Developing A Human Resource Development Strategy

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

In today’s economy, China is one of the fastest growing countries. China has rich resources, which has become the leader of export around the world. China is developing rapidly, causes many eyes staring at this flourishing opportunity. For companies with a global outlook, having a foothold in China is a growing necessity. Foreign companies’ rapid expansion in China and the relative scarcity of highly trained local personnel mean many US and other foreign firms find it necessary to import key personnel for their China operations. In today’s global environment, companies often send their employees across the world in order to improve the organization 's performance and stay competitive.

The study of human resource management becomes a major topic of the science of management at the beginning of 20th century and keeps attracting researchers’ attention (Merkle, 1980). The new models of human resource management derive from the advance of management theories and the accumulation of practices and experiences. With the development of global economy, the economic situation of each country deeply affects the world and becomes closely connected. In addition, the needs of customers vary and differ from one another. Within organizations, the role, function, and content of human resource management have greatly changed. This change and reform starts from the US. One of the critical reasons that the US organizations lead the world is that they implement successful and effective human resource management, which is a major drawback in Chinese organizations that hinders their development. Therefore, it is imperatively important to understand the differences between human resource management in the US companies and Chinese counterparts. In this way, the article could reach conclusions that help improve the efficiency of Chinese human resource management.

Due to the culture difference between the UK and China, the Human Resource Management system also is different between these two countries. Thus when B&Q explored Chinese market, the need consider on changing their HRM system to keep efficiency and adapt China, this specific country, mainly in four areas; work organization, performance management, rewards and promotions, as well as recruitment and selection.

Question #1: Define and explain the significance of the term ‘derived demand’ as it applies to Strategic Human Resources Planning. (5 marks)

For United States, the practices of HRM is different from China. As the national culture is short-term orientation, which means they are need for achievement and self-determination. American business mainly measure company performance with a quarterly basis which is a short period in business, so it affects people are willing for quick result in working

China produced 3.1 million university graduates in 2005 compared to 1.3 million in the USA. The proportion of 18-22year-olds attending Chinese universities last year was 15 per cent compared to 7 per cent in 1995. Stronger economic growth has been outstripped by the growth in higher education. It is generally expected that competition for entry-level white-collar jobs will become much fiercer. Unfortunately, fewer than 10 per cent of graduates in China have the skills to work for a foreign company and there are continuing, not to say growing, shortages of both mid-level and senior-level managers. In the past, many multinationals relied on expatriate managers to oversee their China operations. The current trends show an increased localisation of staff. Forty per cent of foreign companies have trouble filling mid-level and high-level positions in China. Adding to the problem for MNCs has been the entrance of local Chinese firms to the market, often referred to as the ``reverse brain drain ' '. In ten years, China will need 75,000 managers with international experience. Currently, it has only about 5,000 with such talent. The management talent in China is mainly first-generation. The challenge of attracting and especially retaining management talent in China is rising. The average tenure of mid- and high-level executives in China is eight to 12 months. The turnover-rate among skilled managers in

Nowadays, with the increased level of globalization and advance in technology, new markets and international business have grown dramatically in the whole world. As a consequence, firms are now experiencing fierce competition at both national and international level. Under this circumstance, today’s HR practitioners are encountering several strategic challenges when operating in multinational and transnational

Certain combinations of human resource management practices lead to superior outcomes for organizations. The HR combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and HR combinations managers aim to generate strategic capacity by ensuring that an organization acquires a skilled, committed and motivated workforce. Integration of HR combinations issues, organization performance and HR management systems in organizational strategic processes serve as a solution to business problems. The need to create and manage capabilities and skills and align such capabilities to organizational performance and future needs drives Human Resource Management. As such, the HR department plays a greater role in planning and implementing a coherent approach in designing and managing personnel systems and matching HR activities and policies to the overall business goals.

The world has been rapidly transforming due to the changes in technology, innovations, and the reduction of trade barriers into and out of countries which have permitted globalization. Due to globalization human resource management has been forced to take a more international approach, and has demonstrated that a more effective management of human resources internationally is imperative for the success of companies in international business (Shen). Therefore international organizations need to understand the roll that plays the international human resource management (IHRM) department, and the importance of adopting an effective recruiting, selecting, and training strategies

Strategic planning helps a company to predict and manage their future needs based on their trends in business while human resource planning helps a business implement their recruiting methods based on the needs of a department in the business and the needs of the consumers. Each of these things go hand in hand with one another and they help make the overall company more successful and reliable in the eye of not only its employees but the people who choose to buy or use them in any way. This paper is going to further examine the different roles of the human resource development as well as the strategic growth of the overall company based on its staffing process and all other activities associated within the business.

This essay is going to define strategic human resource management and development (SHRM/D) and briefly mention why this concept is important for organizations, I will then briefly mention other underlying concepts about strategic people management, and then go to the core of the essay and discuss the issues that are involved when we try to take a strategic approach to human resource management and development(HRM/D).Lastly I shall conclude by giving the extent to which my organization’s experience agrees to the issues discussed. PostBank Uganda (PBU) which I work for is a government owned bank and all my illustrations will be drawn from therein.

Human resource strategies are the mechanisms organizations use in considering strategic choices associated with the management of people. These are normally portrayed through the policies and practices selected and implemented through procedures initiated by the human resource department in an organization (Dyer 1984, pg. 157). The mechanisms allow businesses to detect and address issues that relate with people and the business. Strategies employed by organizations cannot entirely monitor the exchanges between workers and the external atmosphere.

Companies at home and abroad compete, not only to become bigger and even better, but employ the best labor force available. Some companies will even take extreme measures in order to be successful, and remain competitive. Global business offers companies to seek out and find the best employees available, even if this means hiring outside of their own country. Human Resource Management (HRM) continues to become more complex, as they try to keep up with the changing laws of every countries government, as well as developing competitive salary packages and training plans for new employees’, as well as their current employees. Moreover, businesses are struggling to keep their best employees as their competitors are offering different

In recent years due to the factors like globalization and removal of trade restrictions have created fierce competition in the domestic market for the well-established domestic firms. So, this competition has encouraged many domestic producers to enter into the international business through exporting their product to the different parts of the world or licensing or joint ventures to gain higher profit. By following the paths of international business may encounter the new challenges that are coming along with international human resource management. International human resource management is the set of distinct activities, functions and processes developed by MNC’s, to attract, develop and maintain their human resources. (Taylor et al, 1996) The IHRM mainly deals with six core activities. They are recruitment and selection, training, career development, compensation, performance management and employee relation management.