HR COURSESHR IN INTERCULTURAL CONTEXT

November 11, 2013

Silvia Jelenikova, Dell

PRE-READING MATERIALS:

http://www.brighthub.com/office/entrepreneurs/articles/55274.aspx

http://www.ieee.org/portal/site/tionline/menuitem.130a3558587d56e8fb2275875bac26c8/index.jsp?&pName=institute_level1_article&TheCat=1002&article=tionline/legacy/inst2007/jan07/career.xml& )

What is culture?

Cross-cultural experience

INTRODUCTION

Why we have need to be aware of managing people in intercultural context?

Intercultural in business – what is behind?

Why HR should deal with this?

Globalization – 2 topics we will focus on:

• Job rotations

• Global teams

Job rotations

Gain international skills and professional experience

Wider perspective Enhance own skills Targeted job enrichment Improve intercultural competences Travelling and using language skills International trainings / events Networking Job opportunities abroad

Employee

Promote the growth of the company and its international activities

Support globalization - Develop “global mindset”, business breadth, cultural sensitivity and flexibility at all levels.

Promote pool of international-oriented employees and internationalize teams in different countries

Create better “employer brand” Improve skills / knowledge transfer

between countries to realize synergies Results in retention of key players we risk

losing – if using international environment for job rotation

CompanyBenefits

Adaptation to international work environment, superior, team, tasks, etc.

Language / cultural barrier Difficulties in finding right

communication partner

Cultural differences Legal implications Implementation of mother company

decision / tools In some cases increasing company costs

Challenges

Assignment as a cherry on top. But what stands behind?

Tool by which HR feels significant impact of globalization.

Possible types of assignment

Driver Assignment tool Cost

High business need

High

Personal interest of employee

Lower

Expatriate PolicyBusiness-critical appoitment

Project conditionsExternal or Internal projects

Int´l personell development

Localization

Include new team member into own team

Adaptation process Some additional costs

Host Manager (hosting the employee)

Even if the active headcount is still allocated to the home country, home manger is „loosing“ team member

Same workload less team members Impact on his OPEX

Home Manager (sending the employee)

“Import” essential know-how without increasing headcount

Decrease workload within own team Make team more international Enhance knowledge transfer LiL

Motivate, develop and retain permanent staff especially high potentials and high performers

Retain key people Make team more international Enhance knowledge transfer Possibly develop management trainees Lessons in leadership (LiL)

Challenges

Benefits

Job Rotations - Two different points of view

Assignment processes

Costs to be considered: salary COLA index per diems allowances travel health insurance trainings accommodations in host country travel expenses

Assignment center / Relocator

Employee

Home manager

Host manager

HR HomeHR Host

What do you think are the most frequent questions from employees´ side?

What are the general conditions of my assigment? What happens to my current contract? How will my salary be affected? What about the „tax man“ and retirement

programs? How well am I insured? Can I take my family with me? Where will I live? How do I return?

Global teams

Managing careers in finance function globally

– FGP – Finance Graduate Program– FDP – Finance Development Program– FRP – Finance Rotation Program

DELL Best Practices

DELL Best PracticesManaging remote teams

(Exercise)

American boss

2 teams:- Indians, - Americans/European

Managing employee satisfaction globally

• Tell Dell Employee Survey

• BBMs – Brown Bag Meetings

DELL Best Practices

Thank you for your attention