Gmr Case Study: Managing Hr in a Global Environment Essay

I. TERMS OF REFERENCEThis report is a case conceive of GMR foreign Comp some(prenominal), which analyzes the polar comp unmatchednts and challenges of Human Resources Management faced by GMR in a global environs and with a theoretical review, establishes attainable improvement strategies towards the creation of best practices.II. METHODOLOGYThis report is fibre base on the interview held with the HR manager of the phoner complemented with primary explore from books and electronic sources listed at the references and lecture and seminars contents.1. INTRODUCTIONIn a global market, how companies manage and handle their employees determines a key strategic single-valued function that ultimately creates a competitive advantage.Companies operate on an international usable level locating come to the forebreaks in different countries and facing different ethnic challenges.Managing resourceful humans requires a constant balancing between concussion the human aspirations of the deal and meeting the strategic and financial needs of the nominate. (Torrington, vestibule and Taylor, 2008, p.3)A union through any domestic and internationalization transmute essential identify the basic needs of its employees in relation to their business guidelines, creating a balance between strategic and operational resource watchfulness. Businesses be valued for their intellectual capital and argon projected by the anxiety of intangible as decidesThe purpose of this report lies in the valuation of the different variables that a global telephoner such(prenominal) as GMR must(prenominal) study, understand and contrive on its corporate strategy for the optimal growing of their global operations, found on a adequate personnel management and the creation of sustainable policies for the management and development of intangible capital.2. GMR INTERNATIONAL COUNTRY PROFILEGMR convention is a Bangalore headquartered global infrastructure major with interests in the airports, Energy, Highways and Urban infrastructure, with its transnational Headquarters ground in Lon get into. GMR holds interests, directly and through its part self-command of InterGen, in 15 operating power plants with over 8,800MW of generating capacity. In summing up an impressive portfolio of approximately 12,000MW of gas, coal and hydro plants atomic number 18 in various stages of braid and development both in India and internationally.GMR has shareholding interests in 4 international airports (New Delhi world-wide (P) Limited GMR Hyderabad International drome Sabiha Gokcen Airport LTD GMR Male International Airport Ltd)) handling 40 million passengers p.a and 9 road projects exceeding 700 kms of coat roads. GMR is fully committed to the development of infrastructure assets, and in the past ii years has raised over US$ 3 billion for the development of airports and an a nonher(prenominal) US$ 2.2 billion for the development of power and infrastructure assets incl uding US$1.1 billion for the acquisition of 50% of InterGen N.V, a global power generator.The throng through the dedicated GMR Varalakshmi Foundation, manned by committed professionals is actively busy in Education, Health, Hygiene and Sanitation, Empowerment & Livelihoods and Community-Based Programs, reaf pie-eyeding its grass root presence as change agents of society in the field of Corporate Social Responsibility.3. enlistingenlisting is defined as searching for and obtaining potential profession scenes in sufficient numbers and quality so that giving medication can engage the most confiscate people to gormandize its agate line needs. (Dowling, Engle and Festing, 2008) recruitment is the uncovering of potential applicants for actual or anticipated organizational activities. Two conditions must exist for selection to occur, (1) the organization must substantiate a view whom it is entrusting to employ (2) the candidate must be willing to assent an employment offer. R ecruitment is the march of finding applicants who meet both of these conditions. (Andrews 1993)Organizations do non operate in a vacuum, and enlisting drives are one of the times an organization has direct contact with the outside world. Amongst other factors touching cypherment, are the framework imposed on legislation and that no organization will want to spend money on unnecessary activities. (Foot and Hook, 2005)3.1 Recruitment StrategiesThere are 4 recruitment strategies, which are defined as such. These are1. Ethnocentric2. Polycentric3. Geocentric4. RegiocentricEthnocentric Polycentric Geocentric RegiocentricEthnocentric is a stamp in the superiority of ones own ethnic group. The firm basically believes that parent- demesne nationals are better qualified and trustworthy than host rural nationals. Polycentric is a belief that local people eff the local environment better than outsiders. Geocentric is the notion that the best people should be employed, disregarding of th eir nationality. Regiocentric is the variation of staffing policy to suit particular geographic areas. 1.Based on capital of Minnesota Coldwells seminar slides, 2011.GMR International uses all four of the above-mentioned strategies, depending upon factors mentioned below, * The requirements of the job present to be filled in. * The position of the job in the hierarchy of the firm. If the job were a high position one, they would use the geocentric woo and if it were for a more(prenominal) than junior position, they would probably use a polycentric approach. * They would not desire to waste too much time or money on the hunt for the right candidate. * Even when they are looking for a candidate for a high position job, they withstand certain restrictions to be sleepless about from the UK B separate Authority and the Government. When development the geocentric approach.E.g. The Head of Airport is an Italian working in South Africa and would report to the UK. Because he was an skillful on airports, he was hired for the job. E.g. recently, when trying to bring in a Malaysian to UK, the UK B localize Authority refused his sponsorship, so it did not work out. When using the polycentric approach.E.g. When looking for administrative halt, GMR looks for local people to do the local jobs, as they would not like to waste the time and money to do a solid UK or EU based search for something small such as skills.3.2 Challenges for hiring people at GMR International* GMR, as a brand, is not that well known in the UK and tit is also not as gamebreaking as some of their competitors, therefore, there is a hurdle of recognition. * GMR International is a non EU and non US organization* tidy sum are varying of working for a family, which is Indian by origin, yet headquartered in London. * People are not prepared to leave their jobs to work for a company with less work experience limited recognition as a brand and with limited track record.3.3 Outlining the Recruitmen t ProcessIn the process of recruitment, in the first instance, sources of prospective employees are located. In other words, from where the employees would be available. There later, these sources are approached and efforts are made to attract the interested people to the organization. (Foot and Hook, 2005)The recruitment process at GMR International is not too different from those of other companies in UK. They look at the activities set out for the year frontward and map it out according to the capacity that they switch in their organization. When they do this, there are obviously, some gaps that need to be filled in, in redact for them to work on some projects.In order to fill in these gaps, the organization makes certain decisions as to how to do this. This can be done by 4 methods,1. They could recruit temporary people2. They could depict people on contract3. They could undertake that particular piece of work done somewhere else (outsource)4. They could hire someone to do that jobWhen they go ahead and choose the fourth option, they look at as to how to approach the market, in the following ways, * E- enabled vehicles for the more junior staff as a hatful of such recruitment takes regulate on web based applications. * They do not give much importance to the employees referral program * They tip to use agencies search firms for the bigger, more senior positions * For the more junior staff, they recruit within UK.* As the position increases with seniority, they tend to engage colleagues from other offices to serve up them out, in case it can be managed within the GMR family.3.4 Post Recruitment & SelectionAt GMR, they are not very firm in their serve to keep an employee with them. They do not have a support system or an evaluation program. Normally, at a firm, there is an evaluation program and a support system for the first 6 months. In this program, they make a check on the new employee on solar day 1 week 1 month 1 month 6. While, they have t ried to be stricter in this aspect and tried different techniques for holding an employee happy and with them, it has not always worked well with them.4. EXPATRIATESWith globalization shaping our world, fundamental laws are trying to expand their marketplace in order to increase their competitiveness. In the industrialized countries, international working has become a common boast and the contact between different destinations becomes a regular thing in peoples social and professional peppys.International HRM involves striking an appropriate balance between global integration and local adaptation in terms of resourcing, training and developing personnel, reward and performance management, employment relations including conversations, and health and welfare (Porter, Bingham and Simmonds, 2008, p.400).So in this process of internationalisation, companies need to start people around and they have to make indis trustable that they do it in an effective way because of the high a pproachs involved. Expatriates have to deal with the ever-changing they are going to occur, in culture, workplace, sylvan and many more, the company must be sure to prepare them appropriately in order to get the best from their experience both in the new location and thatt home when they finish their conclusion.According to Tayeb (1996), some companies such as Natwest in the UK, Philips in the Netherlands and Groupe Total in France conduct extensive international in- abide seminars. In these courses they cover national culture differences, family adaptation, local politics and laws and international finance, more over some firms send their future extradites, together with their family, to special row courses.Paul Colwell, former lecturer and HRM manager at Regents College states that an dismiss cost on average $250.000, or even more, which shows the importance of a penny-pinching HRM strategy. An expatriate should receive the right support before, in the mean turn and after his experience abroad. Before he leaves, the company should prepare him to live in another country, through teaching the culture aspects (food, climate, politics and laws, quantity behaviour etc.), suggesting him not to sell his house in his home town, because if something goes wrongfulness with his experience it would be way better to have some place in which he can to return.The lyric is an important factor in order to make him effective in his new workplace and the company should provide him the possibility of language classes to attend. All of these pre-departure trainings should be joined by the whole family, in fact while for the local employees the company dont deal about their family affairs, when you take in examination an expatriate the whole family becomes the companys business. Experience shows that the majority ruins in expatriates program come from family problem and complaints.After the departure, a full way of managing expatriate, according to the theory, is t o take care about their house in the origin country (rent it or doing the maintenance needed) and to find a house where they are going to live in the new country, taking in consideration the location and the comfort they might need. A good communication with the expatriate during the whole experience should be maintained in order to prevent possible problems and to show him that the company doesnt leave him alone.The company should take care of the partner job in the new country (or/and hobbies) and register their children in schools in order to make sure that the employees family is comfortable in the new location.The return of the expatriate is an important moment, too often underestimated. The company priority is to make sure not to recidivate all the money it has invested on him by reservation him decide to change job.An interview at the return it is a necessary step, as crack him the right position deserved in the company and not the similar job he had before he left in ord er to maintain him motivated and happy, so they are not losing all the know how he gained through his years abroad.The period of the experience abroad it is variable, but following Paul Coldwell experience 3 years is and ideal length, because after that the employee may lose some of the draw poker and interest in the job and start to decrease his learning.4.1 GMR PolicyFollowing the interview with the GMR HRM Manager, we found out that they do very little for their expatriates, mostly because they proficient started their internationalisation and they are a medium entity in the business.They dont offer any pre-departure preparation, leaving it to the employees arbitrariness, they only thing they offer is a period of time that they could spend in the new country with their family in order to decide or not to go.GMR take about their indorse and immigration laws, moreover they find and pay the house in the new country, making sure that it is nice and well located. Moreover they pay for the double receipts (when it occurs) and they offer help in moving their employees furniture when requested, remunerative for it. Their typical expatriate appointment last 2 years, according with GMR HRM manager.As seen so far their expatriate strategy is very poor and just offer little helps to their employees, leaving a high risk of failure and waste of money.4.2 Proposed PlanGMR in order to increase their competitiveness should set a better strategy for its expatriates. First of all the pre-departure preparation should be compulsory for everyone who decides to apply for an expatriate experience and should comprehend the whole family (especially for language classes), because they shouldnt take the risk that their employees arrive in the new country and they are not able to integrate in the new position.GMR services to their expatriates, such as find a house, take care of the VISA and pay for the possible double taxation, are a good scratch point but it is not enough if th ey want to make sure their expatriates program will be more effective.The company should take care of their expatriates proprieties in their home country, they definitively have to be more connected with their employees partners, in order to find them a job in the new country that would fit their current position, or/and taking care about their hobbies and their children necessities (such as school and sports).Eventually they have to develop a better repatriation system with complete feedback interviews and placing them in the position they deserve in order to gain value from their experience.5. CULTUREThe collective programming of the creative thinker that distinguishes the member of one category of people from another (Lewis, 2006, p. 17)5.1 Organizational conclusionThe culture of an organisation refers to the unique configuration of norms, set, beliefs, ways of behaving and so on that characterize the manner in which groups and individuals combine to get things done. The disti nctiveness of a particular organisation is intimately bound up with. (Brown, 1998)It is always verbalise that the association sharing culture is part of good noesis management initiative. It is said that effective collaboration and communication across a whole organisational structure spreads knowledge throughout. In order to change the current culture of the organisation the change needs to be initiated at individual level. Employees have a sphere of influence along with their own individual knowledge, and this is where he believes a knowledge sharing culture can begin.GMR as an Indian based company, headquartered in Bangalore with offices in different countries as well such as U.K, Turkey, Singapore and Dubai, have identified the need of bring the different cultures together.As this company has to hire multicultural staff as part of their induction programme, most of their staff goes to India, to learn GMR history, values and operations through education workshop and its annual performance reviews.Working for an Indian company, which has strong culture and values and beliefs, employees have to manage the transition from their experiences. GMR has employees from the multicultural regions. Whereas, it is an Indian family business organisation and they glue the bonds whether it is Singapore, Turkey or Dubai. They share their values to India and initially they engage with their employees for first 4-5 years of the company to give them sentience about the company whether they can live by them and able to get ahead them to other positions.That is how they bring multicultural nationalities under the GMR brand. Therefore, there is a quite a little of difference between the 2 cultures. There are a lot of differences and similarities between the companies in which people have seen few things before in their previous organisations or the things they havent seen before, in GMR.Individuals will have to adjust for the organisation but organisations will not adjust f or individuals.As GMR is an entrepreneur company, it has a very high regard for social responsibility. It has a set of values and cultures that can be shared and they are not company confidential.5.2 Shared knowledgeCulture is a shared phenomenon that people develop over time in response to shared experiences, which start agreed values and mode of behaviours and which foster a similar view on the world.Working patterns that encourage people to engage in close co-ordination and communication, which encourage them to identify the same problem and share the certain solution, and goals will be conducive to the formation of sub culture. (Brown, 1998) In GMR has focused knowledge transference culture among their 500 employees on the multiple layers. Employees have on-going dialogues with the CEO on the day-to-day basis and once in a month everyone comes over for a breakfast in order to upgrade feedback in two-way direction.The biggest challenge for GMR is that how they leverage the k nowledge within the Indian organisation with international organisation and back and forth. As Indian organisation is very process orientated and has a lot of process put in place around knowledge sharing. It hasnt gained that much attraction outside India as it could have.The company is still improving in the knowledge sharing aspect. The firm still need to put some excitement in the knowledge sharing as knowledge sharing is not a common concept in UK, Turkey, Singapore and with the Bangalore colleagues and then back to the international locations. Whereas, people think its a burden sort of of an opportunity. They need to change the mindset of the people that they can learn something by being a recipient of knowledge.