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Globalization on HRM Dissertation findings
This is fourth chapter of the Effects of Globalization on HRM Dissertation, in this key things are described with various parameters. This chapter of HRM Dissertation findings assignment consists four parts detailed results of this research.
The studies involving several past researches as well as some case studies have been able to generate significant implications for the functions of human resource management department at various firms especially with respect to the implications of globalisation on its functional activities like recruitment and selection. The difficulties created by globalization to these functions as well as the ways a human resource manager of an organization can help his or her organization to cope with this challenge related particularly to the recruitment and selection strategy of the organization has also been identified through this secondary research method.
It has also been identified by discussing approaches by various existing firms that how to make the recruitment and selection strategy and practises effective in the organizations going through the transitional process of globalization. The concern published by Schuler and Tarique’s (2007) about the factor of complication related to the globalization and recruitment and selection strategy has also been addressed with the help of ample secondary data and case details.
4.1 Resourcing specialist skills for use in home and global markets
A case study which has been done for doing this particular dissertation is related to the BBC World Services. This particular case study illustrates the different ways the plan of action for the people who manage the activities regarding global recruitment and selection, is defined through the usage of technological means. Global recruitment and selection process was transferred from World Service Broadcasting to BBC at first during the year 2004. But after few days this particular process was outsourced heavily. The number of people who are employed globally with the company of BBC World Service is approximately 500. Most of the global recruitment and selection process deals with recruiting correspondents (producers) for different foreign language processes of the World Service. The other people who are recruited internationally are the employees who work in a foreign country with the wing of World Trust Service. The professionals who belong to the second group mentioned, should posses variety of skills which include media skills as well as know-how of international issues which are generally covered in news such as different diseases like HIV / AIDS, dysentery etc. This skill is necessary since these people are in charge of the media programmes in these under developed or developing nations.
Almost all of the universal business entities face a threat through the process of globalization which deals with the factor of comprehending the domestic matters of the country to which they are moving as well as changing the service offering according to the culture and other market conditions of that nation. The World Service Trust faced the threat of taking care of several projects which base themselves exclusively on the domestic conditions. These programmes which were designed for specific nations and their respective cultures were run from London according to the overall brand value of the company. In all the occurrences the employment brand of the famous BBC’s proved to be a significant factor which differentiated the process of recruitment for the company in several local nations.
Recruitment campaigns were managed by a group of human resource managers which had eight human resource professionals in it for diverse regions of the world. These campaigns offered suggestions and proficiency on the most excellent staffing media in domestic labour scenes, interviewing, submitting applications for job permits, helping newly recruited people with applications for visa, and training them thoroughly for their job profile. A new campaign which was run in Arabic attracted applications from as many as 34 nations. Evaluation processes for those candidates which included writing journalistic tests, test on linguistic expertise and tests for voice, were organized throughout the nations within the same time frame.
Suggestions about the ways to best manage a global employment process were associated to the generic modifications in human resource delivery which has been happening over a time frame of thirty six months, ending in a 10 year deal of outsourcing which was worth £100 million and which saved as much as £50 million for the company (International Herald Tribune, 2005; Griffiths, 2005; People and self Management, 2005; Pickard, 2006). The BBC experienced two stages through which they reduced the number of employees in the company by closing down on 3,780 jobs. This number amounted to almost one fifth of the United Kingdom workforce for The BBC and almost one seventh the total global employees of the company. To counter threats coming from globalization of processes which had started to take its toll on the functional human resource management processes as well several steps were taken. Most prominent of them was the centralization of the human resource activities and introduction of a model based business partners. Recruitment and selection processes for different other countries were outsourced.
4.2 Recruitment in the context of an internationalisation strategy
The case study based on the company of Barclaycard International illustrated the ways for an organization to use the expansion of a workforce which is multicultural for the benefit of a strategy which bases itself on the topic of globalization. Barclaycard is the first company to launch credit card in the United Kingdom. It is currently one of the biggest international credit card companies. The company has been pursuing a strategy of rapid growth which has been able to expand the operation of the company to different other countries like the United States, Germany, Spain, Greece, Italy, Portugal, Ireland, Sweden, Norway, France, Asia-Pacific and across Africa.
The number of people who have been recruited by the company is around 3000 in last few years out of which only 15% are located in the United Kingdom. For helping the cause of global expansion, Barclaycard International maintained activities for people management processes to have steadiness, authority and have power over these functions. The basic problem areas which the human resource management team in the year of 2006 faced during their ongoing process of globalization was related to the issues of global resourcing (recruiting and selecting), global talent acquisition etc. Recruitment and then transferring of the talents internationally, be it for a business entity which is already existing or a new start up company which aims at making a domestic business in some particular country, needed a varied choice of chosen recruitment and selection providers and the processing of set of connections across them to move knowledge about: the organization of diverse kinds of provider and organization; evaluation of their actual international potential; and accessibility of expertise obtainable in all of the employment market.
For this particular company the information regarding the vacancy in the organization was transferred between the global head quarters of Hamburg, Zaragoza and Dublin. Help of an International Resourcing Business Partner was taken by the company to create a mechanism for supporting the human resources Business partnership and business leaders. This helped in the process of attracting and retaining top talents on a global basis. The other activities related to that of selection and recruitment which this process supported were: conciliation of international chosen provider understandings for head-hunters and study foundations; expansion of an worker value proposition and brand for employment throughout different nations; recommendations on international versus domestic process; foundations of best practice; and suitable geographical variety in the use of global talents.
The employed people had very good qualifications. It was intended that they would continue in country for around one year to one and a half years. Workers communicated in the local language and they recruited on this very basis so that they can speak in their mother tongue in the countries in which they were operating. This needed values of cross-cultural management to be used to a particular domestic employment right.
The acquirement of the company Banco Zaragozano helped the company is opening a new contact centre in the country of Spain. Some human resource professionals were transferred from Dublin to Spain for helping with the recruitment and transferring practises. Human Resource Business partners were dealing with several factors like: development of legal bodies to smoothen the process of transferring workers; taking a call on the best blend of domestic selection and recruitment; using domestic job centres; calculating support with respect to the process of funding and defining the propositions and consequences of domestic recruitment legalities and sector agreements. Several features of the process related to recruitment and selection can be copies efficiently and effectively throughout different operations like practices, training arrangements, job interview and initiation processes, occupation paradigms etc. But on the other hand some other practises like interviews based on different criteria and diversity practices have to be taken care of with flexibility. A new global structure for mobility cut down the expenditures and complication regarding the process related to the expatriating workers by protecting capable workers on international deals with limited benefits for expatriation. Various projects were made by human resource management partners and teams from the International Assignments Services placed within important international areas. The human resource management department took two steps for supporting the recruitment and selection strategy and coping with the threats which are generated from the ramifications of globalization and internationalization for these processes. These are
- Building of consciousness within the top management of the company with the help of inductions on the cultures of existing and possible employment markets and
- Cross cultural training involvements connected to the process of international initiation process.
4.3 Devolving responsibility for international recruitment
It has been opined by Czerny that non profit companies have had to understand in a very hurried way about the ways to merge variety of their priorities with international processes for managing the talent management (Czerny, 2006). This particular part of the finding will take into account the talent management process in the light of globalization and threats stemming from it at Save the Children. The mission statement of the company states ‘fight for children in the UK and around the world who suffer from poverty, disease, injustice and violence and to work with them to find lifelong answers to the problems they face’. The company generally operates throughout 6 various global regions. The recruitment and selection plan for the company generally provides scope for three different types: long-term development designations which are generally located on the other countries, posts based on emergency requirement which are located overseas as well and domestic posts which are located in the United Kingdom itself and some other nations where the non profit company works.
Applicants for the company were tested according to the domestic location requisites. The company experienced huge number of respondents to the openings in the company and around seventy five per cent candidates were eliminated through the process of recruitment and selection. The company was trying to implement several measures which would have helped it to catch the attention of various talents and recruit them for global functions of the company. One of the measures the company took was repositioning of the human resource activities and making a focus on the strategy which takes care for longer term. For the same reason the company also created a statement about the new brand positioning and implemented a fresh strategic route which concentrated on the factors like countrywide promotion, making operations decentralized and passing the responsibility to the line managers. One very important step which was taken by the company was to giving the responsibility of the whole recruitment and selection procedure to the forty country directors. These steps taken influenced the process of recruitment and selection in several manners: a relatively smaller international head office for human resource management activities which had more emphasis on strategic aspects; modifications in the expertise requirement for global recruitments; improvement in the activities related to the talent acquisition processes; more concentration towards the brand building of the employer; concentrating of talent managing procedures on making a group of professional who can be very mobile globally, especially on stable agreements; and putting together the capability and professional lives of the domestic workers. The human resources department which was functional at the headquarters was cut down in number. This way the human resources department started playing a reduced role of functional activities and helped in providing the company with more amount of essential know-how. These included a dedicated team for global recruitment and selection. The main objective for this team was to develop more inspired support and initiatives for the process of recruitment; and developing tools and training schedules for country operations on the strategic aspects and important steps in selecting global workforce. The international human resource development department was entrusted with the task of: identifying and analysing the workers markets which were the source of the applicants and understanding the contenders for acquisition of talent; and improving the resourcing capability of the company.
The company tried to improve the sourcing capability in four general steps. These are:
- Expansion of the roles of the regional human resource managers, which not only involved identifying several talents at the domestic scene but also knowing the domestic media and improving the applicants’ networks. The roles also involved creating databases of the future probable workers, and keep on assessing and evaluation the strategies taken by the company for improving the retentions.
- International code of behaviours were set up, as an example we can cite the ‘recruitment planner’ which was used for the help of new tasks, setting the strategies for resourcing, recognizing the probable locations of the appropriate applicants.
- Employees with expertise and personnel who are appropriate for specialized activities were traced during they were working for the company or were working for some other company with the help of the newly developed networking proficiencies.
- Agencies and charities understood the requirement to get hold of a better number of talents for this particular industry with the help of arrangements which were collaborative, with Save the Children helping a Child Protection trainee plan to help out recruiting in this tricky expert field. Explore the second chapter, Effects of Globalization on HRM Dissertation - Literature Review
4.4 Chapter Summary
This chapter dealt with the findings regarding the globalization and its effects on the key functions of a human resource management department company and especially its key functional areas like recruiting and selecting. Companies these days are facing the problem of giving a certain amount of uniformity with the help of the processes related to optimising or standardising of operations throughout the globe with the driving logic of using the same machineries and strategies for acquiring talents in a global scene. Hence they need to take certain strategic steps to counter the difficulties provided by globalization. These steps which have already been taken in some global companies have been discussed in details in this section. The case studies have been treated as secondary data and a secondary research keeping in mind the objectives of this study has been done and some findings have been deduced.
see the previous chapter, Effects of Globalization on HRM Dissertation - Methodology here.