Quiz 2 :
The Changing Legal Emphasis: Compliance and Impact on Canadian Workplaces
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The Changing Legal Emphasis: Compliance and Impact on Canadian Workplaces
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As the HR Director of a U.S.-based company that is looking at global opportunities in China, you have been asked by the company president to prepare an outline for an HR strategic plan as part of the company's expansion process. You need to develop an HR strategic plan that will integrate the goals, objectives, and strategies of the HR Department with those of the company. The plan also needs to support the objectives of other departments within the company. To get ideas on how to develop an HR strategic plan, go to www.workinfo.com.
A. What is the process to use for identifying the components of the HR strategic planning process?
B. What other company strategic objectives must the HR strategic plan integrate and support?
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The HR must screen the environment consider strengths, weakness, opportunities and threats and understand the strategic plans which the organization wants to achieve from this expansion. This screening has a vital role in HR planning.
Assess External internal workforce: After the environmental and strategic analysis the HR assess the workforce both internal external. They have to design the staffing strategies for foreign subsidiary to attract retain the best talent. At the same time they have to abide by the government regulations with regard to staffing workforce.
Compile HR Planning forecasts: HR supply and demand is forecasted and compiled to ascertain the current level, projected outflows, and inflows to accomplish the goals.
Develop HR Plans Actions: Once the data with regard to what they have and what is needed the plans and actions which need to be followed to fulfill the demands is carried out so as to achieve the strategic goals of the organization with expansion in foreign country.
b) The HR must understand the business plans, strategic goals which the firm plans to achieve and design its HR policies accordingly. For example the firm plans to start operations in another country in next 2 months time. So the HR should coordinate with business managers to start working on workforce requirements and plan to get the required workforce with needed skills in right budget at right time. Thus they should integrate and coordinate all HR related strategies according to the business strategy. So the HR must integrate and support the technical, financial and operational plans of the organization.
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Discuss how globalization has changed jobs in an organization where you have worked. What are some HR responses to those changes?
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Globalization:
It can be defined as a tendency of any organization or technology to spread widely around the world. It provides constant communication and integration among all the connected people, businesses, etc. that involve in globalization.
The increased interaction among the individuals or nations was stimulated with the growth in international trade, culture, and ideas.
HR must consider all cultures, legal systems, and business practices in every country of the business' operations. Globalization has made more production available at any place of employment. The product on which current demand raises in other parts of the world, increases production at the required place. This has also opened opportunity for other factories around the world to open. As the operations are internationally HR that include language barriers and different education requirements at those areas.
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What steps can HR professionals take to ensure that mergers and acquisitions are successful? How can HR help during the integration process?
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Due to the changes in business environment, there are several changes evolved in HR functions and it has emerged as a strategic partner in the organization. It has to ensure the organization long term success by implementing the strategies effectively.
The following are the steps that HR professionals can undertake during mergers and acquisitions:
Before integration:
• Analysis of all the operations of both organizations
• Strengths and weakness in the different operations and their impact on merger
• Assessment of work force, legal issues, work patterns etc. in both organizations
During integration:
• Assist the organization in providing administrative and operational support
• Talent management and retention along with developing communication system in the organization
• Acquiring the details of skill inventory and assessment of their performance
• Identifying and solving the cultural conflicts
• Act as a change agent in organizational change and developing a sustainable culture
Post integration:
• Reinforcing the systems and policies developed during merger
• Minimizing the differences between employees
• Formulation and implementation of strategies to get desired output for both the organizations
HR can act as a change agent in mergers and acquisition to facilitate an effective change. It also acts as an auxiliary service by supporting both the organizations with its strategies. As it is people oriented, it can create a synergy out of the merger by identifying the talent in the organization
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As the HR manager for a multinational corporation, you want to identify HR competencies that are critical for global companies. Visit the website for the World Federation of People Management Association (www.wfpma.com) to research the topic and to identify differences in the body of knowledge in different parts of the world.
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How can an organization maintain its image while dealing with a talent surplus? If layoffs are necessary, what would you recommend managers do to ensure that survivors remain committed and productive?
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Analytics at PricewaterhouseCoopers
PricewaterhouseCoopers is a Big Four Accounting firm that was facing high turnover in a key employee segment-senior associates. This is the second stage in a career ladder that starts at the entry level and ends when one becomes a partner in the firm. One possible solution was thought to be deferred compensation, or delaying the salary of some employees so that those who stayed longer would receive more than those who left earlier. The firm could also see that those who stayed longer before they left, were more successful in their careers (such as becoming CFO somewhere else). Would deferred compensation keep people there longer? Would people be convinced to stay longer if they knew it was good for their careers?
A survey collected data from current and former employees who had left. This required finding former employees who had had a relationship with PwC and appealing to their ongoing goodwill toward the firm to get them to respond. The final sample focused on those former employees who had left the firm more recently (in the last 15 years rather than those who had left earlier than 15 years or more). Their response rates were better because they remembered their experiences at the firm better than the group that had left before them. The study specifically looked at career outcomes of those who had left, comparison of work-life balance between current employees and those who had left, and drivers of retention for current employees.
The findings and the actions taken by the firm to deal with what they found had clear and positive impact on the problem. The study showed that adding deferred compensation would have had a very small impact on people's willingness to stay. However, work-life balance (avoiding problems of work obligation negatively affecting things at home) and career development/career progression issues did have a large influence on the problem of people leaving. Work-life balance solutions are frequently manifested as more flexible work schedules, flexible time off, and even child care and elder care to help the employee manage both work and family obligations better.
The actions the firm took reduced voluntary turnover to the goals it had set. One such action was to provide new tools for managers and Human Resources to deal with the workload balance issues that existed. Another successful action was to strengthen the relationship between partners and the associates. Finally, the company focused on coaching and development including training for the partners in these areas. The analytics study showed that the initially offering defined compensation that was not going to solve the problem, but problems flying below management's radar were causing the high turnover. Management was therefore able to solve the true cause of turnover. 60
QUESTIONS
1. Why do more companies not use analytics to solve such problems? How would you argue to make the case for analytics in an old-line HR department?
2. What resources could an HR professional consult to begin building expertise in this area of analytics?
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