How Management Practices Can Be Varied And Talent Development Issues

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

Abstract: Human Resource Management is fast gaining popularity and its importance is becoming unavoidable, this is due to the fact that Human Resource Management plays a huge role in the growth of any company irrespective of its size. Unfortunately it is yet to achieve global standards or strategy of operation; this can be attributed to the various differences between environmental factors, employment attitudes, cultural

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

Our staffing company has lost several placements to competitors recently. This situation raises the need for a system for proper management of Talent in our company.

Critically evaluate the development issues that arise for managing talent. Evaluate the appropriateness of different development interventions for talented employees.

The main domain of subject study is Strategic Human Resources Management and is mainly aimed to conceptualize the concept of Talent Management. The Talent Management refers to the process employed in order to anticipate human resources requirements to an organization at particular time and include strategy formulated in order to meet that requirements (Groysberg, 2006). The talent management process includes distributing the responsibilities and accountabilities from human resources department and personnel to all departments throughout an organization. The strategic importance of locating and retaining employees around the business world has recognized this as “War for Talent”. This field of management is

HR has an important role in talent management by attracting, developing and to retain the talent using different methods to do it. It’s under the HR department, the process of recruiting suitable candidates, ensure if the work environment is good to the employees and ensure the good relationships with other colleagues. The employer’s biggest challenge is hiring and managing the talent. The hiring process used by the companies are the recruitment and selection.

The following is information learned about each country that would aid HRM planning and decision-making: German managers achieve status by demonstrating technical skills. Netherlands management approaches rely on cohesiveness and collaboration to exchange ideas with workers to create a productive work environment. Education is provided through government funding through the graduate school level. India is a collectivist culture emphasizing the person-organization fit as a predictor of the turnover rate in that country. Individual technical skills are prevalent in their pool of talent. Management styles are less authoritarian and include more group decision-making processes.

Before proceeding with an overview of current theories of SIHRM, it is important to distinguish between international human resource management (IHRM) and strategic international human resource management (SIHRM). In keeping with Schuler and colleagues ' (1993) and Lado and Wilson 's (1994) work, we define the MNCs IHRM system as the set of distinct activities, functions, and processes that are directed at attracting, developing, and maintaining an MNCs human resources. It is thus the aggregate of the various HRM systems used to manage people in the MNC, both at home and overseas. By including headquarters (HQs) in this definition, we recognize that the parent company can become simply another one of the units of the MNC (cf. Hedlund, 1986). Strategic Human Resource Management (SHRM), in contrast, is used to explicitly link HRM with the strategic management processes of the organization and to emphasize coordination or congruence among the various human resource management practices (Schuler & Jackson, 1987; Wright & McMahan, 1992). Thus, SIHRM is used to explicitly link IHRM

With the growing economy and competitive advantages in India, more and more business with global ambition are attracted to develop markets there. Hiring employees from India and sending managers there are necessary for companies who want to do business globally. In global context staffing becomes more complex than staffing in a purely domestic context especially in recruitment and selection. Thus it is necessary for global companies to think about hire what kind of talent and how and where to hire them to solve global issues.

As international businesses become more common and globalization continues to boom, many challenges face the Human Resource Department. With employees and business spanning over many countries, continents and hemispheres, businesses will face cultural diversity, technology reliance, and many other risks that go along with international businesses. Human Resource departments have been forced to become more knowledgeable in the hiring, training and retention of managers in international businesses due to these challenges. HR should first learn how best to train managers, and then utilize the following best practices to implement the training and development of managers in international business.

Globalization according to Kuruvilla and Lakhani (2013) is believed to be the process of shrinking the cultural and physical borders between countries for trade through the relaxed legal framework. Due to the increasing globalization the multi-national companies have to face new challenges to work efficiently across the borders. Human resource management function has to be reshaped to operate in new countries. Despite all the advantages of adopting the parent companies’ familiar practices, it does not prove to be effective in all countries (Brewster & Mayrhofer, 2015). There is a significant extent of proof in the field of comparative HRM to state that HRM in MNCS faces different kinds of institutional and cultural differences between the countries. The essay keeps to the following structure: First, it discusses the three main institutional differences of state, firms and trade unions between the countries with the help of Hall and Soskice (2001) varieties of capital. Second, it discusses the cultural differences with the help of Hofstede (2001) dimensions. Third, it provides a conclusion of the essay by concluding the arguments mentioned in the essay.

In India, due to the vigorously growing economic activities and also in view of the globalization, the human resources practices are evolving rapidly. Indian Business managers are now getting equipped to face multifarious situations arising out of the diverse workforce. Indian workplace has demographic uniqueness. It is all likely that India will have a billion lot in the working age group during the year 2030 (Thomas, 2015). A rapidly increasing competitive service sector has made a demographic shift in educational status of workers and in regional diversity. In the States like Kerala this kind of shift is mainly indebted to the IT and ITeS. Further, HR is getting prominence due to the competitive advantage it can impart to the industries like IT, Financial services and Pharmaceuticals. In other words, today’s business success depends largely on people and not on capital particularly in ‘people businesses’. The value creation is identified in people-intensive businesses by taking into account more of

Therefore, this paper reviews the literature on Indian multinationals focusing on Human Resource planning strategies.