Академический Документы
Профессиональный Документы
Культура Документы
Resource Management
CD30006.indb 1
21/12/2011 13:32
CD30006.indb 2
21/12/2011 13:32
Contents
Introductionvi
The authors
xiv
Referencesxv
Further reading
xix
Section 1: Setting the strategic context: structure, roles and
culture1
Section 1.1: Making the link between global strategy and an international HR
framework 3
Tool 1 Some contextual theory for adding support to strategic
business cases around internationalisation
3
Tool 2 PESTLE analysis worldwide
12
Tool 3 PESTLE analysis examples of country-specific analyses
19
Tool 4 Linking global variables to roles for international HR
professionals34
Tool 5 Linking roles to the required competencies for HR
professionals40
Section 1.2: International HR structures and capabilities
47
Tool 6 How international is your HR function?
47
Tool 7 International HR policies and practices: to centralise or
decentralise?56
Tool 8 Structure and locations for HR teams
64
Section 1.3: International employee relations
69
Tool 9 Gathering the necessary information for managing
international employee relations
71
Section 1.4: Global HR data provision and international e-HR systems
78
Tool 10 What data is required for managing HR on a more
international basis?
79
Tool 11 How can transactional e-HR be best enabled on an
international basis?
85
Section 1.5: Dealing with cultural differences internationally
91
Tool 12 Framing the cultural dimensions of IHRM
92
Tool 13 Culture quiz
102
Tool 14 Taking account of different business norms and protocols 111
iii
CD30006.indb 3
21/12/2011 13:32
Contents
225
226
226
228
231
241
247
257
261
262
274
iv
CD30006.indb 4
21/12/2011 13:32
Contents
CD30006.indb 5
21/12/2011 13:32
Introduction
Introduction
This is the first international HRM (IHRM) toolkit published by the CIPD. This toolkit
focuses on the core aspects of HRM we consider essential for all international
practitioners.
We start by exploring the strategic context in Section 1. We look at structure roles
and culture. In Section 2 we consider international talent management and provide
an array of tools to both drive strategy and overcome the challenges of talent
management on a global basis. Section 3 covers tools and techniques for rewarding
an international workforce. Section 4 continues with the theme of talent management
but here we focus on international talent development. Finally, in Section 5, we cover
the management of special situations including tackling crises and managing a variety of
risky situations.
Picture this scenario:
You are a senior HR business partner in an organisation based in the UK. It has
just completed acquiring companies in Asia and the USA. You have been informed
you are to be promoted to the newly established position of Group HR Director.
Your initial reaction is one of excitement, but also concern that, although you are
studying for the CIPDs IHRM qualifications, you have had no practical experience
in dealing with IHRM issues. Furthermore, you have travelled abroad extensively
but have never visited the countries where the new subsidiaries are based. You
need to learn fast, but do not know where to start. You know you do not have
time to read much and need to get going quickly in a more practical way so as to
establish your priorities and plans for moving forward. You need some ideas and a
few quick wins to get things moving.
This Toolkit is targeted at people who, like the HR manager above, are currently in
HR roles in their own country and moving or contemplating a move into more of an
international role. It is also useful for those already in an IHRM role, as it will help them
increase their capability and range of tools and techniques to use in an international
setting. Finally, it will be useful for HR consultants working in this area. It doesnt seek to
replace existing textbooks or the CIPDs course on Introduction to International HRM,
but rather, it complements these through providing a whole range of practical, downto-earth tools and techniques. Not only will it assist international HR professionals to
vi
CD30006.indb 6
21/12/2011 13:32
Since IHRM is so complex and vast a subject, this Toolkit could easily run to thousands
of pages. Also, since this is a Toolkit, rather than a textbook, we have tried to use a
variety of different tools, to appeal to different types of audiences and participants.
We could have used many more examples and cases studies, but are conscious that
these can date quickly. So we have restricted ourselves to those examples which illustrate best practice and help you to construct the most relevant, practical and useful
policies and practices. In many cases, we refer you to other sources of information for
greater in-depth reading if you need to gather more data and examples of what best
practice organisations are doing.
Introduction
do their jobs well, it will ultimately help them to provide greater impact on the business
than they might otherwise.
Finally, in order for you to understand the background to our conclusions or recommended tools we have included some of the IHRM theory. Not all readers will warm
to the theoretical data but it is there to help explain the rationale for some tools. The
tools do, however, stand alone and can be used without a need to refer to the theory.
In some cases there are multiple theories but we have selected one or two examples
which we feel best help to support particular ways of doing things.
CD30006.indb 7
21/12/2011 13:32
Introduction
Any of these models makes it more likely that an HR professional is going to have to
consider how he or she can best provide policies, practices and services to a diverse
set of employees located in potentially very different locations and operating environments. What works well in the home country may be a disaster in another for all
kinds of reasons, as will be outlined later on. Without a deep knowledge of what is
appropriate in one environment versus another, it is easy to make some fundamental
errors of judgement and poor decisions around people management.
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.
viii
CD30006.indb 8
21/12/2011 13:32
Explanation
Examples
International organisations
Introduction
Type
ix
CD30006.indb 9
21/12/2011 13:32
Introduction
Type
Explanation
Examples
Multinational corporations
(MNCs) or enterprises
(MNEs)
An organisation which
operates in multiple countries
and which derives at least
25% of its income from
countries overseas. Normally
the company or organisation
has a home nation and has
developed business overseas
as it has grown, becoming
more dependent on income
from overseas companies.
MNCs and MNEs do not all look the same and they are often very different in terms
of their underpinning strategy. They have a choice about whether they will operate
as a global entity, which normally means that business strategy and policies are determined globally and are integrated across the worldwide organisation. Alternatively
they could adopt a multi-domestic strategy which allows greater autonomy to
respond to local needs or culture. These are based on Porters original definitions
of different types of organisations (see Tool 6 for more detail about these). Finally, a
third kind of organisation is that of a transnational organisation. This is really a hybrid
of Porters two types, comprising a set of independent organisations, operating
independently but bound together by a common ideology and/or cross-promotion
and subsidisation.
In this Toolkit we will look at both international organisations and MNCs as defined
above. Case studies have been taken from the World Bank and international organisations as defined by the OECD. There are also examples of MNCs and MNEs which
work to a global or multi-domestic strategy.
Identify which type is dominant in your organisation and use this definition as you
work through the tools, so that you can choose those tools which lend themselves
more directly to your own kind of organisation.
Regardless of the type of organisation, policies, practices and HR systems must
be compatible and effective across the world, and need to balance the needs,
wants and desires of all the various groups of employees, whilst remaining costeffective. Achieving the correct balance between having an integrated set of HR
policies and practices while remaining sufficiently flexible to allow for differences
x
CD30006.indb 10
21/12/2011 13:32
Initial scenario
To get started, lets paint a scenario that allows for an initial introduction to the topic
of IHRM. This can be used as a case study if you want to develop some initial thinking
in a team about what IHRM might entail. It will be used later (Tool 18) in more depth
as a case study in how to handle expatriate recruitment and again (Tool 39) as an
example of planning around security issues.
Introduction
in diverse business and cultural settings, is a major challenge for the global HR
practitioner.
security
decided
country
and her
A few weeks before starting her new assignment, she travelled to the country
in question. Her first meeting was with the US ambassador (there was no UK
embassy in the country), who warned her that her forthcoming appointment
was already widely known about, and not just in a positive way. She was already
apparently on the radar of Al-Qaeda, which was known to be operating within
xi
CD30006.indb 11
21/12/2011 13:32
Introduction
the country. Whats more, her place of residence was right next to the TV station,
which had been taken over recently during a coup dtat.
To make matters worse, on meeting with the newly appointed oil minister, he
announced that the formula for the royalties split was being amended, so that
her organisation would receive less than what had been agreed upon initially, so it
seemed she would face a tough challenge in dealing with the government.
The employee met with a couple of locally recruited staff to get acquainted with
them in advance of her assignment. The employees turned out to be contractors,
and all appeared to be relatives of government ministers, their appointments
ratified by the government. None spoke English and no one had any expertise in
the oil industry.
Finally, the employee discovered that there were no schools which provided
schooling in English or even French. Arabic was the national language. With small
children, she had assumed there would be plenty of English-speaking nannies and
teachers. As for her husband, who had planned to take leave of absence from
his job, it transpired that the government was not granting entry visas for anyone
other than direct employees working for organisations that had contracted with
the government.
What was the employee to do?
What should the employee have done differently? What should HR have done?
What policies, steps, and practices should it have had in place to inform, educate
and assist the employee before accepting the position? In your view, was this right
kind of appointment for her? If not, why not? If yes, what kind of ongoing support
and practices could the parent organisation have put in place to assist the employee
and make the assignment a success?
xii
CD30006.indb 12
21/12/2011 13:32
1 Consider your organisations career development policies. What are the gaps
when it comes to incorporating international assignments? (Section 3)
2 What kinds of data, information and briefing systems are available for such
assignments? How best could they be delivered and by whom? (Sections 1 and 5)
3 Think about your organisations family and diversity policies. How relevant are they
for those employees located abroad? Do they need to be adapted? (Section 2)
4 Do you have a mentoring programme in place that could be used to good effect in
this situation? (Section 2)
5 How is knowledge management handled? How can the lessons learned from this
(extremely difficult) assignment be used to inform others in similar situations?
(Section 1)
6 How can you best reward individuals for accepting international assignments?
(Section 3)
7 Does your organisation have a talent management policy? If so, does it extend
to recruitment of local staff? How is such recruitment carried out? What
development would have helped? (Sections 2 and 4)
8 How are your organisations ethics policies set up? How does it deal with issues
of corruption, nepotism with regard to employees, contractors and partners or
clients? (Section 5)
9 Does your organisation have any policies around security and crisis management?
What are the gaps? (Section 5)
10 Does your organisation have any policies on repatriation? (Section 4)
11 Does your organisation have any policies around dealing with different
stakeholders, including governments and local contacts? (Section 5)
Introduction
Each of these different areas will be covered in detail in the tools contained within the
five sections that follow.
Note
1 Technically speaking, one can differentiate global HRM from international HRM in
the following ways, as defined by Brewster et al (2004):
Global HRM: managing HR activities through the application of global rule sets.
International HRM: managing an international mobile workforce.
For this Toolkit, we are including both concepts to provide a more comprehensive
set of tools and ideas.
xiii
CD30006.indb 13
21/12/2011 13:32
the authors
The authors
Ann Rennie FCIPD, FRSA, MCIB, BSc (Hons)
Anns background lies in IHRM in senior line positions within the international organisation, banking and NGO sectors. She has extensive experience in implementing and
advising on international HR and change programmes, as well as in global capacitybuilding and talent management in both developed and developing countries, most
notably for international organisations, UN agencies and public sector organisations in
Asia.
She was most recently the Director for Human Resources Operations for the World
Bank, covering 160 countries, and based in Washington, DC. She also held a number
of non-executive director positions worldwide, including for the Department for
International Development, the Association for Human Resource Management in
International Organizations, The Princes Trust, Thamesmead Town, Reed Executive
and a large US-based credit union. Additionally, Ann held senior HR roles for NatWest
Bank and the International Monetary Fund.
Ann is a qualified leadership coach.
Rita McGee FCIPD
Rita McGee specialises in the strategic development of HR functions. Previously HR
Director of the Pepe Group, she has also worked for Kingfisher and BTR (currently
known as Invensys). She works as a consultant, trainer, facilitator and executive coach.
She has designed and delivered training in talent management to major international
organisations. She has consulted in the UK and internationally on the development of
business and HR strategy including talent management and succession planning.
She runs public courses for the CIPD as well as other organisations. She has worked in
Europe, Asia, the USA and Africa.
Rita is a Chartered Fellow of the CIPD.
www.rmgconsulting.com
xiv
CD30006.indb 14
21/12/2011 13:32
ABREU, J.L. and BADDI, M. (2006) Proposal for an Ethical Model for Resource
Management, Daena: International Journal of Good Conscience, Vol. 1, No. 1, 9a20a.
ANDERSON, J. (2000) Intuition in Managers: are intuitive managers more effective?
Journal of Managerial Psychology, Vol. 15, No. 1, 4663.
References
References
BOYACIGILLER, N. (1990) The role of expatriates in the management of interdependence, complexity and risk in multinational corporations, Journal of International
Business Studies, Vol. 21, No. 3, 357381.
CIPD (2005) Practical Tool: International organisations: assessing the effectiveness of their
HR function: http://www.cipd.co.uk/binaries/tool_04.pdf
CIPD (2005) Practical Tool: Mergers and Acquisitions: Preparing HRs contributions for
success: http://www.cipd.co.uk/hr-resources/practical-tools/mergers-acquisitions.aspx
CIPD (2006) Research Report: International Reward and Recognition: http://www.cipd.
co.uk/Bookstore/_catalogue/PayAndReward/1843981769.htm
CIPD (2006) Survey Report: Offshoring and the Role of HR: http://www.cipd.co.uk/
binaries/offshoringhr0106.pdf
CIPD (2008) Report: International Mergers and Acquisitions: How can HR play a
strategic role? Research into Practice: http://www.cipd.co.uk/Bookstore/_catalogue/
InternationalHR/9781843982135.htm
CIPD (2010) Factsheet and a related PESTLE analysis framework provided by RapidBI:
http://rapidbi.com/created/swot-pestle-template/
COLLINS, J. (2001) Good to Great: Why Some Companies Make the Leap... and Others
Dont. New York: HarperCollins.
DOWLING, P.J. (1999) Completing the Puzzle: Issues in the development of the field
of international human resource management. Management International Review, Vol.
15, No. 27.
xv
CD30006.indb 15
21/12/2011 13:32
References
CD30006.indb 16
21/12/2011 13:32
References
HARVEY, M. (1998) Dual Career Couple during International Relocation: The Trailing
Spouse, International Journal of Human Resource Management, Vol. 9, No. 2, pp 309320.
HILTROP, J.M. (1999) The use of HRM practices in international and domestic
organisations, New Zealand of Industrial Relations, Vol. 24, No. 1.
HOFSTEDE, G. (2001) Cultures Consequences, Comparing Values, Behaviours, Institutions,
and Organizations Across Nations, Thousand Oaks, CA: Sage Publications.
HOUSE, R.J., HANGES, P., JAVIDAN, M., DORFMAN, P.W., and GUPTA, V. (2004)
Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks,
CA: Sage Publications.
KEEGAN, W. (1982) Keegan Type Indicator Form B, London: Warren Keegan Associates
Press.
KONOPASKE, R., WERNER, S. and NEUPERT, K. (2002) Entry Mode Strategy and
Performance: The Role of FDI Staffing, Journal of Business Research. 55, 759770.
LEAMER, E. and LEVINSOHN, J. (1995) International Trade Theory: The evidence, in
G.M. GROSSMAN and K. ROGOFF (eds), Handbook of International Economics. edition
1, Vol. 3, chapter 26, pages 13391394, Elsevier.
MATTOCK, J. (ed) (2003) Cross-Cultural Communication. The Essential Guide to
International Business, London: Kogan Page.
OECD: Good Practice Guide on Internal Controls, Ethics and Compliance, February (2010)
PORTER, M.E. (1986) Competition in Global Industries: A Conceptual Framework, in
M. Porter (ed) Competition in Glohal Industries, Boston, MA: Harvard Business School
Press.
RIOUX, S., BERNTHAL, P. and WELLINS, R. (2006) The Globalisation of Human
Resource Practices, Pittsburgh, PA: Development Dimensions International.
xvii
CD30006.indb 17
21/12/2011 13:32
References
SLOMAN, M. (2007) The Changing World of the Trainer. Emerging Good Practice.
Oxford: Elsevier.
SMITH, P.B. and Best, D.L. (2009) Cross-Cultural Psychology. Sage Publications.
STERNBERG, R. (1997) Managerial Intelligence: Why IQ isnt enough, Journal of
Management, Vol. 23, No. 3, pp 475493.
STERNBERG, R. and LUBART, T. (1995) Defying the Crowd: Cultivating Creativity in a
Culture of Conformity, New York: Free Press.
SUUTARI, V. and BREWSTER, C. (2000) Making their own way. International
Experience through self-initiated foreign assignments, Journal of World Business, Vol. 35,
No. 4, pp 417436.
THE LEVIN INSTITUTE, STATE UNIVERSITY OF NEW YORK (2005) The Evolving
Global Talent Pool: Lessons from the BRICS Countries: http://www.levininstitute.org/pdf/
LevinBRICSFinal.pdf
TORNIKOSKI, C. (2010) Expatriates: Compensation information processing and
affective commitment: A psychological and total reward perspective, Cross Cultural
Management: An International Journal, Vol. 18, No. 2, pp 214235.
TROMPENAARS, F. and HAMPDEN-TURNER, C. (2001) 21 Leaders for the 21st
Century: How Innovative Leaders Manage in the Digital Age, New York: McGraw-Hill.
TROMPENAARS, F. and HAMPDEN-TURNER, C. (2009) Innovating in a Global Crisis,
Oxford: Innovative Ideas.
TUNG, R.L. (1984) Strategic management of human resource in the multinational
enterprise. HR Management, Vol. 23, No. 2.
UNITED NATIONS CONFERENCE ON TRADE AND DEVELOPMENT (2007)
World Investment Report, New York and Geneva: United Nations.
WARD, C. and KENNEDY, A. (1999) Coping with Cross-cultural Transition, Journal of
Cross-cultural Psychology, September, p 32.
xviii
CD30006.indb 18
21/12/2011 13:32
Further reading
Further reading
xix
CD30006.indb 19
21/12/2011 13:32
CD30006.indb 20
21/12/2011 13:32
Introduction
Consider the following scenario:
You are an HR director of a small niche hotel chain, catering to wealthy tourists,
which is wholly British-owned and located in the UK and Ireland. Despite the recent
economic downturn, the business is still moderately successful. Your boss, the CEO, is
keen to expand on this success, but the UK market is already saturated. He spots an
opportunity to buy a small niche hotel chain in Mexico. It is currently a great opportunity, he says, as it is virtually being given away because of all the criminal activities and
violence there! He has been advised by the Mexican owner that the hotels are located
in sites away from all the troubles, and that tourists, especially from the USA, are still
visiting in quite large numbers.
You immediately have a number of questions and concerns. You are tempted to
respond based on your gut feel. You start saying, Yes, but... and think of all the
immediate issues your organisation is likely to face, such as how to manage and recruit
from within Mexico, language concerns, security, local health and safety issues and
so on. Your boss frowns, explaining what a good move this is and how the timing
is just right. You realise you need to take a more positive approach, and decide you
need to arm yourself with appropriate facts and have some thought-out strategic
options to present to your CEO. You recognise that it is the job of HR to develop
an understanding of relevant factors pertaining to expansion abroad, since a lack of
knowledge can result in inappropriate policies and practices, with consequences for the
organisation ranging from embarrassing to potentially outright disastrous!
Certainly, gut feel is important, but for an international HR manager or director, or
indeed anyone who has been tasked with people management support responsibilities,
there needs to be more than this. You need to be informed and well prepared to a)
help the organisation to make its business strategy and goals a success, and b) have the
necessary people-related tools, procedures and practices to help it happen smoothly,
cost-effectively and efficiently. In addition, and as this case clearly illustrates, you will
want to arm yourself quickly with enough knowledge and data about all aspects of
Section 1
Setting the strategic context:
structure, roles and culture
CD30006.indb 1
21/12/2011 13:32
the country to be able to add value to the original business decision, rather than just
reacting, ideally before it is actually signed and sealed!
This section comprises tools to help you do just that. Firstly, we start with a basic
exercise which is aimed at the more academically inclined, giving you some frameworks to use when making arguments and proposals that support (or show why they
dont support) the business strategy.
We then go on to techniques that help make the links between a global business
strategy and an international HR strategy, covering ways to collect and sort data, and
then developing the necessary HR policies and procedures required. This includes
whether they are more likely to be effective as global policies or whether, in certain
cases, it would be better to work on a targeted and more local basis, country by
country.
We then suggest ways of making links between HR policies and practices to required
roles and competencies for HR professionals working in an IHRM environment, before
addressing potential ways of organising and locating such HR teams.
International employee relations form a key component of IHRM and pose all kinds of
issues for a globalising organisation, and we suggest sources of information and likely
issues you need to be on top of. We then consider how data and e-HR systems can
support international operations.
Lastly, we look at the all-important subject of culture. Economists and experienced
HR practitioners working in international domains generally agree that culture and
the management of cultural differences are the most important factors in managing
international operations. Many an organisation has failed on the basis of miscalculations about cultural norms and ways of working and living. We offer some tips and
techniques for exploring and capitalising on these differences in a global setting.
CD30006.indb 2
21/12/2011 13:32
Tool 1
Some contextual theory for
adding support to strategic
business cases around
internationalisation
Facilitators notes
Overview
This Toolkit is a practical aid, not a textbook. However, we recognise that we are
catering for all kinds of organisations, big and small, who are moving into, or already
operating in, an international business environment. This Tool is aimed primarily at
some larger organisations. However, even if this is your first venture into international
territory, and you work for a small organisation without a dedicated HR function, you
may still find this useful background reading. It helps to explain the rationale for making
particular strategic choices, and provides a backdrop for a deeper and more informed
IHRM and policy framework. We will refer back to the content in this Tool from time
to time, where it helps to illustrate or back up a point in later Tools.
Section 1.1
Making the link between global
strategy and an international
HR framework
CD30006.indb 3
21/12/2011 13:32
unfold. And it is true that tactical decisions are generally going to be more prevalent
than with domestic HRM. However, it helps to step back and think about what you
are doing from a more strategic perspective from time to time especially when your
organisation is starting up or acquiring a new business abroad for the first time.
We offer a few concepts that can be used to initiate some strategic thinking about
what kind of organisation you work for and why its operating (or considering
operating) more on an international basis. This will help form a platform for d
eveloping
your IHRM strategy and plans.
Materials needed
The PowerPoint presentation below.
Procedure
Either on your own, or with groups of HR staff and, preferably, employees from other
parts of the organisation, go through the PowerPoint slides, one by one. Each concept
is followed by a second slide which asks the audience to define where they see your
organisation or where it fits.
CD30006.indb 4
21/12/2011 13:32
Construct
1
What
are
your
drivers
for
becoming
more
interna1onal?
Maximising
shareholder
value
Forging
strategic
partnerships
Crea1ng
core
business
processes
Building
global
presence
(from
the
CIPDs
publica7on
Globalising
HR:
Execu7ve
brieng
(2004))
Achieving
a
global
humanitarian
mission
(added
by
author)
The Tool
5
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 5
21/12/2011 13:32
Construct
1
What
are
your
drivers
for
becoming
more
interna1onal?
Construct
2
Divergence
versus
convergence
CONVERGENCE
the
coming
together
of
a
set
of
HR
management
policies
and
prac1ces
around
a
Western
(capitalis1c)
model.
DIVERGENCE
the
separa1on
of
HR
policies
and
prac1ces
according
to
country
or
dierences
in
culture.
(These
come
from
early
economic
theory,
which
describes
how,
in
a
globalising
world,
country
economies
gain
advantage
by
becoming
either
more
similar
to,
or
more
dierent
from,
each
other.
)
6
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 6
21/12/2011 13:32
Construct
2
Divergence
versus
convergence
How
do
you
decide
whether
your
organisa1on
is
more
convergent
or
divergent
in
its
strategy?
DIVERGENT
more
likely
if
there
are
strong
dierences
in:
labour
markets,
cultures,
economic
and
legal
variables.
Examples
include
car
manufacturing
and
appliance
businesses
which
build
for
dierent
tastes,
and
dierent
prac1cali1es
eg
sizes
of
houses,
price
of
petrol
versus
diesel,
environmental
legisla1on.
Even
global
organisa1ons
such
as
Walmart
and
McDonalds
have
had
to
adapt
somewhat
to
local
markets
and
bend
their
own
policies
to
suit.
Construct
2
Divergence
versus
convergence
7
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 7
21/12/2011 13:32
Construct
2
Divergence
versus
convergence
Is
your
organisa1on
more
likely
to
follow
a
convergent
or
divergent
route?
This
will
determine
how
localised
your
HR
policies
and
prac1ces
are
likely
to
have
to
be.
Construct
3
Hofstedes
power
ra1o
Hofstede
was
a
Dutch
researcher
who
gathered
data
from
100,000
IBM
employees
worldwide.
He
wanted
to
see
if
there
were
cultural
dierences
worldwide.
He
found
ve.
8
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 8
21/12/2011 13:32
Construct
3
Hofstedes
power
ra1o
Low
versus
high
power
distance
this
refers
to
how
hierarchical
structures
are,
and
more
autocra1c
leadership.
India
has
high
power
distance
rela1onships
amongst
business
and
society;
Israel
has
ader
structures
and
more
democra1c
management.
Short-term
versus
long-term
approach
a
focus
on
the
past
and
present,
including
the
preserva1on
of
face
and
tradi1on,
versus
a
focus
on
the
future
through
persistence,
thri]
and
investment
(added
at
a
later
date).
(Hofstede
2001)
Construct
3
Hofstedes
power
ra1o
9
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 9
21/12/2011 13:32
Construct
3
Hofstedes
power
ra1o
How
does
your
own
culture
t
in?
Construct
4
Culture
and
ideology
10
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 10
21/12/2011 13:32
Construct
4
Culture
and
ideology
11
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 11
21/12/2011 13:32
Tool 2
PESTLE analysis worldwide
Facilitators notes
Overview
PESTLE stands for political, economic, social or socio-cultural, technological, legal
and environmental. Other variations are STEEP, PEST or STEEPLE, all of which
are acronyms for methods by which to analyse a current and future state of an
organisation.
This is a useful exercise to carry out with a group of individuals who may be new
to an international setting, and it works best with a mixture of employees from
both the home country and other countries in which your organisation operates. In
this way, the locally recruited staff can start immediately to add value with regards
to knowledge management transfer. It is most useful in the situation of a recent
acquisition or takeover of a foreign player.
Materials needed
Have the team members prepare for this exercise by gathering as much background
information and data about changes that may be occurring in your sector or industry
worldwide. This could be gained from industry reports, the CIPDs change agenda,
government or industry forecasts, websites and news articles and from your
organisations global business plans, objectives and strategy.
12
CD30006.indb 12
21/12/2011 13:32
World events and changes happen all the time. It is also wise to consider worstcase scenarios, however unlikely they may seem many organisations have suffered
setbacks, or even foundered, because they didnt consider such events (eg the BP oil
disaster in the Gulf of Mexico, the effect of the volcanic ash from the Icelandic volcano
on the airline industry, or the earthquake followed by a tsunami in Japan and its effect
on TEPCOs nuclear power stations and the countrys nuclear power strategy).
Procedure
13
CD30006.indb 13
21/12/2011 13:32
The Tool
PESTLE factor
Government stability
Turmoil in Arab nations, and demands for
more democratic rights
14
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 14
21/12/2011 13:32
PESTLE factor
Security policies
Family policies
Recruitment and remuneration of
employees and contractors in economies
that are becoming wealthier
Healthcare plans
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 15
21/12/2011 13:32
PESTLE factor
16
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 16
21/12/2011 13:32
Technological (developments in
computer-related hardware, software
and social networking):
PESTLE factor
Industry-specific regulations
Different laws around work permits and
visas
17
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 17
21/12/2011 13:32
PESTLE factor
Climate change
Travel policies
Fair trade
Carbon offsetting
Disposal of waste
Ethical concerns
Greater emphasis on resource productivity
and conservation
More clean technology industries
More environmental regulation
Note
1 For a more detailed description of PESTLE, see the CIPDs Factsheet.
18
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 18
21/12/2011 13:32
Facilitators notes
Overview
The international HR professional needs not only to understand the implications for
their work of worldwide trends and changes, but to also have a deep knowledge and
understanding of the particular contexts in which their organisation operates. Those
at senior levels of HR must have a good grasp of the country-level factors that have or
may have an impact on business. Equally, its important that your local staff understand
the issues that shape the parent organisation, headquarters and the other countries
in which your organisation operates.
Like the previous Tool, this is a useful exercise to carry out with a group of individuals
who may be new to an international setting, though it definitely works best with groups
that specifically include employees from the countries around which this exercise is
based. Its even better still if the exercise is run in country and not at headquarters,
since the non-locals will get to experience at least some of the factors for themselves
first-hand!
Note that this Tool also works well when used across a product line which may be
dispersed across several different countries.
Tool 3
PESTLE analysis examples of
country-specific analyses
19
CD30006.indb 19
21/12/2011 13:32
This version of the PESTLE analysis goes into more depth in terms of:
1
2
3
4
5
Materials needed
Have the team members prepare for this exercise by gathering background information and data about changes that may be occurring in the country in question. If
this exercise includes employees from the particular countries concerned, brief them
beforehand to think about and gather as much information as they can around the six
components of PESTLE.
Procedure
Decide on a country to analyse. Complete the appropriate factors under each of the
PESTLE headings. Score each of them according to the five criteria. Those factors that
score the highest are those which are likely to have the maximum implications for your
HR policies and practices.
Examples from India and from the USA are given below. If analysing either of
these countries, you can use the templates below and add to them. For the sake
of illustration a worked example is given for the Social section, for a make-believe
organisation.
20
CD30006.indb 20
21/12/2011 13:32
CD30006.indb 21
Political:
The Tool
(high (3), medium
(2), low (1))
Likelihood of
(re)occurence or
increase
Impact
(+ (3),
(1) or
neutral
(2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
Implications
for your
organisations
global HR
strategy
21
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 22
Economic:
Likelihood of
(re)occurence or
increase
Impact
(+ (3),
(1) or
neutral
(2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
Implications
for your
organisations
global HR
strategy
22
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 23
Social:
a vast and growing population (2nd largest
in the world)
the largest percentage of young people in the
world (over 50 per cent below 25 as at 2011)
English spoken widely
acceleration in the numbers of educated
women
increase in numbers of unskilled expatriate
Indian workers in the Middle East resulting
in families which are better off
lifestyles are becoming more Westernised
70 per cent of families live and will continue
to live in urban areas, leading to greater
cosmopolitanism
explosion in the use of cell phones
Hofstedes Power Distance ratio is around
77 per cent, which is higher than the
worldwide average meaning a high level of
inequality of power and wealth in society
discrimination based on the caste system is
now illegal, but continues to exist in reality
non-beef-eaters (Hindus) and non-porkeaters (Muslims)
has a large movie industry
Likelihood of
(re)occurence or
increase
Impact
(+ (3),
(1) or
neutral
(2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
Implications
for your
organisations
global HR
strategy
23
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 24
Legal:
Technological:
Likelihood of
(re)occurence or
increase
Impact
(+ (3),
(1) or
neutral
(2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
Implications
for your
organisations
global HR
strategy
24
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 25
Environmental:
Likelihood of
(re)occurence or
increase
Impact
(+ (3),
(1) or
neutral
(2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
Implications
for your
organisations
global HR
strategy
25
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 26
(high (3),
medium (2),
low (1))
Likelihood of
(re)occurence or
increase
Social:
2 (might not
wish to work
for the wages
of a low-paid
fast-food
chain)
Impact (+
(3), (1) or
neutral (2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
May not be
an attractive
proposition
salary-wise for
some
Language
training for
some and
idioms training
for others
Large population
from which to
recruit
Implications
for your
organisations
global HR
strategy
Below is a worked example for socio-cultural factors for a fast-food organisation which is potentially looking to expand into India.
Many of these factors would have been ones that McDonalds had to contend with, for instance, when it sought to enter the Indian
market its first restaurant was opened there in 1996.
26
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 27
(high (3),
medium (2),
low (1))
Likelihood of
(re)occurence or
increase
2 (might
have better
opportunities
elsewhere)
Impact (+
(3), (1) or
neutral (2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
Ease of
communication
Good
catchment areas
for potential
recruits
Cache and
brand image
may be a plus
if we can win
them away from
McDonalds!
Will likely have
to Westernise
HR policies
Implications
around working
harder to
attract women
(perhaps
target female
students?)
Implications
for your
organisations
global HR
strategy
27
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 28
(high (3),
medium (2),
low (1))
Likelihood of
(re)occurence or
increase
2 (new,
younger
employees
may not want
to conform
to power
hierarchies)
Impact (+
(3), (1) or
neutral (2))
(now (2),
future
(1))
Timing
Compatibility with
existing international HR
policies and practices
A client
policy, but
would attract
vegetarian
employees
May need
to work on
succession and
management
development
policies to get
around cultural
norms around
seniority based
on age
Good way
to attract
employees
Implications
for your
organisations
global HR
strategy
Looking at the example above, it appears that the two highest scores are for the factors around increasing numbers of educated women
and the high Hofstede Power Distance ratio. This has particular implications for your organisations recruitment and development
policies under this dimension of PESTLE.
28
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 29
election in 2012
Political:
(high (3),
medium (2), low
(1))
Likelihood of
(re)occurence or
increase
Impact (+
(3), (1)
or neutral
(2))
(now
(2),
future
(1))
Timing
Compatibility with
existing international
HR policies and
practices
Implications
for your
organisations
global HR
strategy
29
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 30
Economic:
(high (3),
medium (2), low
(1))
Likelihood of
(re)occurence or
increase
Impact (+
(3), (1)
or neutral
(2))
(now
(2),
future
(1))
Timing
Compatibility with
existing international
HR policies and
practices
Implications
for your
organisations
global HR
strategy
30
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 31
Social:
(high (3),
medium (2), low
(1))
Likelihood of
(re)occurence or
increase
Impact (+
(3), (1)
or neutral
(2))
(now
(2),
future
(1))
Timing
Compatibility with
existing international
HR policies and
practices
Implications
for your
organisations
global HR
strategy
31
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 32
Legal:
Technological:
(high (3),
medium (2), low
(1))
Likelihood of
(re)occurence or
increase
Impact (+
(3), (1)
or neutral
(2))
(now
(2),
future
(1))
Timing
Compatibility with
existing international
HR policies and
practices
Implications
for your
organisations
global HR
strategy
32
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
CD30006.indb 33
Environmental:
(high (3),
medium (2), low
(1))
Likelihood of
(re)occurence or
increase
Impact (+
(3), (1)
or neutral
(2))
(now
(2),
future
(1))
Timing
Compatibility with
existing international
HR policies and
practices
Implications
for your
organisations
global HR
strategy
33
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
21/12/2011 13:32
Tool 4
Linking global variables to
roles for international HR
professionals
Facilitators notes
Overview
The PESTLE analyses from Tools 2 and 3 provide rich data for starting to think about
the kinds of functions required for an international HR team. It also encourages
some thinking around the best location for those individuals. In addition, it may assist
with thinking about other kinds of issues that are related to HR, and for which there
needs to be an expert or specialist to provide support (eg local legal specialists,
people with corporate social responsibility backgrounds, security, and language and
culture trainers, etc).
Materials needed
The PESTLE analyses table, completed for your organisation on a worldwide basis and
individually for each country your organisation operates in. See the worked example
below, which can be adapted for your own organisation.
Procedure
With the table or tables for the PESTLE analyses, add the relevant HR function. To
make it easier to complete, a suggested list of HR functions that might exist is included
below.
34
CD30006.indb 34
21/12/2011 13:32
many opportunities for hiring local employees (need a recruitment specialist on the
ground local HR hire)
language/culture training (need language trainers potentially in country eg for
offshored customer-service-centre employees)
implications around working harder to attract women (perhaps target female
students?) (need diversity expert to devise suitable policies to attract women)
may not be an attractive proposition salary-wise for some (need compensation
experts on the ground for local hires and an HQ-based expert for expatriate hires)
cache and brand image may be a plus (can capitalise on these for hiring strategy
internal/external communications expert may be needed)
good catchment areas for potential recruits (as above local recruitment specialist,
or could outsource locally)
social networking a good way to attract employees (recruitment specialist with IT
and social networking skills)
may need to work on succession and management development policies to get
around cultural norms around seniority based on age (career development specialist,
diversity expert).
In addition, it will be clear from having worked through the entire PESTLE analyses for
India that there will be a need for security experts (because of terrorism in particular),
people who have knowledge of and contacts with government (not necessarily HR
experts, except in areas which concern them, such as immigration and visa authorities,
employment organisations, etc). In addition, business partners locally will be important
in this example.
Having worked through this exercise, you will have derived a list of ideal job functions.
The final step is then to:
1 Cost out the salaries and hiring costs.
2 Decide on whether, instead of hiring, such roles can be outsourced or could be
combined with existing roles within the organisation (eg mainline company legal
experts could include local employment legislation as an area of expertise they
need to add on).
For example, using the worked part of Tool 3 for a hypothetical fast-food organisation
setting up India for the social factor of the PESTLE analysis, you might come to the
following conclusions:
35
CD30006.indb 35
21/12/2011 13:32
3 Begin to decide whether the roles can be managed from HQ or need to be located
on the ground (this largely depends on your business strategy, ie are you intending
to be a global or a multi-domestic organisation? (see Tool 7)). It also depends on
cost and resource availability factors. If you have more than one location abroad,
you may want to establish regional HR presence. Tool 5 goes into more detail
about how to do this.
Notes
Typical types of mid-level or senior-level roles for an international HR function for
a mid- to large-size MNC might include some of the following:
36
CD30006.indb 36
21/12/2011 13:32
diversity specialists
security advisers
global skills and management trainers
IT or social networking gurus
international workforce planning leader.
37
CD30006.indb 37
21/12/2011 13:32
Implications
for your
organisations
global HR
strategy
Roles
required
Location
COST
examples
for
illustration
A vast and
growing
population (2nd
largest in the
world)
Large population
from which to
recruit
Recruitment
specialist
In country
Eg 20,000
The largest
percentage of
young people in
the world (over
50 per cent below
25 as at 2011)
Large potential
population from
which to recruit
As above
In country, and
HQ for graduate
management
trainees for
grooming for
supervisory and
international
roles
20,000
in country,
40,000 at
HQ
English spoken
widely
Language training
for some and
idioms training
for others
Language
trainers
In country
initially, then
from HQ as
and when large
batches of new
recruits arrive in
future
30,000
Increase in
numbers
of unskilled
expatriate Indian
workers in the
Middle East
May not be
an attractive
proposition
salary-wise for
some
Compensation
specialist
under
direction of
global reward
director
In country for
local hires. Add
to role of HQ
compensation
specialist for
expatriate hires
50,000
Acceleration in
the numbers of
educated women
Implications
around working
harder to attract
women (perhaps
target female
students?)
Diversity
expert
Add on to
existing role for
diversity director
or global talent
management
director at home
base
No
additional
cost
38
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 38
21/12/2011 13:32
Implications
for your
organisations
global HR
strategy
Roles
required
Location
COST
examples
for
illustration
Lifestyles are
becoming more
Westernised
Compensation
and benefits
expert
In country
combine
with role
above. At HQ,
compensation
policy role
addition to
existing role for
department of
global reward
director
As above
70 per cent of
families live and
will continue to
live in urban areas,
leading to greater
cosmopolitanism
Good catchment
areas for
potential recruits
May need
service of
recruitment
agency in big
cities
In country
outsourced to
agency
200,000
for 20
recruits
Explosion in
the use of cell
phones and social
networking
Ease of
communication
Recruitment
expert
In country
same one as
above ensure
they have IT skills
As above
Hofstedes Power
Distance ratio
is around 77
per cent, which
is higher than
the worldwide
average meaning
a high level of
inequality of
power and wealth
in society
Good way
to attract
employees. May
need to work
on succession
and management
development
policies to get
around cultural
norms around
seniority based
on age
Career
development
specialist
HQ-based policy,
but may need
in-country HR
business partner
to help make it a
reality
30,000
Non-beef-eaters
(Hindus) and
non-pork-eaters
(Muslims)
A client policy,
but would attract
vegetarian
employees
PESTLE
factor for India
fictitious
fast-food
restaurant
39
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 39
21/12/2011 13:32
Tool 5
Linking roles to the required
competencies for HR
professionals
Facilitators notes
Overview
This Tool follows on from Tool 4.
Having derived a list of required functions for the HR team, it is time to move to the
next step that of assigning competencies to each of the roles.
In some cases, there are likely to be competencies that cover all roles. But in the case
of specialist HR roles, there is likely to be a subset.
Materials needed
Start with your list of HR roles.
Print off the table with the three columns below. Blank out column 3, which has been
completed with examples just for illustration.
Procedure
Use the table of international HR competencies (which have been derived from a
number of both private and public sector MNCs and organisations with international
40
CD30006.indb 40
21/12/2011 13:32
After you have completed the table, list the competencies you have come up with
under each role. Decide on the most relevant or important. Some can be combined
under one overall competency, where they fit logically. As there are many ways of
grouping these competencies, there is no definitive example given here, but it could
include the following.
Business partner competencies (at HQ):
able to link the organisations international strategy and objectives with HR
practices
able to manage and communicate with different cultures and across boundaries
cross-cultural team facilitation skills
forecasting and planning skills to cover worldwide presence
organisational design and restructuring skills across national boundaries.
Business partner competencies (in local or host country):
local business knowledge and networks
understanding of the local recruitment market
comprehension of the overall business strategy for an organisation and of the HR
objectives for that organisation; plus links with key individuals at HQ and across the
organisation
ability to communicate across a wide range of media with HR functions at HQ and
in other countries
local language skills
initiative not just waiting for HQ to lead especially if there is an issue that needs
resolution fast
good information-seeking skills
knowledge of local customs and norms
ability to intervene in local conflicts between locally based employees
negotiating skills with an understanding of cultural differences and their impact on
the negotiations
HR functions). In column 3, add in the function that you believe requires this skill or
competency. It could be All or just a single function, across multiple functions, or one
that is required for a local HR hire only. Bear in mind, though, that not every role
requires every competency. Decide on the most important.
41
CD30006.indb 41
21/12/2011 13:32
CD30006.indb 42
21/12/2011 13:32
Competency
Exemplified by:
Examples
A global mindset
Taking an interest in
international affairs generally;
interest in travel; a curiosity
about different cultures
generally
All
An open mind
All
All
Business partners
Ability to multi-task
All
Local regional HR
business partners
All, especially HR
director and business
partners
HR director
All
HR director,
employee relations
employees
Employee relations
officer
HQ planning and
specialist (could be
part of the role of the
HR budget officer)
HQ OD expert
The Tool
43
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 43
21/12/2011 13:32
Competency
Exemplified by:
Examples
All
Business partner
Learning and
development experts,
business partners
Compensation
specialists
This requires an
understanding of the way
different cultures behave
and respond to performance
management in general; not
having a blanket approach
to all cultures, but flexibility
to take into account cultural
norms and differences within
the wider organisational
framework
Performance
management experts,
business partners
All
HQ recruitment
specialists
44
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 44
21/12/2011 13:32
Exemplified by:
Examples
Security experts
Learning specialists
HR director
HR director, business
partners
HR director, OD
experts
Requires an understanding
of different hardware and
software, and broadband
constraints in each country
HR IT systems expert
Knowledge
management expert
Business partners
Competency
45
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 45
21/12/2011 13:32
HR role
Competencies
1.
2.
3.
4.
5.
6.
46
This document can be downloaded as a Word document from http://www.cipd.co.uk/tsm, copyright CIPD. Please use or
adapt this document in line with our terms of use: http://www.cipd.co.uk/Bookstore/onlineresources/termsofuse.
CD30006.indb 46
21/12/2011 13:32