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2017_ihrm_lecture_6.pptxPage 1
What are the 3 things that you learned in the past lecture?
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Agenda
Introduction
Strategic International Human Resource Management
Culture and International HRM/ Cross-cultural management
Global Staffing and International Assignments
Institutions, Actors and Micropolitics: Organizational Culture
Global Talent Management
International Compensation and Reward
Global Labour Regulation and Corporate Social Responsibility
Gender & Global Diversity Management
Summary and essay review
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Traditional Employment vs. Talent Management Focus
Traditional Employment Focus
Skills & education
Duties & responsibilities
Some characteristics (strength, repetitive, endurance, etc.)
Experience
Talent Management Focus – Traditional plus more scrutiny on …
Traits
Behavior
Talent …
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SO … WHAT IS TALENT?
Skills
Traits
Behavior
Characteristics
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Equate to … Talent
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Baseline vs. ROLE Specific Talents
Baseline – skills, traits, characteristics, and behavior that is required of all roles e.g.
Lifelong Learner
Self-starter
Ability to work with minimum supervision
Role Specific – additional skills, traits, characteristics, and behavior required for a specific role e.g.
Technical & end user support
Technical writing & documenting
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Process of Talent Management
Learning Content
Job Roles
Job Descriptions
Competency Models
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OnBoarding
Performance management
Training & performance support
Succession planning
Critical skills gap analysis
Compensation and benefits
Workforce planning
Recruiting
Five Basics in Implementing Talent Management
Identify and Assess Existing & Needed Talents
Hiring and Developing Staff
High Value Appraisals
Understanding Compensation & its Impact
Turnover and Succession Planning for the
Future
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Identify and Assess Existing & Needed Talents
Identifying the competency skill sets needed in the organization
Develop competency matrices to capture talent issues within a role and describe
Develop a rating scale with scoring and weighting options based on requirements
Track, evaluate, and manage competencies across the organization
Implement a performance/competency management system
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Inventory & Matrix Example
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EDUCAUSE Live!
| Name / Skill | Quick Change Artist | Job Commitment | Sense of Urgency | Ambiguity & Uncertainty | Innovation | Lifelong Learner | Accountability | Value Add | Service | Manages Morale | Kaizen | Takes Ownership | Expectations | |||||||||||||||||||||||||||||||||||||||||||||||
| Ruth | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| John | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Bill | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Fred | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Mary | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Not Exhibited | Familiar | Needs Help | Competent | Can Mentor/Teach |
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Recruiting and Developing Staff
Recruiting vs. Hiring & the need to “choose well” in the process …
Employer vs. Employee “gap analysis” with respect to position
Development opportunities – in and outside the organization
Reinforcing development with obligations
Involve top performers in mentoring and coaching
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Different Evaluation Techniques
Top-Down Employee Performance Evaluations
Peer-to-Peer Employee Performance Evaluations
360-Degree Performance Reviews
Self-Assessment Performance Reviews
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Understanding Compensation
What motivates who?
Comparing “apples to apples”
Non-financial compensation
Managing expectations …
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EDUCAUSE Live!
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Turnover and Succession Planning
Turnover has to happen and is a two way process
Turnover is an opportunity
Internal candidates may or may not be appropriate for vacancies
Transparency minimizes ancillary issues associated with turnover
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The Traps of Over-relying on Talent
Organization that is overly reliant on talent can fall into various traps:
There may be too much focus on individual performance at the expense of teamwork
Performance appraisal systems that label some people as relatively "untalented" can demoralize the workforce;
Some people may develop an arrogant and elitist attitude that, they think, puts them "above" organizational rules;
There's often a "de-emphasis on fixing the systemic, cultural, and business process issues that are invariably much more important for enhancing performance.“
Prof. Jeffrey Pfeffer "Fighting the War for Talent Is Hazardous to Your Organization's Health."
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"This war for talent imagery overlooks the fact that it is often the case that effective teams often outperform even more talented collections of individuals...,"
Solving the Problem of the War for Talent
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“Problems that are impossible to solve with one paradigm may be easily solved with a different one.” Joel Barker
“The key to our massive institutional failure is that we haven’t learned to mold, bend and transform our centuries-old collective patterns of thinking and institutionalizing to fit the realities of today.” Otto Scharmer
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“The key to our massive institutional failure is that we haven’t learned to mold, bend and transform our centuries-old collective patterns of thinking and institutionalizing to fit the realities of today.” Otto Scharmer
Humanizing Employment
The work of humanising employment is under way: making work fit humans rather than the other way round
Lynda Gratton of LBS
(Interview to the Guardian, 3 November, 2006)
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Multidimentional View on Talent
the individual (micro)
the group (meso)
the institutional (macro)
the global level (mundo)
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Integral Talent Management
Social Networks (organic models of organization)
Global Talent Pools and what they mean (The World is Flat)
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Organizations as Networks
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OR
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SBA 1
SBA 2
SBA 3
SBA 4
Corporate
External
Business 1
Business 2
Business 3
Business 4
Business 5
Business 6
Business 7
Social Network Analysis in Organizations
Social network analysis [SNA] is the mapping and measuring of relationships
and information flows between people, groups, organizations, computers or
other information knowledge processing entities.
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Social Network Analysis
Find emergent leaders in fast growing company
Improve leadership and team chemistry for sports franchises
Determine influential journalists and analysts in the IT industry
Map executive's personal network based on email flows
Discover the network of Innovators in a regional economy
Find an organization's go-to people in various knowledge domains
Map interactions amongst blogs on various topics
Map national network of professionals involved in a change effort
Improve the functioning of various project teams
Map communities of expertise in various medical fields
Help large organization locate employees in new buildings
Reveal cross-border knowledge flows based on research needs
Analyze managers' networks for succession planning
Locate technical experts and the paths to access them in engineering organization
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Central People
Are an important source of expertise
May become bottlenecks
Peripheral People
Are underutilized resources
Feel isolated from the network
Have a higher likelihood of leaving
External Connectivity
Provides balanced and appropriate sources of learning
Holds relevant influence with key stakeholders
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Knowledge Broker; Boundary Spanner
Peripheral Person
Central Person
Central Person
Brokers
Are critical connectors between diverse information sources and specific kinds of expertise. High leverage points.
Fragmentation Points
Affect information flow across boundaries (e.g., cross functional, hierarchical, geographical, or expertise)
Provide targeted opportunities
Personal Connectivity
Improves community leader effectiveness
Enables grass roots network development efforts
Fragmentation Point
How to Interpret a Network Diagram
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Principle 1: Alignment With Strategy
Principle 2: Internal Consistency
Principle 3: Cultural Embeddedness
Principle 4: Management Involvement
Principle 5: Balance of Global and Local Needs
Principle 6: Employer Branding Through Differentiation
MIT Sloan Review
Six Principles of Effective Global Talent Management
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Principle 1: Alignment With Strategy
Given the company’s strategy, what kind of talent do we need?
GE’s growth strategy is based on five pillars: technological leadership, services acceleration, enduring customer relationships, resource allocation and globalization.
But GE’s top management understands that implementing these initiatives may have less to do with strategic planning than with attracting, recruiting, developing and deploying the right people to drive the effort
Strategic flexibility is important, and organizations must be able to adapt to changing business conditions and revamp their talent approach when necessary
Corporate strategy is the natural starting point for thinking about talent management. Given the company’s strategy, what kind of talent do we need? For example, GE’s growth strategy is based on five pillars: technological leadership, services acceleration, enduring customer relationships, resource allocation and globalization. But GE’s top management understands that implementing these initiatives may have less to do with strategic planning than with attracting, recruiting, developing and deploying the right people to drive the effort. According to CEO Jeffrey Immelt, the company’s talent management system is its most powerful implementation tool.7 For instance, to support a renewed focus on technological leadership and innovation, GE began targeting technology skills as a key development requirement during its annual organizational and individual review process, which GE calls Session C. In all business segments, a full block of time was allocated to a review of the business’s engineering pipeline, the organizational structure of its engineering function and an evaluation of the potential of engineering talent. In response to Immelt’s concern that technology-oriented managers were underrepresented in GE’s senior management ranks, the Session C reviews moved more engineers into GE’s senior executive band. Talent management practices also helped to drive and implement GE’s other strategic priorities (for example, establishing a more diverse and internationally experienced management cadre).
In a similar vein, a recent survey of chief human resource officers of large multinationals highlighted another approach to aligning talent management with the business strategy. One HR director wrote:
We have integrated our talent management processes with the business planning process. As each major business area discusses and sets their three-year business goals, they will also be setting their three-year human capital goals and embedding those human capital goals within their business plan. Achievement of these goals will be tracked through our management processes.8
Strategic flexibility is important, and organizations must be able to adapt to changing business conditions and revamp their talent approach when necessary. For example, Oracle, the hardware and software systems company, found that its objective goal-setting and performance appraisal process was no longer adequate. Management wanted to add some nonfinancial and behavior-based measures to encourage people to focus on team targets, leadership goals and governance. This necessitated a significant overhaul of Oracle’s existing performance management systems, investment in line management capability and overall changes to the mind-set of line managers and employees.
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Principle 2: Internal Consistency
The principle of internal consistency refers to the way the company’s talent management practices fit with each other:
For example, if an organization invests significantly in developing and training high-potential individuals, it should emphasize employee retention, competitive compensation and career management. It also should empower employees to contribute to the organization and reward them for initiative.
There should also be continuity over time.
Implementing practices in isolation may not work and can actually be counterproductive. The principle of internal consistency refers to the way the company’s talent management practices fit with each other. Our study shows that consistency is crucial. For example, if an organization invests significantly in developing and training high-potential individuals, it should emphasize employee retention, competitive compensation and career management. It also should empower employees to contribute to the organization and reward them for initiative.
Such combinations of practices will lead to a whole that is more than the sum of its parts. There should also be continuity over time. As one manager at Siemens remarked, “What gives Siemens the edge is the monitoring of consistency between systems: the processes and the metrics must make sense together.” For example, one Siemens division has tied everything related to talent management together in such a way that internal consistency among the various HR elements is virtually guaranteed. The division recruits 10 to 12 graduates per year, assigns the new hires to a learning campus (a network for top new graduates within the division) and assesses them at the development center. Later, the designated employees go through a leadership quality analysis and review procedure, including feedback and performance appraisal, and become part of the mentoring program led by top managers. The whole process is continuously monitored through reviews and linked to the company’s reward systems.
BAE Systems, the defense and security company, places a similar emphasis on consistency. From the time prospective managers arrive at the company, or upon their designation as a member of the leadership cadre, they are continuously tracked for development purposes. Drawing upon data from 360-degree appraisals, behavioral performance feedback and executive evaluations of their input to the business planning process, managers participate in leadership development programs that target the specific needs revealed by the leadership assessments.
The emphasis on consistency is also paramount at IBM, which works hard to assure that its people management systems are consistent across its subsidiaries. To achieve this alignment, IBM combines qualitative and quantitative data collected quarterly to ensure that its practices are consistently introduced and implemented. The company also conducts an HR customer satisfaction survey twice a year to learn how employees are responding to the programs and to detect areas of employee dissatisfaction.
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Principle 3: Cultural Embeddedness
Corporate culture is a source of sustainable competitive advantage.
Deliberate effort to integrate their stated core values and business principles into talent management processes such as:
hiring methods, leadership development activities, performance management systems, and compensation and benefits programs
These companies assess applicants’ personalities and values to determine whether they will be compatible with the corporate culture:
the assumption is that formal qualifications are not always the best predictors of performance and retention, and that skills are easier to develop than personality traits, attitudes and values
Many successful companies consider their corporate culture as a source of sustainable competitive advantage. They make deliberate efforts to integrate their stated core values and business principles into talent management processes such as hiring methods, leadership development activities, performance management systems, and compensation and benefits programs.9 For example, whereas companies have traditionally focused on job-related skills and experience to select people, some multinationals we studied have expanded their selection criteria to include cultural fit. These companies assess applicants’ personalities and values to determine whether they will be compatible with the corporate culture; the assumption is that formal qualifications are not always the best predictors of performance and retention, and that skills are easier to develop than personality traits, attitudes and values.10
The furniture retailer IKEA selects applicants using tools that focus on values and cultural fit.
Image courtesy of Flickr user Marco Raaphorst.
IKEA, the Sweden-based furniture retailer, for example, selects applicants using tools that focus on values and cultural fit. Its standard questionnaire downplays skills, experience or academic credentials and instead explores the job applicants’ values and beliefs, which become the basis for screening, interviewing, and training and development. Later, when employees apply internally for leadership positions, the main focus is once again on values in an effort to ensure consistency. IBM likewise subscribes to a strong values-based approach to HR. Not only does IBM hire and promote based on values; it regularly engages employees to ensure that employee values are consistent throughout the company. It does this through “ValuesJam”11 sessions and regular employee health index surveys. The jam sessions provide time to debate and consider the fundamentals of the values in an effort to make sure that they are not perceived as being imposed from the top.
We found that a strong emphasis on cultural fit and values was common among successful global companies. In evaluating entry-level job applications, Infosys is willing to trade off some immediate skill requirements for a specific job in favor of good cultural fit, the right attitude and what it refers to as “learnability.” In addition to evaluating the applicant’s college record, Infosys puts applicants through an analytical and aptitude test, followed by an extensive interview to assess cultural fit and compatibility with the company’s values.
Rather than selecting employees for attitude and cultural fit, a more common approach to promoting the organization’s core values and behavioral standards is through secondary socialization and training. Standardized induction programs, often accompanied by individualized coaching or mentoring activities, were widely used among the companies that we studied. We found that leading companies used training and development not only to improve employee skills and knowledge but also to manage and reinforce culture. For example, Samsung, the Korea-based semiconductor and mobile phone maker, has specifically geared its training program to provide its employees worldwide with background on the company’s philosophy, values, management principles and employee ethics, regardless of where the employees are located. Management’s goal is not to freeze the existing culture but to have an effective means of supporting change. Several years ago, Samsung’s top management came to realize that in order to become a design-driven company, it needed to let go of its traditional, hierarchical culture and embrace a culture that promotes creativity, empowerment and open communication. By encouraging young designers and managers to challenge their superiors and share their ideas more freely, it hopes to make the transition.
In addition to inculcating core values into young leaders, successful companies often make focused efforts to adapt their talent management practices to the needs of a changing work force.12 Consider the growing interest in healthy work-life balance. As the number of employees seeking balance between their personal and professional lives has increased, more companies have begun to offer flexible working arrangements in an effort to attract the best talent and retain high-potential employees. For example, Accenture, the consulting and technology services firm, has a work-life balance program that was initially aimed at the career challenges faced by women, but it has since made it available to men as well; among other things, the program features flextime, job sharing, telecommuting and “flybacks” for people working away from their home location.13 The program has allowed Accenture to significantly reduce its turnover rate among women while also increasing its number of female partners. Internal surveys show that team productivity, job satisfaction and personal motivation among women have improved substantially. Although the number of companies offering such programs is still relatively small, the ranks are growing.
Consistent with an increased emphasis on values, some companies have introduced what might be called “values-based” performance management systems: They assess high-potential employees not only according to what they achieve but also on how they reflect or exemplify shared values. BT, the British telecommunications giant, has implemented a performance management system that looks at employees on two dimensions: the extent to which they achieve their individual performance objectives, and the values and behaviors they displayed to deliver the results. The combined ratings influence a manager’s variable pay. Other companies, too, are realizing the importance of balancing financial success with goals such as sustainability, compliance or social responsibility.
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Principle 4: Management Involvement
Talent management process needs to have broad ownership — not just by HR, but by managers at all levels, including the CEO
Senior leaders need to be actively involved in the talent management process and make recruitment, succession planning, leadership development and retention of key employees their top priorities
They must be willing to devote a significant amount of their time to these activities.
Senior leaders regarding their roles as “chief talent officer”; recognizing that having the right people in critical leadership roles is not an HR thing or responsibility, but rather, it is a business imperative and must be truly owned by the leaders of the respective businesses/functions
> One of the biggest challenge for corporate HR.
Successful companies know that the talent management process needs to have broad ownership — not just by HR, but by managers at all levels, including the CEO. Senior leaders need to be actively involved in the talent management process and make recruitment, succession planning, leadership development and retention of key employees their top priorities. They must be willing to devote a significant amount of their time to these activities. A.G. Lafley, former CEO of Procter & Gamble, claims he used to spend one-third to one-half of his time developing talent. He was convinced that “[n]othing I do will have a more enduring impact on P&G’s long-term success than helping to develop other leaders.”14
However, that level of executive commitment is rare. In a recent survey of chief human resource officers at U.S. Fortune 200 companies, one respondent lamented that the most difficult aspect of the role was
creating a true sense of ownership among the senior leaders regarding their roles as “chief talent officer”; recognizing that having the right people in critical leadership roles is not an HR thing or responsibility, but rather, it is a business imperative and must be truly owned by the leaders of the respective businesses/functions…. Creating this type of mindset around leadership and talent is the biggest challenge I face.15
One of the most potent tools companies can use to develop leaders is to involve line managers. It means getting them to play a key role in the recruitment of talent and then making them accountable for developing the skills and knowledge of their employees. Unilever, for example, believes in recruiting only the very best people. To make this happen, top-level managers must make time for interviews, even in the face of all their other responsibilities. Line managers can contribute by acting as coaches or mentors, providing job-shadowing opportunities and encouraging talented employees to move around within the organization for career development.
The responsibility for talent development extends beyond managers. Employees need to play an active part themselves by seeking out challenging assignments, cross-functional projects and new positions. However, our survey finds that job rotations across functions or business units are not very common. Although HR managers in our survey saw value in job rotations and new assignments for career development, many companies lack the ability to implement them. A possible explanation is the tendency of managers to focus on the interests of their own units rather than the whole organization;16 this narrowness may hinder talent mobility and undermine the effectiveness of job rotation as a career development tool. A McKinsey study found that more than 50% of CEOs, business unit leaders and HR executives interviewed believed that insular thinking and a lack of collaboration prevented their talent management programs from delivering business value.17
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Principle 5: Balance of Global and Local Needs
For organizations operating in multiple countries, cultures and institutional environments, talent management is complicated
Companies need to figure out how to respond to local demands while maintaining a coherent HR strategy and management approach
Companies have different strategies on how to deal with global integration (see past lectures)
Clearly, the challenge for most companies is to be both global and local at the same time. Companies need a global template for talent management to ensure consistency but need to allow local subsidiaries to adapt that template to their specific circumstances
For organizations operating in multiple countries, cultures and institutional environments, talent management is complicated. Companies need to figure out how to respond to local demands while maintaining a coherent HR strategy and management approach.18 Among the companies we studied, there was no single strategy. For example, Oracle emphasized global integration, with a high degree of centralization and little local discretion. Matsushita, meanwhile, focused on responsiveness to local conditions and allowed local operations to be highly autonomous.
A company’s decision about how much local control to allow depends partly on the industry; for instance, consumer products need to be more attuned to the local market than pharmaceuticals or software.19 Furthermore, rather than being static, a company’s position may evolve over time in response to internal and external pressures. Our study suggests that many companies are moving toward greater integration and global standards while simultaneously continuing to experience pressure to adapt and make decisions at local levels. For example, Rolls Royce has global standards for process excellence, supported by a global set of shared values and a global talent pool approach for senior executives and high potentials. At the same time, it has to comply with local institutional demands and build local talent pools. Clearly, the challenge for most companies is to be both global and local at the same time. Companies need a global template for talent management to ensure consistency but need to allow local subsidiaries to adapt that template to their specific circumstances.20
Shell uses one global brand for HR excellence; each business is then able to take that global brand and apply it locally.
Image courtesy of Shell.
Most companies in our sample have introduced global performance standards, supported by global leadership competency profiles and standardized performance appraisal tools and processes. Activities that are seen as less directly linked with the overall strategy of the corporation and/or where local institutional and cultural considerations are viewed as crucial (for example, training and compensation of local staff) continue to be more at the discretion of local management. At IBM, for example, foreign subsidiaries have no choice about whether to use the performance management system; it is used worldwide with only minor adaptations. But subsidiaries may develop other policies and practices to address local conditions and cultural norms.
While locally adapted approaches create opportunities for diverse talent pools, they limit a company’s ability to build on its global learning in hiring, assessing, developing and retaining top global talent. This requires more integration across business units. One company in our study didn’t coordinate hiring and development efforts across its different divisions, so even though it had diverse talent pools, it wasn’t able to take advantage of cross-learning opportunities. Shell, on the other hand, has come to embrace HR policy replication across divisions over innovation. Companies that find a balance between global standardization and integration and local implementation have the best of both worlds. They can align their talent management practices with both local and global needs, resulting in a deep, diverse talent pool.
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Principle 6: Employer Branding Through Differentiation
In order to attract employees with the right skills and attitudes, companies need to find ways to differentiate themselves from their competitors:
Companies differ considerably in how they resolve the tension between a consistent brand identity across business units and responding to local demands.
Shell, for example, uses one global brand for HR excellence and several global practices or processes for all its businesses
Intel in contrast positions many of its top-level recruiters outside the United States to ensure that the Intel brand is promoted worldwide. For instance, Intel has recently set up a large production facility in Vietnam:
To staff the operation, the company sent a top-level HR manager from its California corporate office to build local awareness of Intel as an employer
Attracting talent means marketing the corporation to people who will fulfill its talent requirements. In order to attract employees with the right skills and attitudes, companies need to find ways to differentiate themselves from their competitors.21 P&G, for example, was in one year able to attract about 600,000 applicants worldwide — of whom it hired about 2,700 — by emphasizing opportunities for long-term careers and promotion from within.
The companies in our study differed considerably in how they resolve the tension between maintaining a consistent brand identity across business units and regions and responding to local demands. Shell, for example, uses one global brand for HR excellence and several global practices or processes for all its businesses. The brand highlights talent as Shell’s top priority; each business is then able to take that global brand and apply it locally. This means that rather than having all branding efforts coming from corporate headquarters, each subsidiary receives its own resources to build the brand in accordance with the local market demands and the need for differentiation.
Intel takes a different approach. It positions many of its top-level recruiters outside the United States to ensure that the Intel brand is promoted worldwide. For instance, Intel has recently set up a large production facility in Vietnam. To staff the operation, the company sent a top-level HR manager from its California corporate office to build local awareness of Intel as an employer. “Hiring top talent, no matter where we are, is top priority for Intel,” the manager explained. To accomplish this, Intel has become involved with local governments and universities to advance education and computer literacy. Such investments may not pay off immediately, but they put roots in the ground in countries that see hundreds of foreign companies come and go each year.
Infosys has also taken significant steps to increase its name recognition, improve its brand attraction and fill its talent pipeline by combining global branding activities with efforts in local communities. For example, the company initiated a “Catch Them Young” program in India that trains students for a month; the students are then invited to work for Infosys on a two-month project. In rural areas, Infosys offers computer awareness programs in local languages to help schoolchildren become more comfortable with high-tech equipment. Although not initially directed at recruitment and branding, the program has been an effective strategy for enlarging the pool of IT-literate and Infosys-devoted students in India, which may eventually make it easier to find talented software engineers. Infosys’s global internship program, called InStep, however, is central to the company’s employee branding effort: It invites students from top universities around the world to spend three months at the Infosys Bangalore campus. It is part of an ongoing effort to make the company more attractive to potential candidates outside of India and to tap into the worldwide talent pool.
One way companies are trying to get an edge on competitors in attracting talent is by stressing their corporate social responsibility activities. GlaxoSmithKline, the pharmaceutical giant, offers an excellent case in point. The company capitalizes on its employment brand and reputation through regular news releases and media events at key recruitment locations. Former CEO Jean-Pierre Garnier stressed the importance of GSK’s philanthropic activities in increasing the attractiveness of the company among potential recruits and providing an inspiring mission to the employees:
GSK is big in philanthropic undertakings; we spend a lot of money with a very specific goal in mind, such as eradicating a disease. … [O]ur scientists, who are often very idealistic, follow this like an adventure. It can make the difference when they have to choose companies — they might pick us because of the effort we make to provide drugs to the greatest number of people regardless of their economic status.22
While some of the leading companies in our study see corporate social responsibility as an integral part of their talent management and branding activities, others consider improved brand attraction as a welcome result of their philanthropic activities.
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Questions? What are the 3 things that you learned in this lecture?
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Seminar 6: In your workshop group:
Last week you started a company together with your team members. In the same team and working with the same company setting, this week we will analyse the social network of employees and create a talent management plan.
Define 5 groups of employees who work at your company (for instance if you run a large hotel, you may have: house cleaning, kitchen staff, reception, reservations department,…). Assign each of these groups one color:, Purple, blue, red, yellow, The CEO has the color Green.
2. Analyse the social network graph shown
3. Identify important individuals in your organization based on the social network graph and develop a talent management plan for these individuals.
Agenda
Introduction
Strategic International Human Resource Management
Culture and International HRM/ Cross-cultural management
Global Staffing and International Assignments
Institutions, Actors and Micropolitics
Global Talent Management
International Compensation and Reward
Global Labour Regulation and Corporate Social Responsibility
Global Diversity Management
Gender and IHRM
Summary and review
