reflect essay
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Week10presentation.pptxWeek 10
BUSI7280 International Human Resource Management
1
Reflective Essay 2
Now on Wattle
Take careful note of requirements
And criteria for assessment
Task Assignment and criteria
Reflective Essay 1
Summary and reflection on material in Module 1
description and discussion of ideas and how they apply to management processes
Self-reflection on skills required in the role of manager
Outline of a conceptual framework for understanding management
Collective feedback:
Content
Reflective Essay 1
Structure of essay – does it address task specifications?
Use of evidence and authority to support assertions
Development of line of logic which explains thinking
Clarity of written expression – can meaning be understood?
Collective feedback:
Form
This week
Reasons for international employment
Difficulties of employing people internationally
Differences between HRM and IHRM
IHRM
Future work skills and IHRM: plug-in
But first future of work skills
http://www.iftf.org/uploads/media/IFTF_FutureWorkSkillsSummary_01. gif
Full Report at http://www.iftf.org/uploads/media/SR- 1382A_UPRI_future_work_skills_sm.pdf
Summary
Sensemaking: ability to determine the deeper meaning and significance
Social intelligence: ability to connect to others
Novel and adaptive thinking: ability to think of solutions beyond the norm
Cross-cultural competency: ability to operate in different contexts
Computational thinking: ability to use data to develop abstract concepts
Future work skills – all about personal abilties
Summary
New media literacy: assess and develop content for new media forms
Transdisciplinarity: ability to understand concepts from multiple disciplines
Design mindset: ability to design work processes to achieve desired outcomes
Cognitive load management: ability to filter for importance and focus cognitive effort
Virtual collaboration: ability to work in a virtual team
Future work skills – all about personal abilities
Guru time
Mary Schaeffer – just to remind us of what HRM ‘really’ means.
https://www.youtube.com/watch?v=0Mq2TiJmqCI
10
Human Resource Management
Key HRM goals = attract, motivate and retain talent
Under globalization
For corporations = developing HR capacities to meet needs of subsidiaries
For employees = developing abilities to operate in unfamiliar national, cultural, linguistic environments
In the international context
HRM challenges under globalisation
Ethnocentricism: home country focus = hiring home country staff
Polycentrism: multinational focus = hiring staff from the countries in which you are operating.
Geocentrism: no particular focus = hiring ‘right’staff from wherever
12
13
Discussion
What does a manager need to be able to work globally?
5 minutes to make your notes
Pair up
Discuss what you feel you need to be a global manager.
15
Dimensions of a globalised mindset
Personal orientation: self-v-others
Cognitive ability
Cultural flexibility
Factors making IHMR complex
More HR activities involved in IHRM
The need for a broader perspective
More involvement in employees’ personal lives
Changes in emphasis as the workforce mix of expatriates and locals varies
Risk exposure
Who are expatriate staff?
Age: 40-49 38%; 30-39 31%; 50-59 17%.
Status: partnered men 49%; single men 22%; partnered women 19%; single women 10%
Reason for recruitment: managerial skills gap 30%; technical skills gap 24%; international experience 15%
Reasons for refusal: family concerns (38%); Spouse/partner career/income (18%); candidate uncertain reward is worth the move (16%)
Source: Brookfield Global Relocation Services (2016)
Brookfield GRS survey 2016
Managing expatriate staff
Hiring expats typically costs 50 -200% of salary
Cost of premature return and replacement
Under-performance of discontented expatriate
Expatriation
Problems of managing expatriate employees
Partner dissatisfaction and family concerns
Inability to adapt
Job not meeting expectations
Poor job performance
Poor candidate selection
Quality of life
Dissatisfaction with remuneration
Security and safety concerns
20
Managing expatriate staff
Returning staff problems:
Psychological contract an informal understanding of the expected delivery of benefits in the future for current services
Reverse culture shock the experience by persons returning to their country of origin
Repatriation
The story so far:
Cultural orientation to staffing: ethnocentric, polycentric, or geocentric
Strategies for selecting talent for international assignments
Expatriate recruitment is costly and failure is a constant risk
Need to support expatriate staff with appropriate levels of remuneration, training and development, and performance management
Managing employees across borders is more complex than domestic HRM
Discussion
What is your experience of expatriate employment?
5 minutes to make your notes
Pair up
Discuss your experience
International Management Report
Group assignment – so an opportunity to practice your management skills
Your report to your CEO on the risks and opportunities for your organisation presented by globalisation.
In-class presentation – your opportunity to share a summary of your work with classmates
Due October 14
2,000 words
30% of grade
