PREFACE

This report has been conducted to get an overview of INTERNATIONAL HUMAN RESOURCE MANAGEMENT TRENDS & UPCOMING CHALLENGES The basic objectivity of this report is to touch the most of important aspects of International human resource management trends and upcoming challenges. With my best efforts, I have incorporated all the necessary details which are required for the report. I hope that the report will be appreciated by all.

Thanking You Anjali Sharma

ACKNOWLEDGEMENT
Gratitude is the hardest of emotion to express and often does not find adequate words to convey. Before I thank anybody for the compilation of this work I would like to thank almighty for providing me guidance and all necessary help. It is his grace only that I have completed this work. An understanding of this study like this is never the outcome of the individual effort; rather it bears the imprint of a number of individuals who directly or indirectly helped me in completing the present study. I would fail in my duty I do not say a word of thanks to all those people whose sincere advice made my research study a real educative and pleasurable one It is indeed a moment of immense gratefulness for me to express my deepest gratitude to the faculty of SMS for providing me with any opportunity to carry out this project report and help me create project report on INTERNATIONAL HUMAN RESOURCE MANAGEMENT TRENDS AND UPCOMING CHALLENGES With an ineffable sense of gratitude I take this opportunity to express my deep sense of indebtedness to Prof. P.N Jha (Director SMS) for allowing me to carry out this project. I would like to thank all my teachers specially our coordinator MR.ATISH KHADSE, respected staffs, library members for their valuable advice & guidance & to my entire friend circle. Most importantly I would like to thank all the retailers whom I surveyed, for their cooperation. All of them helped me to make my project more effective and purposeful. Last but not the least I am thankful to my mentor MR.ALOK KUMAR(Associate Professor & Mentor) for his keen interest construction, criticism, encouragement & guidance throughout the development of the project. It has been my privilege to work under his inspiring & provoking guidance. At last but not the least I would like to thank my family and my friends devoid of whose love and support I would not be able to complete my work.

Anjali Sharma

DECLARATION
I ANJALI SHARMA of BBA-VI Semester from SCHOOL OF MANAGEMENT SCIENCES hereby declare that the information presented done is correct to the best of my knowledge and the analysis is as per the norms and guidelines provided for the report. I have utilized the requisite concepts and applied the required methodologies to analyse the secondary data collected to reach the conclusion presented in the project report. I claim the report to be my indigenious work and have not been presented anywise for any purpose what-so-ever. Place: .. Date:. Anjali Sharma BBA-VI semester Roll no. 11460018

TABLE OF CONTENTS

CHAPTERS 1. 2. 3. 4. 5. 6. 7. 8. Research Objectives Research Methodology Relevance of study Introduction Data Analysis (Implementing Cases) Findings & Conclusions Suggestions Bibliography

Page no. 4 5 6 7 35 51 52 53

CHAPTER-1

RESEARCH OBJECTIVE
The main objectives of the research report are as follows:1. To understand the international nature of Human Resource Management (HRM). 2. To explore the emerging challenges before the HR departments at the global level/ globally. 3. To find out the emerging trends in the international HRM. 4. To study various organisation training and development processes.

CHAPTER-2

Research Methodology
The aim of the research report here is to know about the emerging trends and upcoming challenges in Global or international context of Human Resource Management.

Type of Research: Type of Data collected: Data collection Method: Universe of the study:

Descriptive analysis Secondary Data By Research International HRM trends and upcoming challenges

CHAPTER-3

RELEVANCE OF STUDY

The project report is based on the research of international human resource management trends and upcoming challenges. We are very well known about the increase in human resource management for attaining people, maintaining people, and retaining people on the job. Its about putting the right person at the right time at the right job for proper working of the organisation and effective as well as efficient results to the organisation. Until now international human resource management have been in view so far by many of the organisations as well as the countries but it is an important aspect to be viewed by all. In the present scenario IHRM plays a very crucial role for any global organisations growth as well as the development too. Through this study we will be able to understand the concepts, scope, barriers, essentials, emerging trends, future and upcoming challenges to be faced by the global organisations in the HRM perspective. As well as will also focus on the various aspects International human resource management comprises within it. Global or international human resource management is the process of employing, developing and rewarding people in international or global organizations. It involves the world-wide management of people, not just the management of expatriates. An international organization or firm is one in which operations take place in subsidiaries overseas, which rely on the business expertise or manufacturing capacity of the parent company. Such companies or organizations bring with them their own management attitudes and business styles. Human resource managers of such organizations cannot afford to ignore the international influences on their work

CHAPTER-4

INTRODUCTION
Before we define & discuss about International Human resource management let`s first understand the general field of Human resource management(HRM).HRM refers to those activities undertaken by an organisation to utilize its human resources effectively. These activities would include atleast the following:-

Human resource planning Staffing (recruitment, selection, placement) Performance management Training & development Compensation (remuneration) & benefits Industrial relations

HRM on three dimensions: 1.The broad human resource activities of procurement, allocation &utilization( these three broad activities can be easily explained into the six HR activities listed above) 2.The national or country categories involved in International human resource management(IHRM) activities: The host country where a subsidiary may be located The home country where the firm is headquartered & Other countries that may be the source of labour, finance & other inputs. 3.The three categories of employees in an international firm: Host country nationals(HCNs) Parent country nationals(PCNs) & Third-country nationals(TCNs).

The globalization of Business has had a significant impact on human resource management. Even though there has been large scale regional integrations, such as the European Union, human resource manage across borders is very different and can be quite difficult for a Human Resource Professional un-accustom to cross border management. The purpose of this course is gain insights into employee relations from a cultural and international perspective.

Morgan defines IHRM as the interplay among three dimensions-human resource activities, types of employees & countries of operation. In broad terms IHRM involves the same activities as the domestic HRM, e,g, procurement refers to HR planning & staffing. However, domestic HRM is involved with employees within only one national boundary. Increasingly, domestic HRM is taking on some of the flavour of IHRM as it deals more and more with a multicultural workforce. Thus, some of the current focus of domestic HRM on issues of managing workforce diversity may prove to be beneficial to the practice of IHRM. However, it must be remembered that the way in which diversity is managed within a single national context may not necessarily transfer to a multinational context without some modification. International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Companies that function globally comprise international and multinational firms. International firms are those where operation takes place in subsidiaries overseas which rely on the business expertise or manufacturing capacity of the parent company; they may be highly centralised with tight controls. Multinationals firms are ones in whicha number of businesses in different countries are managed as a whole from the centre; the degree of autonomy they have will vary.

A rapidly globalising world

In these days of increasing globalisation and easier mobility and communications between countries, workers are as likely to be located in Beijing, or Chennai, as they are in the UK. Think about making a phone call to enquire about a banking product, going online to chat to an expert about a problem you have with your computer, or trading on eBay, to name a few common scenarios. International HR management refers to an extension of HR that relates to having people working overseas. These can be either expatriate staff, those who are recruited from or work within their own home countries (locally recruited staff), or even thirdcountry nationals (individuals from neither the parent nor home country, but rather a third country. The kinds of organisations in which this is the case can range from those with a small office or subsidiary based abroad, to major multinational corporations, international public-sector organisations, or international NGOs (charities) with sites all over the world. It can also encompass an organisation working in a joint partnership with another organisation overseas. Alternatively it could be a homebased organisation with overseas offices or a company with selected departmentswhich are offshore. The differences between IHRM and HRM involve: being unpredictable and influenced more by external factors requiring more functions having continuously changing perspectives requiring more intervention in employees personal lives being more risky. International human resource management:(I)encompasses more functions, (2) has more heterogeneous functions, (3) involves constantly changing perspectives, (4) requires more involvement in employees personal lives, (5) is influenced by more external sources, and (6) involves a greater level of risk than typical domestic HRM. When compared with domestic human resource management, IHRM requires a much broader perspective on even the most common HR activities. This is particularly so for HR
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managers operating from a MNCs headquarters (HQ). The number and variety of IHRM activities are daunting. International HR managers must deal with issues as varied as international taxation; international relocation and orientation; various other administrative services for expatriates; selecting, training and appraising local and international employees; and managing relations with host governments in a number of countries around the world. Even when dealing with one particular HR function area such as compensation, the international HR manager is faced with a great variety of national and international pay issues. For example, while dealing with pay issues, the HQ-based HR manager must coordinate pay systems in different countries with different currencies that may change in relative value to one another over time. An American expatriate in Tokyo who receives a salary of $100,000 may suddenly find the buying power of that salary dramatically diminished if the Japanese yen strengthens in value relative to the US dollar. A US dollar purchased 248 yen in 1985, but less than 110 yen in 2000. In the case of fringe benefits provided to host company employees, some interesting complications might arise. For instance, it is common in the United States to provide health insurance benefits to employees and the employees family, which usually means spouse and children. In some countries however, the term family may include a more extended group of relativesmultiple spouses, aunts, uncles, grandparents, nephews, and nieces. How does the firms benefit plan deal with these different definitions of family? A final aspect of the broader scope of IHRM is that the HQ-based manager deals with employee groups that have different cultural backgrounds. The HQ manager must coordinate policies and procedures to manage expatriates from the firms home country (parent country nationals, PNCs), host-country nationals (HCNs), as well as third country nationals (TCNs, e.g. a French manager working for an American MNC in the firms Nigerian subsidiary) in subsidiaries around the world. Although such issues are important for the HQ-based manager, they are also relevant to the HR manager located in a subsidiary. This manager must develop HR systems that are not only acceptable to the host country but also compatible with company-wide systems being developed by his or her HQ-based counterpart. These policies and practices must effectively balance the needs and desires of local employees, PCNs and TCNs. It is at the subsidiary level that the increased involvement of IHRM in the personal lives of employees becomes particularly apparent. It is not unusual for subsidiary HR managers to be involved in arranging housing, healthcare, transportation, education, and recreation activities for expatriate and local staff. IHRM activities are also influenced by a greater number of external forces than are domestic HR activities. The HQ-based manager may have to set equal employment opportunity (EEO) policies that meet the legal requirements of both the home country and a number of host
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countries. Because of the visibility that foreign firms tend to have in host countries (especially in developing countries), subsidiary HR managers may have to deal with ministers, other political figures, and a great variety of social and economic interest groups than would normally be encountered in a purely domestic HRM.

OBJECTIVES OF IHRM
To reduce the risk of international humanresource To aviod cultural risks To aviod regionaldisparities To manage diversifieshuman capital

What is an Expatriate?

One obvious difference between domestic and international HRM is that staff are moved across national boundaries into various roles within the international firms foreign operations these employees have traditionally been called expatriates. An expatr iate is

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an employee who is working & temporarily residing in a foreign country. Some firms prefer to call such employees international assignees.

Emerging trends in Global/International Human resource management

Human resources management has evolved considerably and experienced a major transformation in form and function. Driven by a number of significant internal and external forces, human resources management has progressed from a maintenance function to what may now be regarded as the source of sustained competitive advantage for organizations operating in the global economy. In order to successfully steer any organization towards profitability, it is necessary for the management to recognize the role of the human resources department. The management also needs to invest a considerable amount of time to learn the changing scenario in the HR department, in order to survive the competition. Some of the recent emerging trends in global human resource management are as follows: Organizations need to prepare themselves to address people-centered issues regarding commitment right from the top management. As the recent quality management standards ISO 9001 and ISO 9004 focus more on people-centric organizations, there is a renewed thrust on HR issues, particularly on training. Organizational models like Shamrock, Federal and Triple I need to refocus on people-centric issues and call for redefining the future role of HR professionals. Organizations have introduced six-sigma practices to leapfrog ahead of competition in this world of uncertainty. Six-sigma develops a method for sustainable improvement by using precise analytical tools with leadership from the top. These practices improve organizational values and help in creating a defect-free product or services at minimum cost. In most organizations a traditional HR department has almost become redundant as human resource outsourcing is the new accession. Recruiting competent people is becoming increasingly difficult as there is an increase in global job mobility. Organizations are required to work out a retention strategy for the existing skilled manpower by creating an enabling culture and adequate employee benefit services. A companys HR activities play a vital role in combating the crisis of high attrition rates, shortage of skilled employees and poaching strategies. The role of the HR manager is changing from that of protector to that of planner and change agent. As personnel is the name of the game today, personnel directors are the new corporate heroes. Highly skilled and knowledge based jobs are increasing, thereby calling for future skill mapping through the right HRM initiatives. As most organizations want to be globally aligned, we are
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witnessing a change in systems, global payroll solutions, management cultures and philosophy. Companies are employing people from across the globe. This situation has given rise to a global HRM keeping in mind the need for multi-skill development across a motivated workforce. In this competitive scenario where there is immense demand for people and the talent pool is shrinking, Human Resource Management plays a vital role in an organization.Recruitment and Retention of employees is becoming a challenge as well as a concern area for all HR Managers. As Indian economy is booming, HR managers will be experiencing tough times ahead in hiring and retaining talent.

Channeling Communication Skills

When it comes to defining it as a competency, communication can be tricky. Its a characteristic thats apparently universally appreciated and desired, but its not easy to pin down what makes for effective communication. Is it nuanced or straightforward? Specific of general?Deductive or poignant?Humorous or stern? According to Ron Crossland, co-author of The Leadership Experience, author of The Leaders Voice and chairman of Bluepoint Leadership Development, organizational leaders face the challenge of grasping this generally valued yet seldom understood quality.Everyone gets communication, he said. Every executive gets this, but they find it difficult to find the time to immerse themselves in a study of their own communication patterns. What happens is they hear the ideas, but they get cosmetic fixes. Most of them dont do deep dives. Leaders think theyve got the general context, which is where their bread and butter is - how they move constituents. Crossland developed a formal framework that focuses on three primary channels of communication: facts, emotions and symbols. Facts pertain to data, direct observations and literal interpretations of things and events; emotions relate to stirring the range of sentiments people feel; and symbols refer to metaphors, analogies and other representative illustrations. These three channels apply to any leadership model in the world, he said. They might not put it the way I do, with symbols, facts and emotions. A lot of people dont walk around with that model in their head. But once they hear it, theyll say, Thats what Ive been experiencing. I just didnt have a schematic. In particular, the rise of executive presence, as a sought-after attribute among leaders has brought about a fresh examination of communication styles. If you look at the root of executive presence, a huge component of that is the ability to communicate in the moment, Crossland explained. Whether thats e-mail, a videoconferencing or a town-hall meeting, that presence is felt through how messages are
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communicated. Thats especially true these days, when so much content is delivered virtually and long distance. To illustrate his point, he cited a recent appearance Bill Gates made at a technology conference via streaming video that was projected onto a large screen. Even though the prerecorded speech delivered via a 22-foot tall image of Gates might seem like a case of the medium overwhelming the message, Crossland insisted this communication is fundamentally the same as any other. People will experience that visually and aurally, but most of the substance of it will be through those three channels, he said. The better Gates is with [facts, emotions and symbols+, the better hes going to come across. Crossland argued that the weakest channel of communication among todays leaders is symbolic, although the emotional channel isnt used as often as it could be, either . Both the symbolic and emotional channels have atrophied compared to the factual channel, he said. Most for-profits businesses exist in a tsunami of data. We speak in the factual channel; its part and parcel of our lingo. In fact, if you cant do that well, you probably wont rise to a very high level of managerial responsibility. Unfortunately, we over rely on that.Therefore, learning executives should devise a more complete definition ofcommunication as a competency when developing organizational leaders in this critical area. Also, Crossland said CLOs can contribute by modeling these behaviors themselves. I think, in many ways, people in the *chief learning officer+ role have to be exemplars of so much in the organization, and communication is perh aps paramount among them.

Top Ten Human Resources Trends of the Decade

The top ten trends of the decade for Human Resources staff and the employees served at work were not obvious nor were they easy to pick from my original list. Depending on the company size, your location, and the health and progress of company and industry, the top ten Human Resources trends may differ. Although the selection was a challenge, and I still go back and forth, these are my top ten Human Resources trends of the decade. These Human Resources trends are presented in no particular order aside from the first trend, which has swamped HR the past couple of years. Now have a look at the top ten Human Resources trends I've presented, plus several of my runner ups.

It's the Economy

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With US unemployment at 10.2%, as I write this, and extended unemployment benefits and COBRA subsidies keeping many families afloat, this economic downturn has left no one unaffected. Even people still employed have watched as their 401(k)s and savings sunk to new lows. Almost no employees have received a raise without a promotion this past year. Normal bonuses and profit sharing have been replaced with mandatory furloughs and more work to replace that of laid-off coworkers. Mourning the loss of laid-off coworkers with feelings of guilt, anxiety, and fear has also chipped away at the employees comfort level at work. Looking over their shoulder and protecting their own job has become commonplace. No one can predict how bad the economy could become or how long the downturn will last. So, business leaders dont know whether they are managing from an economic perspective that the economy has been reset forever or a down economy that will recover. Business leaders are struggling to manage in times they have never before experienced and the employees, who may also be experiencing stressful economic trauma outside of work, are watching and concerned.

Millennials Are on the March

A generation of employees who were pampered and scheduled by their Baby Boomer parents have taken the workplace by storm. They bring pluses and minuses to your workplace, but come on, who ever heard of a play date before 1990? So, not only is your workplace trying to absorb these offspring of the Baby Boomer generation - and millennials bring special challenges employers are dealing with helping three generations of workers happily co-exist to serve customers as a team. The economic downturn has made the three generation situation worst with Boomers who planned retirement, to make way for up and coming employees, unable to retire - and not happy about it. Millennials and Gen X employees are supervising Boomers and Boomers are mentoring those who wish to learn from the leaving generation. For the employer, managing millennials is a skill managers need to develop. The millennial quest for work-life balance and for having a life outside of work is legend. Employers accommodate these talented young people and develop their strengths and ability to contribute, or you'll lose them to an employer who will. Many of them have options. They bear no resemblance to the "company man, touted as the ideal employee in earlier years. And, the workplace is changing to accommodate them.

Employee Recruiting and Networking Online

This decade has brought about the transformation of employee recruiting and social and media interaction and networking. When I first started writing about recruiting, the big job boards like Monster, had not been around very long. Employers have seen a transformation in how people find each other for networking and jobs this decade.
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From large job boards like Indeed to niche job sites, from networking on discussion lists to sites such as LinkedIn, Facebook, Twitter, and Ecademy, networking and recruiting will never be the same again. Human Resources employees have either kept up with the new ways of interacting and communicating or they are doing their organizations a disservice. Social media networking is the new way to find employees, find jobs, get answers to questions, build a wide-spread, mutually supportive network of contacts, and keep track of colleagues and friends. Social media and online recruiting bring the employer new challenges. Developing social media and blogging policies, deciding whether to monitor employee time online, and checking candidate backgrounds online, just scratch the surface of new employer challenges. But, dont let the power of this online media pass you by.

Made to Order Employment Relationships

Perhaps its the push from the millennials, and definitely it s the availability of technology that facilitates the customization, but the made to order work relationship has become a dominant force in the past decade. Teleworking or telecommuting, a rare privilege in the 1990s, has taken workplaces by storm. One giant computer company reports that 55% of its employees not only telecommute, they work from home all of the time. A New York Citypublishing company allows telecommuting two days a week and employees can bargain for more. Teleworking is not the only component of the new made to order work arrangements. Flexible anything has become the new norm. Flexible work hours, flexible four day work weeks, flexible time off for appointments, and the most important trend of all: Paid time off (PTO) allows employees to take time off when they need the time as it consolidates sick leave, personal time, and vacation time into a bank of days for employees to use. Additionally, trends such as bringing baby or the family pet to the office also fall within this workplace flexibility. Superficially, all of these components of the made to order Human Resources employment trend offer benefits for employees. But, they offer benefits for employers, too. Employers dont need to police employee time. They need to make work and communicat ion more transparent and measurable so the flexibility yields results. Their employees are more motivated and engaged, and less stressed out about family and life issues, because they have the time necessary to address work-life balance issues.

The Big Blur

Online, all the time, and availability via technology, has blurred the line between work and home. Employees work at home in the evening on collaborative reports and email. They shop at work and take brief breaks by playing online games. Employees do their banking at work and their work accounting at home. Almost no one goes on vacation without their
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smart phone, laptop, and kindle-like device. Employees taking PTO email colleagues with the number of their cell phone if they wont have access to email. No generation has ever been this connected, and for good and bad, some employees never stop working. This interferes with down time, relaxing time, and work-life balance, but most employees just see it as a way of life. Employers need to make sure this degree of connectivity is not required. They must also back away from old rules about what an employee was allowed to do at work. Employers do need to heed wage and hour laws when dealing with hourly employees who must be paid for every hour they work. Indeed, this work home blurring is a nightmare for employers who must pay for overtime. So, most employers forbid hourly employees, for the most part, to work at home. This emphasizes the differences between exempt and nonexempt employees, already a distance.

The Rise of Technology

No Human Resources trend list would be complete without an explicit mention of the impact of technology on all aspects of the field. I have mentioned the power of technology all through these trends, but will still cite technology as a major trend. Technology has transformed the way in which Human Resources offices manage and communicate employee information and communicate with employees, in general. In a world in which identity theft is prevalent and can cost an employee countless working hours over several years to correct, safeguarding employee records is critical. Identity theft is so serious and rising that every employer needs a plan to prevent. Did words like Intranets, wikis, webinars, and blogs exist in common language ten years ago? I dont think so; only the early and earliest adopters used them. Now, employees use them internally to stockpile information, work collaboratively, and share opinions and project progress. They can even work virtually and with distant teams simultaneously. They hold meetings and share visuals with teams from all over the world.

Employee Training and Development Transformed

This decade has seen the rise of technology-enabled opportunities for training, employee development, and training meetings and seminars. Podcasts, teleseminars, online learning, screen capture and recording software, and webinars provide employee development opportunities. Additionally, during this decade, as the technology-enabled delivery options expanded, so did other training and development opportunities and definitions, including increased expectation for learning transfer to the job. Online learning, earning an online degree or credits, and all forms of web-enabled education and training provide options that employees never had when training occurred in a
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classroom. Employers are saving millions of dollars in employee travel expenses, and the employees access to the training does not walk out the door at the seminars end. This is the decade when employers experiment with classroom training in a virtual world called Second Life. You can expect even more progress and experimentation in the years to come. Plus, another Human Resources trend that flourished, though did not start in this decade, is the concept of alternative forms of employee learning such as coaching and formal mentoring. They hit the mainstream in this past decade.

Tension Increases Over Government Intervention in the Employer-Employee Relationship

A debate exists in the US between people who think the government is already intervening too much by making laws that require employers to provide particular benefits for employees, and those who dont. People who support the government intervention believe that the US government has been negligent in not mandating benefits such as paid sick leave. They consider it the right or humanitarian action to take. Opponents want benefits for employees but argue that employers should make benefits choices that their employees desire and that they can afford. Opponents argue that employer mandated benefits will cost the country jobs and opportunity. Small business, the engine of job creation in the US, is currently sitting on the sidelines because of the uncertain economy including threatened government mandates and potential changes to health care. One of the more significant examples of government intervention occurred with the passage of the Family and Medical Leave Act (FMLA) in 1993. The affects of its passage continued to be an employers nightmare this past decade as, especially, its intermittent leave requirements created recordkeeping quagmires and made trial lawyers smile. I expect I will be including this Human Resources trend after the next decade, too.

The Rising Cost of Health Care

Much as Id prefer to leave this Human Resources trend off the table, its not going away. The continually rising cost of health care insurance and health care is affecting what employers can provide in terms of additional benefits for their employees. The rise of employee payments for part of insurance coverage, the practice of seeking insurance first from a spouses employer, increased payments for covered family members, and higher health care provider co-pay office fees are all highlights of the rising cost of care. Americans disagree about what needs to be done in this arena. (I support capping fees to trial lawyers and limiting payouts in medical malpractice suits, providing incentives to people becoming family practice physicians, and making basic insurance more affordable.) But, most agree that something does need to happen so that Americans can retain the best health care system in the world. Legislation is currently pending, which as I write this piece, is not supported by over 56% of Americans, so we shall see. Health care costs will remain a Human Resources trend in the next decade.
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Globalization, Outsourcing, and Offshoring

Increasing government regulation in the US along with increasing corporate taxation (maybe highest in the world), higher wages, and less desirable, business friendly policies and incentives are causing employers to rethink locations for their operations. High taxation, high regulation states are seeing an outpouring of business (and jobs) from their locations. The US is seeing an overall rise in outsourcing jobs to overseas locations that are viewed as more friendly to business. In an era of globalization, this makes sense. Employers seek global, rather than local markets, so that economic factors in one location do not hinder progress. Employers see the positive impacts of locating offices and factories in global markets and tapping the strengths of local employees who are familiar with business and employment practices in the new locations. Whether work is off-shored, outsourced, or the company is simply expanding globally, the challenges to Human Resources with a globally-located workforce are serious. If a US company has five employees in Hong Kong or six in Europe, local Human Resources offices do not make sense. In fact, the US HR Director, with assistance from local employment agencies, probably hired the staff. Managing and working with these global locations, while obeying the laws and honouring the customs of the host country, is a challenge for managers, Human Resources, and co-workers.

Human Resources Trends of the Decade: Honourable Mentions

I considered these Human Resources trends and they are worthy and deserve a mention. Several of them will see their biggest impact in the next ten years. This includes diversity which is already affecting workplaces and legislation. See my favourite piece about diversity: Search for Similarities: Just Like Me. Discrimination laws have had a profound impact on recruiting and hiring practices and in all areas of equal opportunity employment. The labour union movement in the US is in the process of undergoing a radical change. Recently, public sector employees became the majority of union members leaving private sector union member numbers behind. Additionally, the Service Employees International Union (SEIU) has stated publicly that their members include illegal immigrants. This will produce changes in the next decade about Political Action Committees (PACs), raise questions about who is funding union activities, and also impact the illegal immigration debates in Congress and for employers. In the wake of the horrific events of 9-11-2001, much of which most employees watched unfold on their televisions at work, a feeling of a loss of safety swept the nation. When tragedy struck the workplace, employers responded with new building evacuation plans, safety and crisis management plans, and business continuation strategies. People who lived closer to the events and who lost family members and friends were most profoundly
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affected. But, the events of 9-11-2001 will never be forgotten in America. Hopefully, this will never be a trend, but several readers nominated this event. The evolution of performance management as an employee development, goal setting, and performance evaluation strategy is an important Human Resources trend in my book. It allows an employer to develop an employee from onboarding until they leave your company. It moves evaluation and goal setting away from an annual appraisal administered by the employees manager to a mutually beneficial defined contribution and development plan. Well see considerably more from each of these trends in the next decade. The next wave of Human Resources trends for the next decade will soon leave the station.

The Challenges of International Human Resource Management

Historically, firms have responded to challenges of control and coordination in two different ways. Some adopted matrix structures, others focused on building coordination capabilities at the center. We will discuss the advantages and limitations of these two approaches and the need to align the organization with the business strategy. Some firms adopt a multi-domestic strategy, with autonomous localoperations that can respond readily to localneeds, while others pursue a centralized, meganational strategy to prevent duplication and make global operations more efficient. However, for companies that need to be simultaneously global and local, neither of these strategies is sufficient. All this leads us to the idea that contemporary global corporations face many contradictions. They have to be simultaneously local and global in scope, centralized and decentralized, capable of delivering short-term results while developing future assets, managing multiple alliances without fullcontrol, and responding to market pressures to do things better and cheaper and faster.

The organizations which are performing well in terms of people management combine strong discipline in human capital management with attention to the importance of social capital the building of relationships and networks within the organization and organizational capital the structure and culture of the firm. The reinforcing or multiplier effects of this combination creates inimitable conditions for the management of people and drives more than just HR excellence but also knowledge management, employee engagement and workforce adaptability. As well as human resource practices and processes, our focus also turned to the role of the HR function itself. We found this also varied in terms of its power and influence and structure, but common to most of our companies was the HR functions role in setting global standards for HR practice, particularly in relation to performance, resourcing and the development of a high potential cadre and inmanaging the careers and rewards of the senior executive team.

Global HRM and the Staffing Policy

Here also the role is no different i.e. hiring individuals with requisite skills to do a particular job. The challenge here is developing tools to promote a corporate culture that is almost the same everywhere except that the local sensitivities are taken care of.
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Also, the deciding upon the top management or key positions gets very tricky. Whether to choose a local from the host country for a key position or deploy one from the headquarters assumes importance; and finally whether or not to have a uniform hiring policy globally remains a big challenge. Nevertheless an organization can choose to hire according to any of the staffing policies mentioned below:

Ethnocentric: Here the Key management positions are filled by the parent country individuals. Polycentric: In polycentric staffing policy the host country nationals manage subsidiaries whereas the headquarter positions are held by the parent company nationals. Geocentric: In this staffing policy the best and the most competent individuals hold key positions irrespective of the nationalities. Geocentric staffing policy it seems is the best when it comes to Global HRM. The human resources are deployed productively and it also helps build a strong cultural and informal management network. The flip side is that human resources become a bit expensive when hired on a geocentric basis. Besides the national immigration policies may limit implementation.

Global HRM therefore is a very challenging front in HRM. If one is able to strike the right chord in designing structures and controls, the job is half done . Subsidiaries are held together by global HRM, different subsidiaries can function operate coherently only when it is enabled by efficient structures and controls.

Challenges faced by global HR executives

The extant literature on international HRM has focused on a multitude of challenges faced by global HRM executives. At the macro level, HR executives are concerned with the global coordination and alignment of HR policies and procedures to the business goals. A major challenge in this area is having the knowledge about the extent and limitations to which HR policies and procedures can be standardized across the globe (Bjorkman&Budhwar, 2007; Dalton & Druker,2012; Lu &Bjorkman, 1997). While there might be some overarching global policies and procedures that are used to coordinate and align HR and the business across the globe, the executions of strategies at the local level are usually different as a result of environmental factors (Levy et al.,2007).As institutional theory points out, an organization adapts as a result of pressures from its environment in order to improve the chances of survival (Bjorkman, Fey, & Park, 2007; DiMaggio & Powell, 1991; Scott, 2001; Sub& Kleiner,2008).These pressures, called institutional isomorphism by DiMaggio and Powell (1983), come from coercive (e.g.,political and union pressures from the environment), mimetic (e.g., pressure to mimic best practices in the environment) and normative (e.g., professional norms that are expected) isomorphism. Thus, effective global HR executives will need to have the acumen to achieve the business goals through HR policies and procedures while respecting the local customs, traditions and needs (Khilji,
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2003; Littrell, 2002).Another challenge for global executives is diversity management, especially with regards to managing varying expectations in the workplace. In the GLOBE study, led by House, Hanges, Javidan, Dorfman and Gupta (2004), societies that have a higher level of gender egalitarianism tend to emphasize on equal employment issues and affirmative actions compared to those with lower level of gender egalitarianism. As such, equal employment opportunity, which is part of organizational policies in certain countries (such as the US, Canada, and the UK), may not be easily implemented in other countries(Selmer, 2003; Selmer & Leung, 2002). Some women expatriates still struggle with gainingacceptance in many parts of the world (Metcalfe, 2008; Taylor & Napier, 1996). Increased cultural differences may also result in cross cultural communication difficulties and conflicts (Dalton &Druker, 2012; Das, 2010). Differences in expectations and communication styles between the expatriates and indigenous workers and managers can be a source of workplace conflict (Forstenlechner,2010a).According to Hall and Hall (1990), communication challenges can be exacerbated by the context in which people interact. Certain characteristics are believed to be common for individuals coming from a low context culture; for example, the use of explicit, logical and action-oriented communication style. In contrast, people who come from a high context culture tend to emphasize on non-verbal cues, use a non-linear and process-oriented communication style. Thus, organizational leaders need to have the knowledge, skills and abilities to manage these workplace diversitiesto improve workplace productivity (DiTomaso& Hooijberg,1996).A more recent meso level challenge faced by global HR executives lies in the effective facilitation of virtual global teams. With the advent of communications technology, it is possible to coordinate meetings and share knowledge globallyround the clock (Kapoor, 2011). However, differentattitudes regarding acceptable work time may result inlogistical challenge (Yu &Guo, 2008). While it is often perceived as a more efficient way of communicating, the use of virtual global teams can be hampered by challenges arising from cross cultural differences (Graf, Koeszegi, &Pesendorfer, 2010). For instance, the lack of physical contact may affect the building of trust, necessary in some cultures, to facilitate decision making (Elron&VigaGadot, 2006). In another study by Dekker, Rutte, and Van den Berg (2008) that has focused on global virtual teams using Hofstedes (2001) cultural dimensions, team members expectations & perceptions differ from culture to culture.

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The Multinational Context Enduring Context of International Human Resource Management One would tend to think that Human Resource management in one country would be much like it is in another country. There are similarities in the human resource function from one country to another however; due to cultural differences the human resource function can also be quite different. We must first define the Field of Human Resource Management. According to Peter Dowling in International Human Resource Management, Human resource management is those activities undertaken by an organization to utilize its human resources effectively. These activities include but are not limited to, human resource planning, staffing, performance management, training and education, compensation and benefits, and labor relations. We must consider what, if any, changes to the above definition occur when a company goes international or global. When the human resource activities are spread acrossdifferent countries therefore, different types of employees must be considered. Employees from the parent company or Parent Company Nationals (PCNs), this is the expatriate manager or technical professional assigned to a different country. The next type of employee is the Host Country National (HCNs), this is an employee of the company form the country which hosts the subsidiary. The last type of employee is a Third Country National (TCNs), these employees are from a country that is neither the host nor the parent country. This expatriate also may be from another subsidiary owned by the parent company.

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These multi-country nationals lead to issues generally not associated with Human Resource Management (HRM), such as international taxation, international relocation, administrative services for expatriates, and government relations.

International Operations

Human

Resource

Management:

Sustaining

International

Business

International Human Resource Managements main function is to sustain business operations. Human Resources are a firms main asset. In order to remain competitive a company must retain, educate and train its personnel. International Human Resource Management must be provided the ability to attract the right candidate. This is not and has not always been the view of companies, as recently as the 1980s employees were seen as an expense to be cut and not an asset to be nurtured. A large number of people would argue that this is still the view of many companies. Comparing HR practices and policies in Greece and the UK Human Resource Management (HRM) can be defined as the function within an organisation that focuses on recruitment of, management of and, providing direction for people who work in the organization (Heathfield, 2010). Although there is a constant development, the purpose of HRM remains the same: to help organisations achieve their objectives, which are essentially seen in terms of performance (Kamoche, 2001). Through years, because of the increasing development in all areas and the globalisation, economies are becoming more integrated. Multinational companies (MNCs) had to increase their global activity by inventing new management policies and practices. That led to the internationalization of HRM. Firms had to implement global strategies in their subsidiaries, to promote the maximization of economic goals. But in order to do that, they had to respect
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certain laws (written and unwritten) of the host country. First, MNCs had to consider the factor of culture. Wanted to define culture, Biscoe et al. (2009) said that is the characteristic way of behaving and believing that a group of people have developed over time and share. The respect of differentiation of each country should be above all when a subsidiary wants to be established abroad and hire local people, otherwise there would be lack of trust and alienation. Although, firms have their own company culture, they should adjust the parents company human resource (HR) practices to the local environment up to a point. MNCs should tailor their products in order to introduce them to the local market, but their practices, even in the slightest, will mirror those of the country of origin. Second, firms had to design new human resource strategies, some of them associated with training and rewarding. Training, including language training and cross-cultural awareness, develops sensitivity to foreign cultures (Kamoche, 2001; Edwards and Rees, 2006) and reward reflects the individuals contribution to the organisation (Goss, 1995). Thus, when an MNC decides to choose a country for her expansion, should be responsive to the local environment, achieve economies of scale and respond rapidly to evolving markets. In this essay, we will try to compare the HR practices and policies an MNC follows in subsidiaries in Greece and in United Kingdom. In extension, we will provide details of HR practices and policies of the local firms in these countries. HUMAN RESOURCE MANAGEMENT IN GREECE Greece is a country of great history, thats why it has one of the strongest cultures. It became member of the Economic and Monetary Union in 2001 and since then the economy has gone through an important downward transition, because with current data, Greece was not ready to adopt the common currency. Although the economic and governmental problems Greece face, there has been a great expansion of foreign firms. In addition, a large percentage of the economy contains small entrepreneurial and family owned companies (Brewster et al., et al, 2004). Although there are not many studies concerning HRM in Greek enterprises and foreign subsidiaries, Papalexandris (1987) compared the HR practices both Greek firms and foreign subsidiaries use, to find that subsidiaries have more sophisticated practices and guidelines directed from their parent companies unlike Greek firms. Using the findings from the research of Myloni et al (2004), we will try to explain the differences that occur between the practices used by foreign subsidiaries and Greek firms. Nowadays, Greek firms are trying to adopt HR practices and policies of the MNCs who already operate in the country. The HR practices that used in the study of Myloni et al. (2004) were performance orientation, future orientation, family/in-group collectivism and power distance (Table 1). The results were as any Greek would expect. The strong family bonds, the mistrust to people who dont belon g to their social network and the patriarchal model of the Greek society are strongly reflected and have made employers secure loyalty
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in their businesses. Therefore, when a foreign firm from a distant culture decides to enter Greece, it will, if employs an expatriate managing director, face significant problems in terms of adaptation due to dissimilarities between foreign managing directors and subordinates (Kessapidou and Varsakelis, 2003). Greek prefer to support their own people than someone outside the circle of trust and they are quite competitive and hostile to strangers who want to change their norms and their way of thinking. Canada 4.49 4.44 4.26 4.82 Germany * 4.25 4.27 4.02 5.25 Italy 3.58 3.25 4.94 5.43 Japan** n/an/a 4.63 n/a Switzerland 4.94 4.73 3.97 4.90 UK 4.08 4.28 4.08 5.15 USA 4.49 4.15 4.25 4.88 Greece 3.20 3.40 5.27 5.40 Notes: * Former West Germany; ** Published Globe data not available for these countries (Myloni et al., 2004) Myloni et al. (2004) comparing the HR strategy and planning, the selection and recruitment and the performance appraisal of Greek firms and foreign subsidiaries, conclude to certain deviations. First of all, Greeks never have a written plan on how to run their companies. Most of the times, there is a verbal plan and they go with the flow. The continuous changes in the economy and in the governmental plans have contributed to this mentality. A long- term plan for staffing requirements and for the administration of the company is typical only for the affiliates. Although the findings from Mylonis et al. (2004) research showed that HR planning procedures are not a characteristic of Greek firms, it is believed that Greece is trying to integrate her practices in a more structured system. Second comes the way Greek firms decide to select and recruit their staff. It is well known that in Greece there is an internal recruitment, although the findings do not support that. Firms have adopted the foreign way of recruitment through interviews, references and CVs, as the foreign subsidiaries, with the exception that Greek managers pay great attention to the acquaintances of the applicants. Third, but not last, comes the favouritism that influences the performance appraisal and that is typical only for Greek firms. Nevertheless, foreign subsidiaries adjust their policies of performance appraisal to Greek standards, in order to be more in line with the Greek cultural environment.
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The conclusion from this analysis of the research of Myloni et al. (2004) is that HR practices in Greece are closely related to the culture. Nevertheless today family owned firms have to adopt more professionalized management systems and that is going to be achieved due to the increased global competition and the growth and development of the national economies (Brewster et al., 2004). Managers in Greece, who usually are the owners of the company, should open their doors to professionals, eliminate xenophobia and not fear of losing their power inside the company. They should realize that in order their company to be successful in the global market, they must adopt and develop other practices and policies in conjunction with the priorities and the goals of the group, without though losing their identity. They should have the will to innovate, to improve and to engage in new activities, if they want to be competitive. HUMAN RESOURCE MANAGEMENT IN UNITED KINGDOM United Kingdom (UK) is consisted by four countries: England, Wales, Northern Ireland and Scotland. According to the list by the International Monetary Fund (2009) is the sixth largest economy by nominal GDP (Gross Domestic Product) and during the 19th and 20th century was one of the leading economies. After the consequences in the economy of two World Wars, UK had lost the leading role in the global affairs, but still has a primary role to economy, culture and political influence. UK joined European Community in 1973 and since 1980 barriers fell and new avenues for the freedom of the companies opened. Foreign subsidiaries who wanted to invest in UK were attracted, i.e. manufacturing companies, and until 1995 the percentage of foreign direct investment was very high. The government grants, the Greenfield sites, the English language and the political stability were some of the reasons foreign firms, particularly from German, Japan and United States (US) at first, wanted to invest in UK (Guest and Hoque, 1996). The main HR priority in the industries in UK was industrial peace and that led to the expansion of HR practices in order to form a more structure management. HRM was a very important function for UK, thats why the development of professionalism was so fast. UK has already formed an organization (CIPD: Chartered Institute of Personnel and Development) for the best practice of HRM and its members are committed to a Code of Professional Conduct (Brewster et al., 2004). The economic development has made national boundaries increasingly meaningless (Ferner, Quintanilla and Varul, 2001). Foreign owned establishments pay great attention to the integration in the culture of UK. They have clearer HR policies and more extensive HR practices than UK firms and that helps to shape the organizational culture. According to Guest and Hoque (1996) foreign subsidiaries are more successful because they have a range of communication and they use certain practices to gain the involvement and commitment of the workforce. MNCs subsidiaries adopt similar HRM practices to the countries to which they operate. But,within the same subsidiary there would be practices closer to the parent company and other closer to the host country.
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UK firms use a wider range of HR practices which are designed for flexibility. In terms of recruitment and selection the main ways dont differ from those of the foreign subsidiaries. Interviews, CVs, application forms and references are the most common, but there are also other techniques such as psychometric tests and assessment centers. Their selection seems to be based on objective criteria, such as education and experience, but all applicants are interviewed and this is the final stage. Another key activity of HRM is training and development. The effective utilization of human resources offers one of the strongest bases for competitive advantage and this contributes to the achievement of the companys goals. Both UK firms and foreign subsidiaries, spend a lot of money in the training of their personnel, in a yearly basis, through seminars, conferences and travels and expect from them to be well informed about the new practices of the market and the policies of the company. The effectiveness of the training UK organisations provide is monitored in order determine what changes should be made, so that employees would be more productive and competitive (Brewster et al., et al., 2004). Also, according to Brewster et al. (2004), the management of remuneration is a necessary condition of successful management. In UK firms and subsidiaries rewards reflect the contribution of the individual inside the organisation and the reward systems have integrated in the culture of the companies. Thierry (1992, cited by Goss, 1995) explained that payment can reflect how much the work of an employee is appreciated, how his behaviour is valued and how the organisation appreciates the performance and the achievements. Although UK is famous for the non-discrimination between sexes, Brewster et al., (2004) highlights that in terms of incomes that do not exist. Men are paid more than women at all ages and lower employees are paid less than managers. Naturally, there are factors that influence the range of payments such as the size of the company or the skill specialization, but one of the most important, as Lucas et al., (2006) say, is culture. Organisations wanted to be established use their rewards and benefits policies, which constitute their organisational culture. But, it is important for foreign affiliates to understand the natural cultural in order to practice the international reward management. According to what we have analysed, HRM in UK is more developed in all areas. Because of the homogeneity that exist, there arent many differences between foreign subsidiaries and UK firms. MNCs have increasingly managed to disengage themselves from national constraints (Ferner, Quintanilla and Varul, 2001) and that led some subsidiaries to have the same characteristics as the UK firms. Subsidiaries in UK have understood that a successful practice in the home country is not always successful in the host country, thats why in UK there is a similarity in the majority of HR practices and policies between foreign affiliates and UK owned firms.

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CONCLUSION
The purpose of this essay was to examine the differences between Greece and UK, in terms of Human Resource practices and policies and the development Human Resource Management. There have been significant differences in the use of HR practices by foreign subsidiaries who operate in Greece and local firms. MNCs affiliates are more demanding and knowledgeable of their HRM needs and require more sophisticated HRM services, whereas Greek firms are affected by the political and economical environment and that leave them behind. According to Papalexandris (1992) HRM in Greece is in state of rapid development, as well as fundamental change. The large multinationals have started to follow the organisational culture of European companies and adopt their practices in order to be competitive, but a large amount of family owned companies is still developing. The use of the personal contacts or friends recommendations in order to recruit, the favouritism and the xenophobia must change, if these companies want to develop. Subsidiaries in Greece tend to adjust their practices to the culture, but only in areas that do not affect their competitiveness, although with these practices, they often create hostiles. On the other hand, UK doesnt seem to have many differences in the HR practices and policies between the subsidiaries and the UK firms. Although, we havent analysed how family owned companies in UK work, there is no doubt that we would found similarities to the Greek small firms (i.e. Aleef stores seem to recruit only people of the same nationality). But, the main difference is that in UK family owned companies do not constitute the main economy as in Greece. Also, UK has developed a progressive way of thinking, leaving behind some traditions and customs which would reduce the competitiveness in the global market. UK firms spend a lot of money in the continuous training and education of their personnel in order to stand in the global market deservedly. In Greece, on the other hand, not only there is a preference of recruit staff from the social network and mistrust to people who have studied more, but also owners of small firms and their staff dont care to extend theirknowledge and follow the development of their profession. In conclusion, we can see that Greece and UK differ in their HR practices and policies both within local companies and foreign subsidiaries. It is difficult to forecast how these practices, mostly in Greece, are going to change and what should be done in order to develop a more competitive and strong economy. Globalisation requires managers to have the capacity to learn every day and to transmit their knowledge to develop their company. HRM is not a formula to be applied in every country and in every culture. HR problems are unique and should be treated that way. Each country has to find the most appropriate way to confront these problems without losing her identity. The transfer of HR practices and policies should be done with extra caution from one country to another, considering the socio-political, cultural institutional and economical factors (Kamoche, 2001). After all, this is
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a field that needs further research and these differences are what make each of these countries unique in their use of HR practice.

THE CULTURAL NATURE OF GLOBAL HRM

1. Cultural differences between nations can influence the effectiveness of HRM policies & practices 2. HRM must be congruent with the cultural orientation of the workers 3. HEFSTEDE says culture vary in five dimensions: Individualism versus collectivism Power distance A voidance of uncertainty Masculinity Long-term versus short-term orientation

Variables that Moderate differences between domestic and international HRM

The diagram below illustrates the variables that moderate differences between domestic and international Human Resource Management (HRM).
the cultural environment

extent of reliance of multinational on its home country or domentic market

domestic & international activities of the HRM function

the industry in which the multinational is primarily involved

complexity involved in operating in diffferent countries & employing different national catogries of employess

Attitudes of senior management

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MAIN CHALLENGES TO IHRM

High failure rates of expatriation and repatriation Deployment getting the right mix ofskills in the organization regardless of geographic allocation Knowledge and innovation dissemination managing critical knowledge and speed of information flow Talent identification and development identify capable people who are able to function effectively Barriers to women in IHRM International ethics Language (e.g. spoken, written, body) Different labour laws Different political climate Different stage(s) of technological advancement Different values and attitudes e.g. time, achievement, risk taking Roles of religion e.g. sacred objects, prayer, taboos, holidays, etc Educational level attained Social organizations e.g. social institutions, authority structures, interest groups, status systems

FACTORS THAT INFLUENCE THE GLOBAL WORK ENVIRONMENT

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TRENDS
-Integration of the worlds economies and business globalisation continues unabated -International trade is growing more rapidly than world output -Foreign direct investment(FDI) flows are increasing -The number of cross-border, inter firm agreements has risen dramatically -Social, economic and political developments throughout the world changed the way global business is conducted -the external environment greatly influences HRM activities -Each country has its own: 1. 2. 3. 4. 5. Laws Business customs Workforce characteristics Political climate The most difficult challenge to overcome is the people challenge

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Issues in IHRM
1. 2. 3. 4. 5. Managing international assignments Employee and family adjustment Selecting the right person for foreign assignment Culture, communication and gauge Language and communication

Other international issues to be addressed by HR

1. 2. 3. 4. 5. 6. Clarifying taxation issues Coordinating foreign currencies, exchange rates Compensation plans Working directly with the families of employees Different HR systems with different geographic locations More complex external constituencies, foreign governments, political & religious groups 7. Heightened exposure to risks such as health, terrorism, legal issues, human & financial consequences of mistakes 8. More involvement in employees personal life, facility etc.

BARRIERS TO EFFECTIVE GLOBAL HRM

1. Variations 2. Perception of HR 3. Attitude and actions of headquarters towards HR 4. Resistance to change 5. Cultural differences in learning and teaching styles ISSUES IN INTERNATIONAL (GLOBAL) HRM International human resource management involves a number of issues not present when the activities of the firm or organization are confined to onecountry. The issues in global HRM include: The variety of international organizational models that exist The extent to which HRM policy and practice should vary in different countries. (This is also known as the issue of Convergence and Divergence). The problem of managing people in different cultures and environments.

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CHAPTER-5 DATA ANALYSIS

IMPLEMENTING CASES
Training & Development Practices Used By Different Companies
Training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are oftenconsidered to be synonymous. However, to practitioners, they encompass three separate, although interrelated activities. Training: - This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: - This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: -This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

Training and development in a recession

in the midst of downsizing, layoffs, and stimulus packages the training industry needs a reminder of just how crucial the right kind of training is necessary to survive the current downturned economy. thecanadian management centre will host a free webcast titled training and development in a recession: what smart organizations do to survive in challenging times. 12:00pm to 1:00pm. The free webcast, promising prescriptive wisdom and proactive actions, will focus on: Results of AMA and Ken Blanchard Company research on the effects of downsizing and the impact of training upon organization performance non-negotiable skills/competencies that are critical to organization survival

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Key insights into successfully managing through difficult change.Justifications for increased spending on training in lean times though this is free, registration are required.

Why employee training is key during a recession During a recession, many companies focus on the necessary elements for survival: limiting expenditure, maximising profit, rationalising staffing. What many companies overlook is the skills level of their employees and how these can be improved to facilitate the survival strategy. Employee training is a key part of any business, and maintaining this during a recession need not increase expenditure in a difficult economic climate. However, most realise that this is a false economy, and that it increases expenditure by having to replace equipment or stock more often. Maintaining a quality product or service requires well-trained staff. Training does not always have to cost money. Taking a rational look at your business and identifying those employees who have a lot of knowledge and experience is the first step to efficient in-house staff training. Those employees are the ones who you need to have pass o on their skills and knowledge to the rest of your workforce. This approach has 2 main benefits. First, employees feel valued, encouraged and more loyal to the company, making them less likely to seek employment elsewhere. This is important in small businesses where specialisedstaff take longer to recruit and are more difficult to retain. Second, it creates a multi-skilled workforce, who are able to cover for other employees sickness or holidays, without the company needing to contract agency staff or lose production time. Consolidating the employees skills during a recession means that your company can hit the ground running when the economy begins to recover. Your staff will be up-to-date with the latest technology, and the company can easily step up a gear to steal a march on the competition. By improving employees skills during a recession, you may also be able to make overall savings. Natural wastage of employees can be absorbed if technology exists for systems to be streamlined. You may not need to recruit a new staff member if an existing employee can take on the work load by using new technology or software. During a recession, many employees feel that their employers do not care about the workers, only the falling profit margins. Encouraging and facilitating training is a good way of boosting low moral amongst your staff. Carry out a skills audit and identify which areas could be improved. Contact your local adult education centre and investigate how they can work in partnership with you to offer a tailored training plan for your company. If business is slow, having staff out of the office on training sessions may be more cost effective than having to lay some off temporarily. There are many reasons why employee training should not be sacrificed during a recession. Training is about building your skills base, and carrying your company out of the recession ahead of the rest.
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CASE . 1: TATA STEEL

Training and development strategies followed by TATA STEEL Before recession: Tata steel believes in development of skill & knowledge of their employees through giving proper training. For filling the gap of knowledge which was required during the job company had provided training. For this they had invested greatly in education, training (both on and off the job) and development. The Tata Steel Group had continued to invest in and improve its managerial and technical capabilities through the internal development of its own employees across Europe, India and South East Asia. Its climate contributes to enhance the knowledge, skills and capabilities of its employees is an integral part of the training process. Their training and education programme was designed keeping career progression and employee performance into consideration.

During recession: The worker of Tata Steel is very lucky that they are doing job in such a good organization where they are taking training in such a critical time. As we all know that Tata Steel believes in developing their employees according to day-to-day development in corporate world. Recession is the bad time for each and every organization. But on that time also Tata Steel had provided training to their employees. The training was provided on the field due to saving of time and money. If they provide training in the class room there product was stop and they have to pay to their employees without producing any product which is not possible at that time.

After recession: At this time when recession period is gone now Tata Steel is going to signed a memorandum of understanding with the Jharkhand government for a second industrial training centre at Tamar, 60 km near Ranchi. Tata Steel will be responsible for providing necessary machines, equipment and manpower to run the centre.

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Comparison of training and development strategies followed by Tata Steel before recession, during recession, & after recession: Firstly they followed both on the job as well as off the job training to their employees to develop their skill and knowledge of their work. They want to keep their employees up to date. During recession time they followed on the job training to prevent the extra expenses because their strategy is provide off the job training with payment and at the time of recession they dont want to do more expenses. After recession is over and they overcome from the problem of recession they decided to establish new training centre for providing knowledge to their employees.

CASE . 2: ITC

Focus On Training During A Recession To Stay Competitive

The current economic climate has most executives and managers on edge. With wild stock market fluctuations on an almost daily basis, keeping most companies from panicking is difficult. When half of your value seems to disappear with the drop of the Dow, the kneejerk reaction is to begin cutting costs within the organization. Slashed training budgets are a common casualty of tough economic times, but organizations that teach and implement lean principles view training as a key function that should not be reduced. During a recession, training is a valuable tool for reinforcing a companys culture, generating cost savings, and preparing for economic upturns. Generally speaking, recessions, periods of reduced economic activity, automatically set off alarm bells. However, post-World War II, the average length of a recession is only 11 months. In the big picture, this means that recessions are relatively short-lived events. When you look at the long-term strategy and mission of your organization, a recession will only reflect a small piece of your companys overall history. Companies with foresight and planning use this time of reduced activity to refocus on their initiatives, including training. Rather than seek short-term gains by reducing the organizations training budget, they recognize that training is what enables them to develop and retain their employees, hone skills, refine processes, and continually improve. By sharing information and investing in employees through training, companies with
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continuous improvement philosophies keep their employees focused on the organizations long-term goals while getting people the tools to make small improvements on individual levels.

Training programs shown the door during recession

The training industry is facing some serious challenges this year, with the shrinking corporate training market topping the list. In 2009, training marketers face the greatest decline in corporate training spending in more than a decade. Here are some of the latest statistics from Workforce Management: Average training expenditures per employee fell 11 percent in the past year, from $1,202 per learner in 2007 to $1,075 per learner in 2008, according to a report issued Friday, January 23, by research firm Bersin& Associates. Bersin said its figures include training budgets and payroll. Bersin also said the U.S. corporate training market shrank from $58.5 billion in 2007 to $56.2 billion in 2008, the greatest decline in more than 10 years. Another study released in November confirmed the old theory that training is one of the first victims when budget cuts strike. Almost half of corporate and government training professionals surveyed said their training budgets will decrease in 2009. As they watch their budgets shrink, HR and corporate training professionals are looking for low-cost training options that can still get the job done without an expensive price tag. The downturn is bringing new life to e-learning, where companies feel theyre getting the most bang for their buck. Its easy to deliver and generally less expensive than traditional classroom training methods. Learning experts are also watching a growing trend toward informal learning methods in which employees depend on managers and coworkers for training and on-the-job education. The trend includes using webinars, mentoring programs and brown-bag lunches to develop a strong learning culture and motivate employees. While the recession is dropping a long list of challenges in our laps, it is up to us to decide how to attack each one. The face of corporate training is changing well have to adapt right along with it. CASE . 3 HCL

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Induction training is an important component of the training life cycle. Induction Training for new hires is vital to ensure that they settle in well in the organization. Our aim is to ascertain that new hires understand our organizations mission, goals, values and philosophy; and importantly their job role as expected in a professional environment. This training aims to establish a clear foundation and set expectations around work ethics, integrity and responsibility. With this in mind, we have customized our training to suit different levels i.e. Entry Level hires and Lateral hires. Entry Level Training At HCL, all Campus Hires undergo a foundation technical training which covers business aligned software engineering and programming concepts, followed by one of the many technical tracks. The training delivered is in accordance with the syllabus developed in consultation with business leaders and subject matter experts (SMEs). The Assessment Framework consists of tests administered right at various stages, a Final Test and a project. The Entry-level Training program for fresh graduates from the campuses consists of a Foundation module and six standard Technical Tracks (CC++, Java, Dot Net, Oracle,Networking, and Testing). At the end of the classroom-training program, the fresh graduates work on a project. The project is a training module designed for entry-level trainees to apply the technology learnings they have acquired during the trainer -led classroom-training program.
By applying a blend of technology and process, we ensure that trainees assigned to projects have a basic understanding of software engineering processes and tools (such as Bugzilla and Subversion) in addition to the technology skills they have been trained in. Along with technical skills, all campus recruits attend a Professional Skills Program, which prepares them to interface and engage with colleagues and customers across the globe. On the successful completion of the training program, the trainees are assigned to Delivery units for further LOB specific domain trainings and on the job training. Lateral Hires Training The Induction program typically extends for 1 2 weeks for lateral hires and the focus is essentially on getting you immersed into the HCL culture / philosophy and engagements. The engagement specific induction might extend from a few days to a few weeks depending on the nature of the engagement. Lateral hires are trained through various means such as online training, collaborative learning, certification programs, instructor-led and on-demand training.

Learning @ HCL Learning is the most sustainable source of competitive advantage in our industry, today. As the war for talent continues, leveraging and optimizing learning for stronger performance is critical. In this 40

knowledge based economy, creating a learning environment helps address talent shortfall, generate ideas and ultimately leads to building an engaged workforce resulting in higher productivity and retention. We recognize that grooming an employee into a globally competitive leader requires an extensive and nurturing ecosystem. Behavioural Learning and Development

HCL has identified roles at different employee levels and associated competencies desired to fulfill the demands of those roles. Several developmental initiatives are available to the employees across the organization to build or enhance role critical competencies through Professional Development, Leadership Development or Sales Learning programs. A unique learning road map approach allows employees and their reporting managers to identify needs and the training path they need to work on. These courses are available in classroom, webinar and e-learning format in partnership with top global virtual learning organization to allow for greater reach and ease of access.

CASE. 4

Infosys Technologies (INFY)

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Training and Development

The training, continuing education and career development programs are designed to ensure our technology professionals enhance their skill-sets in alignment with their respective roles. Most new student hires complete approximately 14 weeks of integrated on-the-job training prior to becoming billable to our clients. They continually provide their technology professionals with challenging assignments and exposure to new skills, technologies and global opportunities. They have instituted an appraisal program that incorporates a 360-degree feedback system recognizing high performers and providing constructive feedback and coaching to under-performers. Leadership development is a core part of the infosys training program. They established the Infosys Leadership Institute on a 314 acre campus in Mysore, India to enhance leadership skills that are required to manage the complexities of the rapidly changing marketplace and to further instill their culture through leadership training. They have also completed an employee training facility in Mysore, India which is able to house 4,500 trainees at any one time and is able to provide training facilities for approximately 12,000 employees annually. They provide a challenging, entrepreneurial and empowering work environment that rewards dedication and a strong work ethic. CASE. 5 NESTLE

Introduction

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Nestl is today the worlds leading food company, with a 135 -year history and operations in virtually every country in the world. Nestls principal assets are not office buildings, factories, or even brands. Rather, it is the fact that they are a global organization comprised of many nationalities, religions, and ethnic backgrounds all working together in one single unifying corporate culture. Culture at Nestl and Human Resources Policy Nestl culture unifies people on all continents. The most important parts of Nestls business strategy and culture are the development of human capacity in each country where they operate. Learning is an integral part of Nestls culture. This is firmly stated in The Nestl Human Resources Policy, a totally new policy that encompasses the guidelines that constitute a sound basis for efficient and effective human resource management. People development is the driving force of the policy, which includes clear principles on non-discrimination, the right of collective bargaining as well as the strict prohibition of any form of harassment. The policy deals with recruitment, remuneration and training and development and emphasizes individual responsibility, strong leadership and a commitment to life-long learning as required characteristics for Nestl managers. Training Programs at Nestl The willingness to learn is therefore an essential condition to be employed by Nestl. First and foremost, training is done on-the-job. Guiding and coaching is part of the responsibility of each manager and is crucial to make each one progress in his/her position. Formal training programs are generally purpose-oriented and designed to improve relevant skills and competencies. Therefore they are proposed in the framework of individual development programs and not as a reward. Literacy Training Most of Nestls people development programs assume a good basic education on the pa rt of employees. However, in a number of countries, we have decided to offer employees the opportunity to upgrade their essential literacy skills. A number of Nestl companies have therefore set up special programs for those who, for one reason or another, missed a large part of their elementary schooling. These programs are especially important as they introduce increasingly sophisticated production techniques into each country where they operate. As the level of technology in Nestl factories has steadily risen, the need for training has increased at all levels. Much of this is on-the-job training to develop the specific skills to operate more advanced equipment. But its not only new technical abilities that are required. Its sometimes new working practices. For example, more flexibility and more independence among work teams are sometimes needed if equipment is to operate at maximum efficiency. Sometimes we have debates in class and we are afraid to stand up. But our facilitators tell us to stand up

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because one day we might be in the parliament! (Maria Modiba, Production line worker, Babelegi factory, Nestl South Africa). Local Training Two-thirds of all Nestl employees work in factories, most of which organize continuous training to meet their specific needs. In addition, a number of Nestl operating companies run their own residential training centers. The result is that local training is the largest component of Nestls people development activities worldwide and a substantial majority of the companys 240000 employees receive training every year. Ensuring appropriate and continuous training is an official part of every managers responsibilities and, in many cases; the manager is personally involved in the teaching. For this reason, part of the training structure in every company is focused on developing managers own coaching skills. Additional courses are held outside the factory when required, generally in connection with the operation of new technology. The variety of programs is very extensive. They start with continuation training for exapprentices who have the potential to become supervisors or section leaders, and continue through several levels of technical, electrical and maintenance engineering as well as IT management. The degree to which factories develop home-grown specialists varies considerably, reflecting the availability of trained people on the job market in each country. On-the-job training is also a key element of career development in commercial and administrative positions. Here too, most courses are delivered in-house by Nestl trainers but, as the level rises, collaboration with external institutes increases. As part of the Young Managers Training Program I was sent to a different part of the country and began by selling small portions of our Maggi bouillon cubes to the street stalls, the sari sari stores, in my country. Even though most of my main key accounts are now supermarkets, this early exposure were an invaluable learning experience and will help me all my life. (Diane Jennifer Zabala, Key Account Specialist, Sales, Nestle Philippines). Through its education and training program, Nestl manifests its belief that people are the most important asset. In my case, I was fortunate to participate in Nestls Young Managers Program at the start of my Nestl career, in 1967. This foundation has sustained me all these years up to my present position of CEO of one of the top 12 Nestl companies in the world. (Juan Santos, CEO, Nestl Philippines) CASE. 6 WIPRO

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A Daily Pursuit of Excellence Why would I want to be anywhere else? People, Practice and Processes are the three cornerstones of our pursuit of excellence at Wipro. We keenly promote an open culture, encouraging feedback, and we respond actively to transform it into action. We believe that excellence is not a destination but a journey of continuous improvement. Understanding that in a competitive world we can neither afford to be complacent nor rest on past laurels, we at Wipro listen frequently to what our Wiproites have to say. Through formal surveys as well as informal discussion, we listen to feedback and suggestion. Based on the responses of some these, we culled out the core 'Strengths of Wipro', the key factors that make Wiproites talk with pride about Wipro as an employer, reasons that make them stay in Wipro and strive for excellence. Development and Training We at Wipro believe in individual growth and overall development. Potential is recognized and opportunities for further learning are provided. Our training programs are on par with elite universities and every year a large number of fresh graduates are galvanized into thorough professionals in their chosen fields. Wipro Academy of Software Excellence (WASE), the first of its kind in India, is aimed at preparing some of the best Bachelor of Science students for the applications programming environment. The course equips fresh graduates with necessary skills to work in applications in a growing software company, instilling the need for a quality process. Wipro Infotech Master of Science (WIMS), another unique model of employment offered by Wipro, aims at preparing fresh BCA and B.Sc graduates for IT infrastructure Management services. It is an effort where training in Information Technology/System Engineering is offered to the students with practical exposure to the Infrastructure Management Service industry.

CASE. 7 DELL

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Dell Learning was established to meet Dell`s needs pertaining to human resources. Although training had always been an integral part of Dell, in 1995, it realized the need for greater emphasis on ensuring the employees were sufficiently skilled to keep up with the firm`s hyper growth. Dell Learning, following the expansion in 1995, was also assigned a series of objectives:

Bringing learning in line with Dell`s key business Making learning directly and openly available Creating a clarity around competencies required to maintain Dells hyper growth Providing consistency through a global curriculum

Naturally, as a response to hyper growth, Dell had to structure three fourths of its training program to target new employees, products and basic job skills. A centralized corporate team was established for training development and administration. Training managers were appointed to:

Develop business based educational plans Hold business leaders responsible for execution of plan Ensure that sufficient resources exist to execute the plan Report on the plans impact

In addition to providing strategic direction, the corporate team includes fulfillment teams that serve Dells different businesses on demand. One team produces learning tools for training sales and technical audiences on Dells products and services. Another, Education Services, manages classrooms, registration, scheduling, tracking, and other logistics. A third group consists of highly experienced instructional designers who oversee development projects requested by the businesses. Essentially, the training organization operates as a federation. There are three parts: Corporate Training, Regional (HR) Training, and Regional (Non-HR) Training, held together by the senior management team and a series of Dell Learning councils. The corporate group comprises six major elements: 1) Corporate and Regional Operations global education planning, financial
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management and reporting, and process and infrastructure. 2) Dell Learning Services instructional design services and consulting. 3) Dell Learning Technology Services enables rapid distribution of new learning technologies. 4) Education Services handles event management, vendor management, registration, facilities, and a wide range of administrative services. 5) The New Product Training Group provides core training materials for sales and technological support. 6) The Program Management Office develops strategies and aligns them with global curricula to support strategic initiatives. The specific areas of focus shift from year to year based on business needs. The Corporate Group reports to Human Resources, a few groups, do however, report to marketing or customer service organizations even though they still take part in management meetings, operations reviews, and global strategy sessions. This organizational structure is, in part, a response to Dells hyper growth status. The companys training charter was revised around the time Dell University was reassessed and thereby renamed Dell Learning to include:

Education should be business-issue based Education should be as cost-effective and time-effective as possible Business managers should be in charge of managing their own training investments Education must be flexible and able to scale All training should be competency based All learning should be just enough, just-in-time Learners should be in control Learning solutions have limited shelf life and should be treated accordingly Learning occurs everywhere, so our obligation is to leverage it across the organization The education function must create access to the intellectual capital of Dell

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CASE. 8 MCDONALDS

TRAINING AND DEVELOPMENT Growing our most valuable resource The average McDonald's Restaurant Manager spends more than 2,000 hours over four years in training of one kind or another thats about the same amount of time that a typical four-year university student spends in the classroom. McDonald's is dedicated to professional training and development, both on-the-job and in the classroom. With our very own Hamburger Universities in Australia and the USA and a new University Accredited Programme in Singapore, the training you get is guaranteed to be top-notch. Management Development Programme Promising recruits enter the McDonald's system as Restaurant Management Trainees and typically spend three to six months learning the basics of restaurant operations. Once they master the workings of key positions in the restaurant, the four-step accredited Management Development Programme is officially underway. Under this programme, management recruits are given increasing levels of management responsibility and training in preparation for a series of successive promotions. Each level of learning involves an extensive training sequence conducted both in the classroom and on-the-job. Getting promoted to Restaurant Manager is an important milestone for everyone in the McDonald's Management Development Programme, but it is only one of many that is yet to come. There is always more room to grow how far depends on the individual's goal. CASE. 9 IBM

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Training is an integral part of life at IBM. It equips our employees with newer sets of skills and makes them more productive. It also reflects our core belief in a workforce that's primed to face fresh challenges every day!When working at IBM they feel responsible for the further growth of a Human Resource, after their studies. They think that throughout training the employees achieve career growth at IBM in a serious way, but also in a way it makes the employee have fun at the job.

Employee training
IBM has a couple of different employee training programs. These programs are offered in different stages of the career of an employee. First of all they offer a guide training for new employees. Secondly they offer internal trainings in different specific fields and on different levels. Besides these internal trainings they also offer external trainings. Last but not least IBM offers thousands of e-learning modules. These different forms of training will be shortly discussed now. Guide training for new Employees (start of the career at IBM) To gain an early start at career success at IBM you begin as a new employee with the so called Your IBM program. This program is new-hire training program to learn how IBM works as a company. Therefore a new employee gets to know how to maximize his contribution to IBM, and how to successfully navigate and work within IBM. Besides these advantages a new employee also gets to connect very good with his colleagues and have fun in his job, from the very first start of the career. Internal trainings in different specific fields and on different levels The different internal trainings at IBM consists of three major training programs. In these main programs employees can choose a lot of specific minor programs for their specific fields. The three main programs are the Individual Development Plan, the Management Training and the Technical Training. Individual Development Plan First of all IBM believes that the best way for the career path is to let it be as individual as possible for every employee. Therefore they implemented an Individual Development Plan as a training. CASE. 10 SONY
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Training and development In Sony The development and vitality of its employees drive Sony's dynamic growthSony recognizes its people as its most important management asset and the growth of its people as a crucial aspect of its management foundation. Sony strives to further enhance motivation and encourage personal growth for its employees through on-the-job learning, as well as through access to a variety of programs designed to enhance individual abilities and skills and tailored to local needs. Sony strives to further enhance motivation and encourage growth through on the job learning and as well as to access to a variety of programs tailored to different regional needs , management skills , improvement training and training aimed at enhancing the ability and skill of individual employee. Sony has established human resource department in its head office to promote cross business initiatives, department is charged with planning developing training programs. Sony recognizes the importance of evaluating talented employees with leadership potential as well as international outlook and appreciation for diverse culture and working environment . In 2008 Sony appointed 13 global talent directors from among its regional human resources. It has also organized various training programs for employees of all level from new graduate to senior executive. it offer more than 300 training programs , it also enhance these training programs by inviting the outside expert in various fields. Effect of Recession The year 2007 had very much effect on the company and to get to the best level of the adopted to the environment, so the company had changed the policies and the company had changed the techniques such as the off the job training and many of the other techniques which had very much effect on the company budget and such the company has also changed the duration time from 1 year and it was set to 2-3 months short the senior employees.

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CHAPTER-6

FINDINGS AND CONCLUSIONS

Unless the world sees a colossal wave of national isolation & re-introduction of trade tariff & barriers, there are likely to remain a number of continuities in the strategic management and IHRM. A major challenge for HR practitioners working in local or global contexts is to raise the professionalism of IHRM so that it can fulfil a more responsible contribution to organisations & society & consequently occupy and maintain higher status within the ranks of managers & executives. IHRM is intrinsically international & multi-cultural, contributing to making culture a frequent component of issues IHR managers deal within their work. Three views that are an analytical tool to better investigate, & then to understand more comprehensively, situations that are influenced by cultures, or that employ culture as an argument in the persuit of certain goals. IHRM is complex & multi- faceted & brings together a variety of approaches & factors. One of the future challenges for IHRM researchers is to synthesise national & comparative studies in developed economies & develop & clarify the field of IHRM. MNCs are competing not only on the global level, but also on a regional or local level. Local conditions relevant to HRM practices vary greatly. MNCs usually find themselves having different HRM practices across localities. In order to obtain consistency across all subsidiaries, some MNCs may develop common corporate values that guide the development of local HR policies while leaving the detailed plans to be designed by local branches or offices. This practice requires MNCs to have a good understanding of the issues in the global context & in turn, requires an understanding of their local environments.IHRM research should move beyond exploring practices & approaches that are exclusively organisation- bound, to examine the socio-cultural contexts, varieties of business systems & political & economic environments in which the global workforce is managed.As scholars seek to understand better the role of women managers & leaders in the 21st century, it will be important to go beyond the 20th century models based on the personal & professional lifestyles of men. Equally, itll be important to go beyond models based primarily on the experiences of MNCs headquartered in traditionally prosperous countries.
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CHAPTER-7

SUGGESTIONS
1. We need to understand better the experience of women from economically developing & transitional economies who seek international careers. 2. We need to understand global business & HR strategies of companies headquartered outside of North America, Europe & Japan. As our global understanding increases, it will become easier to provide nuanced description of womens managerial contexts &experience are similar worldwide. 3. As well as given the competitive intensity of the global economy, we should strive to learn more about the complementary & synergistic possibilities inherent to women & men working together. 4. One reason & challenge- is that research in this complex area needs to be interdisciplinary or broad in its disciplinary orientation- linking strategic, cross cultural &HRM perspectives. Each of the perspective has something to contribute, but none can contribute significantly independently of the others. 5. IHRM research should move beyond exploring practices & approaches that are exclusively organisation-bound, to examine the socio-cultural contexts, varieties of business systems & political & economic environments in which the global workforce is managed. 6. The key challenges for MNCs will be a link to international assignments more directly to their organisational career paths in order to be able to capitalise upon the experiences & skills that assignees develop during their transfers in the long run. Changes in the way careers are perceived among the younger generations suggest that individuals are less willing to focus their professional lives on a single employer. Companies therefore have a lot to lose if they dont manage international assignments well. 7. It is evident that many international organisations provide intensive cross-cultural training for expatriates which is focused upon cross-cultural learning & adjustment. Some international organisations neglect this training perhaps due to the untested premise that managerial effectiveness is cross-culturally transferable almost regardless of training but the training should not be neglected or avoided.

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CHAPTER-8

BIBLIOGRAPHY

INTERNATIONAL HUMAN RESOURCE MANAGEMENT www.scribd.com Comparing HR practices and policies in Greece and the UK www.ukessays.com Aims and objectives of human resource management wiki.answers.com Issues and Challenges in IHRM www.scribd.com Anne-WilHarzing& Ashley H. Pinnington; 2011 International human resource management; Sage publications India pvt. Ltd.; Third edition VSP Rao; 2011 Human Resource Management text and cases; Excel books; 3 rd Edition Free advantages and disadvantages of International Human Resource Management Practices essays, papers and book reports www.mightystudents.com Sony Global - Training & Development www.sony.net training and development at infosys - Google Searchwww.google.co.in Training & Development at McDonaldswww.maccazine.com.au training and development at infosys - Google Searchwww.google.co.in wipro - Google Search www.google.co.in DELL - Google Search www.google.co.in

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