the job training basically, because on the job training is not appropriate for the potential mangers for achieving leading capability and sitting in the top ten director’s position. The management has to choose which type of training is most effective.

a small group can be sent for training at first. After completion of the training, management has to check on the progress through supervisors. It can also be a 360degree one that involves peers, self and subordinates also. With both upward and peer appraisal, the management can realize the effectiveness of the training program. The company will decide whether to continue or not on the basis of the appraisal.

Succession planning is relatively less costly process to find out potential managers who will gain the capability to sit in the top ten director’s position. What Maersk Sealand needs to do is spend some money on the developmental programs for the potential mangers betterment.

when training is conducted through off the job training, and then it is best to do the training after work, during weekends or during work consisting of a small amount of time. This way there will be minimal reduction in the performance level. Off the job training will take some time to train the potential mangers, because it is not a short term process, rather it is a long term process.

More Insightful potential managers are created

fter the conduction of the entire planning, training and developmental

program what the organization will get is a bunch of more skilled, knowledgeable potential mangers who will be the future directors of the

Group E

Maersk Sealand. It is one of the most cost effective ways to find out directors and make them ready or prepared all the time to sit for the top ten director’s position. Reducing Time and Cost of training

rainings and developmental programs are usually time-consuming. The company can avoid it by training a smaller number at a time so that the performance is not badly hampered and provide incentives for training after work. Otherwise, it would be costly to shut off performance for a couple of days to train the workers for a big company like Maersk Sealand. Training all the employees will be expensive. If it is done through off the job training, then it is best to do the training after work, during weekends or during work consisting of a small amount of time. This way there will be minimal reduction in the performance level. Overcoming Resistance to Change

here are a lot of managers who are reluctant to learn new skills at Maersk

Sealand. They might want to leave the company instead of adapting to a new environment. There can also be increased number of turnover of employees who don’t want to or don’t believe that they can learn new skills. The company has to make the employees realize how important it is for the company that the employees take participation in the training and developmental programs. Then they have to be given incentives to give extra effort to make the company perform better. This can be done by tying a part of their compensation to the company’s performance. If the potential managers are given a goal to accomplish and given bonus only if it is accomplished, then they will be willing to give extra effort to make the company perform better. The compensation also has to be more attractive than the competitors’ ones to retain the trained employees.

Group E

Training and Development Realization to Put Emphasize on Technical Skills Development

Plan #2: Arranging training and development programs

for the employees of the organizations in order to

improve their technical skills.

Besides effectiveness and coping skills, technical skills are necessary.

aersk Sealand does not emphasize on the technical abilities of an individual during expatriate selection, rather they focus solely on the cross culture suitability, family requirements, MNE requirements, language, cross culture requirements etc. They also advocates that effectiveness and coping skills are much more necessary than technical skills in order to select an expatriate. But in reality technical skills are much more necessary than those skills development. An expatriate having technical skills can solve a technical problem better than an expatriate not having any technical skill.

aersk Sealand needs to find out the applicants who are actually willing to

work in a different country for a foreign assignment. That means the expatriates who are potential to the organization need to be trained for their technical skills development. The training has to be tailored to fit the employees’ level of understanding and the company’s need.

he potential expatriates basically needs on the job training for developing

their technical skills, because technical skills are something that can be better

Group E

learned through working practically. These classes can be only technical or both technical and theoretical. There can also be off the job training for the expatriates for developing their technical skills as well.

fter completion of the training, management has to check on the progress through supervisors. It can also be a 360degree one that involves peers, self and subordinates also. With both upward and peer appraisal, the management can realize the effectiveness of the training program. After the performance appraisal is done, the feedback should be given to the expatriates, so that they can find out their problems and work further on it. Otherwise the expatriates will fail in the foreign assignment.

aersk Sealand is solvent enough to conduct the necessary training and

development program for the expatriates in order to improve their technical skills. This company surely has enough monetary resources to provide these trainings to its expatriates. Here, the better the company performs in a given year, the easier it becomes for them to train the employees.

f it is done through off the job training, then it is best to do the training after

work, during weekends or during work consisting of a small amount of time. This way there will be minimal reduction in the performance level. Time will not create mishaps if the training program is properly planned. On-the-job trainings will also require minimum time as the employee learns while he/she works also.

Group E

Making the expatriates understand about the importance of

technical skills.

he expatriates need to make understand that the technical skills are the

primary necessity in order to succeed in a foreign assignment, rather than the effectiveness and coping skills development. Technical skills are something that can help the expatriates to brainstorm and make sensible decision while working on a foreign assignment. Reducing Time and Cost of the trainings

t will be time-consuming to train all the expatriates. They can avoid it by

training a smaller number at a time so that the performance is not badly hampered and provide incentives for training after work. Otherwise, it would be costly to shut off performance for a couple of days to train the workers for a big company like Maersk Sealand. Training all the employees will be expensive. If it is done through off the job training, then it is best to do the training after work, during weekends or during work taking only a small amount of time. Overcoming Reluctance to Learn New Skills

orkers are bound to learn new skills at Maersk Sealand. Some expatriates

might want to leave the company instead of adapting to a new skill. There can also be increased number of turnover of employees who don’t want to or don’t believe that they can learn new skills. The company has to make the employees realize how important it is for the company that the employees take the training. Then they have to be given incentives to give extra effort to make the company perform better. This can be done by tying a part of their compensation to the company’s performance. The compensation also has to be more attractive than the competitors’ ones to retain the trained employees. If employees are given a goal to accomplish and given bonus only if it is accomplished, then they will be willing to give extra effort to make the foreign assignment a success.

Group E

Training and Development Realization for the Employees to make them Aware about the Environmental Issues.

Plan #4: Arranging training and development program for

the employees of the organization so that they can be

awakened about the reckless expansion of the business

and its impact on the environment.

Awareness programs regarding the expansion of business and its impact on environment.

aersk group does not consider environmental issues like cutting down trees

and leveling the ground while expanding their business. As a result the relationship with the local people gets worsen. Cutting down trees and leveling the ground causes potential chance of flood in the surrounding region and this can damage the crops of the local people. So, proper training and awareness program can help the employees of the organization better understand about the environmental impacts and lead them to sustainable business expansion.

ll the employees of the organization have to be sent for the awareness campaign. Regardless of designation, each and every employee of Maersk Sealand should have knowledge about this issue. Otherwise it is not possible to make them understand about the environmental issues and its relationship with the expansion of business.

Group E

his can be done through off-the-job training by classes, lectures, and slide

presentation. This type of training is most effective. On the job training is not appropriate here at all. Off the job training also includes awareness programs or campaigns about environmental impacts of reckless business expansion.

his is a very important phase that follows the training. A small group can be

sent for training at first. After completion of the training, management has to check on the progress through supervisors. It can also be a 360degree one that involves peers, self and subordinates also. With both upward and peer appraisal, the management can realize the effectiveness of the training program. On its basis, the company will decide whether to continue or not.

he awareness campaigns that are required to make the employees

understand about the environmental issues are costly process. It needs expert people on environmental issues to conduct the awareness program. Non expert people about this issue are not capable to make the employees understand clearly. So, it is a little bit costly process.

f it is done through off the job training, then it is best to do the training after

work, during weekends or during work consisting of a small amount of time. This way there will be minimal reduction in the performance level. It can be said that, on the job training is not appropriate for the employees at all here.

Group E

Working Plan

Good relationship with the local people is maintained through

sustainable business expansion.

he employees will be given training on improving their knowledge about

environmental issues which will help them understand the good sides and the bed sides of reckless business expansion. They will make decisions in favor of the local people after attending the awareness campaigns. Reducing Time and Cost associated with the trainings

here is always some cost of time and money associated with training

programs. Training all the employees is expensive for a big company like Maersk Sealand. The organization can avoid expenses by training a smaller number of employees at a time so that the performance is not badly hampered and provide incentives for training after work. Otherwise, it would be costly to shut off performance for a couple of days to train the workers for a big company like Maersk Sealand. If it is done through off the job training, then it is best to do the training after work, during weekends or during work consisting of a small amount of time. This way there will be minimal reduction in the performance level. Reluctance to accept new possibilities

here are a lot of workers working at Maersk Sealand who are unaware about

the environmental issues. They might want to leave the company instead of adapting to a new awareness campaign considering the awareness campaigns as burdens. There can also be increased turnover of employees who don’t want to change. The company has to make the employees realize how important it is for the company that the employees attend the awareness program. Then they have to be given incentives so that they attend the awareness programs.

Group E

Training and Development Realization of The expatriate should provide with more training with more real life scenario included.

Plan # 5: Arranging training and development programs

for the employees of the organizations in order to

improve their technical skills. The expatriate should

provide with more training with more real life scenario

included.

Besides effectiveness and coping skills, technical skills are necessary

ailure of expatriate causes a great loss for Maersk Group and language is

one of them failure object all employees should talk in international language. Employees who have difficulties in International language will attend the language training sessions. After a certain period’s examination will be taken. Employees should be encouraged to learn by providing ranks. Maersk Sealand does not emphasize on the technical abilities of an individual during expatriate selection, rather they focus solely on the cross culture suitability, family requirements, MNE requirements, language, cross culture requirements etc. They also advocate that effectiveness and coping skills are much more necessary than technical skills in order to select an expatriate. But in reality technical skills are much more necessary than those skills development. There are various reasons for that such as the expatriate can help the team, when the team gets stuck on any technical issue. An expatriate having technical skills can solve a technical problem better than an expatriate not having any technical skill.

aersk Sealand needs to find out the applicants who are actually willing to

work in a different country for a foreign assignment. That means the expatriates who are potential to the organization need to be trained for their

Group E

technical skills development. The training has to be tailored to fit the employees’ level of understanding and the company’s need.

his T&D realization is expected to last a timeframe of at least 4-6 months,

within which the expatriate should be engaged in various training sessions using incidental method, role-playing methods, case analysis methods, development assignments, key project teams, rotational assignments and global assignments. This will require monetary allocation in the quarterly budget. Also, employees need to be allowed to take some time off from their work schedules since several sessions will include off-the-job training. The potential expatriates basically needs on the job training for developing their technical skills, because technical skills are something that can be better learned through working practically. These classes can be only technical or both technical and theoretical. There can also be off the job training for the expatriates for developing their technical skills as well.

fter completion of the training, management has to check on the progress

through supervisors. It can also be a 360degree one that involves peers, self and subordinates also. With both upward and peer appraisal, the management can realize the effectiveness of the training program. After the performance appraisal is done, the feedback should be given to the expatriates, so that they can find out their problems and work further on it. Otherwise the expatriates will fail in the foreign assignment.

aersk Sealand is solvent enough to conduct the necessary training and

development program for the expatriates in order to improve their technical skills. This company surely has enough monetary resources to provide these trainings to its expatriates. Here, the better the company performs in a given year, the easier it becomes for them to train the employees.

Group E

f it is done through off the job training, then it is best to do the training after

work, during weekends or during work consisting of a small amount of time. This way there will be minimal reduction in the performance level. Time will not create mishaps if the training program is properly planned. On-the-job trainings will also require minimum time as the employee learns while he/she works also.

Making the expatriates understand about the importance of

technical skills.

he expatriates need to make understand that the technical skills are the

primary necessity in order to succeed in a foreign assignment, rather than the effectiveness and coping skills development. Technical skills are something that can help the expatriates to brainstorm and make sensible decision while working on a foreign assignment. Reducing Time and Cost of the trainings

t will be time-consuming to train all the expatriates. They can avoid it by

training a smaller number at a time so that the performance is not badly hampered and provide incentives for training after work. Otherwise, it would be costly to shut off performance for a couple of days to train the workers for a big company like Maersk Sealand. Training all the employees will be expensive. If it is done through off the job training, then it is best to do the training after work, during weekends or during work taking only a small amount of time. Overcoming Reluctance to Learn New Skills

orkers are bound to learn new skills at Maersk Sealand. Some expatriates

might want to leave the company instead of adapting to a new skill. There can also be increased number of turnover of employees who don’t want to or don’t

Group E

believe that they can learn new skills. The company has to make the employees realize how important it is for the company that the employees take the training. Then they have to be given incentives to give extra effort to make the company perform better. This can be done by tying a part of their compensation to the company’s performance. The compensation also has to be more attractive than the competitors’ ones to retain the trained employees. If employees are given a goal to accomplish and given bonus only if it is accomplished, then they will be willing to give extra effort to make the foreign assignment a success. Training and Development Realization of Designing and providing employee development program in such a way which, does not conflict with employees own culture or moral value.

Plan # 7: Design and provide employee development

program in such a way which, does not conflict with

employees own culture or moral value.

elf-directed learning defines a process in which trainees realize their learning

goals, identify the resources for learning, planning and implementing learning strategies, conducting self-assessments of results. This training and development program is highly needed to motivate employee’s attitude and moral value in such a way that helps them to find interest on their job and retain them.

o bring about the transformational change required in the Maersk Sealand

Company, several resources have to be allocated to the process.

Time for the employees to understand the importance of the required change

Time allocated for employees for the concept of change and understand what they are required to do

Training and development costs to familiarize employees with the change

Money spent for proper consultancy so that an appropriate way of conducting change can be found.

Group E

Making the expatriates understand about the importance of

technical skills.

he expatriates need to make understand that the technical skills are the

primary necessity in order to succeed in a foreign assignment, rather than the effectiveness and coping skills development. Technical skills are something that can help the expatriates to brainstorm and make sensible decision while working on a foreign assignment. Reducing Time and Cost of the trainings

t will be time-consuming to train all the expatriates. They can avoid it by

training a smaller number at a time so that the performance is not badly hampered and provide incentives for training after work. Otherwise, it would be costly to shut off performance for a couple of days to train the workers for a big company like Maersk Sealand. Training all the employees will be expensive. If it is done through off the job training, then it is best to do the training after work, during weekends or during work taking only a small amount of time.