Global Staffing Strategies--论文代写范文精选

51due论文代写网精选代写范文：“Global Staffing Strategies”这篇论文讲述了一家跨国公司在凤凰介绍人员编制的全球人员编制战略大学综合报告是一个复杂的任务通过本东道国更加多样化的环境包括商业，经济，政治，法律，文化内涵作了更是这样，而且该公司的需要控制。

Comprehensive Report on Global Staffing Strategies University of Phoenix Introduction Staffing for a multinational company is a complex task made even more so by the more diverse environment present in host countries comprised of business, economic, political, legal, cultural implications, and the company's need for control. These factors influence the suitability, efficiency and management of human resources. Global mergers and acquisitions are often the drive for change in a company's strategy. Organizations that acquire a company abroad need to change the human resource policies to reflect the acquired company (Kottolli, 2006). A successful global human resource system should include all languages and relevant laws and regulations of each area. A compensation system, for example, must be localized to the extremely complex systems of employment, accounting, and taxation regulations that have developed over decades of business practice in host countries (Lermusi, 2003). The challenges facing us here at Sell Computer Company, United States' leading retailer of custom built computers, as we expand our business into India through the purchase of a local subsidiary, Jodhpur Computers, reflect the complexity of the above challenges. These challenges include the cultural and regulatory issues as well as staffing, and recruitment strategies employed by Sell including the recruitment and selection process of our business managers.

We must adapt our organizational structure to local conditions as we expand into the India market and conduct a strategic audit of our human resources at Jodhpur Computers which shows the strategic alternatives and choices for the future.   Industry and Country Identification Today’s market forecasts indicate that the current economic and political world power will shift toward China, Japan and India.  These countries are expected to challenge the centuries-old dominance of North America and Europe. The personal computer industry is one of the first industries to feel the pressures of these rivalries.  The challenges that will no doubt occur in other industries will likely be felt first through the computer industry as the Asian market expands and creates a major threat to the United States and European companies (Farrell et al, 2005). In both manufacturing and consumption, Asia represents the most dynamic computer region industry. The United States remains tough, but its growth will slow down considerably as it gets closer to market saturation. China, Japan, and Latin America, on the other hand, are emerging as the short-term, high-growth regions. On the manufacturing side, the United States computer companies highly depend on China suppliers. China has enabled American companies to gain and maintain substantial market share on the world market, but today, China is ready for expanding its own computers across the Pacific and the United States creating aggressive competition worldwide (Farrell et al, 2005). Asian companies, primarily Japanese and Korean corporations, are not new to the United States. Toshiba has been a perennial leader in the laptop market while NEC has seen only mixed results. Other computer companies tried to compete in the United States in the late 1980’s as IBM clone suppliers. The new crop of Chinese suppliers are not merely scrambling for low-end market share, but strong entry into the computer market (Farrell et al, 2005). HR Challenges and Organizational Effectiveness Most companies have a philosophical belief that continued success requires teamwork and continuous learning on the part of every team member. To develop and grow a newly acquired subsidiary in China, the company must focus on encouraging the skilled and talented staff who are capable of meeting the current and future staffing needs and who are also capable of becoming future leaders of the company.

The human resource department must recruit top candidates with the skill sets needed through attractive and engaging tactics during early recruitment and utilizing existing training programs. The company will be the most successful computer company by delivering the best customer experience in the market and providing special service and support to the markets that are highly differentiated in terms of cultural and demographic factors. China is among the most popular country for implementing globalization strategies today because it has one of the lowest average labor costs (Farrell et al, 2005). This bodes well for any company because it will keep the production cost down, the company needs to be aware of the substantial challenge to find job candidates who understand a global approach because few individuals from the United States has extensive experience China. The human resource department will need to update its policies to include a global approach in order to recruit different nationals and the host country. Such an approach requires the manager and the team to locate perfectly matched individuals so that they can get along and work as a team. In addition, the company should appoint an individual from another nationality to a leadership position at the headquarters in the United States. Such a move provides the company with valuable expertise, information, and help developing global strategies (Kottolli, 2006). The people of China are as diverse in their cultural orientations and work habits as they are in the regions in which they are raised (Valanju, 2006).  When interviewing a prospective employee, the human resource department should keep in mind that people who have spent a significant part of their lives in one particular region of China have certain attitudes inherent in those regions and that living or having been reared in one specific region will have a significant impact their ethical outlook.  Living in one region of China can also have an impact on work ethics, attitude, dedication, initiative, and responsibility so the company should consider including a Chinese national on an interview panel to ensure proper communication (Valanju, 2006).

Probably the most restrictive issues facing companies interested in expanding overseas are the regulation.  The most notorious is Chapter 5B of the 1947 Industrial Disputes Act, which bars establishments with more than 100 workers from laying employees off without the permission of the state government. This deters employment and encourages the substitution of capital for labor (Economist, 2006). What is even more worrying in China is that some rather large parts of the country deter investment because they are so badly governed. The most troubling are the corrupt governments. Bad state governments compound another deterrent to investment in manufacturing that is partly the central government's fault: the indirect tax system. A 2002 study found that China's cascading import duties, excises, sales taxes, tax on goods accounted for nearly one-half of a price disadvantage of roughly 30% suffered by manufacturers. Since then, most states have introduced a value-added tax at a centrally set rate, and a transition to a national goods-and-services tax has been announced. But the lack of a single market in China causes unnecessary delays and expense for industry (Economist, 2006).      As we would expect in a system where so much is at the discretion of government officials, corruption is endemic. To avoid wasting substantial time in dealing with permits, clearances and inspections, and to avoid paying “bribes” to government inspectors, the company should conduct all business honestly and with all interested parties present. For example, before purchasing major goods and services including granting employment contracts it would be prudent for us to hold open auctions on our premises. All contractors, suppliers and subcontractors along with some independent competitors, must be present at these auctions to offer open bids on the goods and services required (Economist, 2006).

This is an aspect of business that nobody likes to discuss, except to say that at least things are getting better. In a business climate especially prone to "bribe money" transactions, for the purposes of laundering, tax evasion and bribery, western companies can either help clean things up, or find that they are unable to compete (Economist, 2006). Companies must aim to be on the positive side of this equation if it desires to succeed in the global market. Staffing Best Practices Hiring the right people means more than just securing employees who possess the knowledge, skills, and abilities required to perform a particular job; these people must be able to acquire new knowledge and skills as jobs and environments change.  Therefore, it is imperative for companies who wish to stay on top of the competition to develop and maintain high quality recruitment systems.  The recruiting system is especially important when the hiring is being done in a foreign country (Dreher & Dougherty, 2001). As a global company, consider regional market conditions and develop strategies to cater to each of the regional markets. The company stands to gain significant benefits if it has foreign executives with expertise in all regions which contribute to strategic planning, rather than simply attempting to implement decisions made by those with limited knowledge of the region. To that end we have a choice of several approaches that we can apply to recruiting either singly or in combination at different times during the venture as it suits our needs. In the early stages of a global venture, it may make sense to appoint a team of local leaders, probably select members from headquarters management team, to lead the expansion.

The goal is to establish a corporate culture. This ethnocentric policy, however, only makes sense in the beginning of the venture as it increases control for us while reducing the quality of communication between the two divisions. This policy has serious disadvantages in that the cultural and environmental differences will be formidable and leaders may not be able to cope, thus resulting in costly management mistakes. Other approaches to consider are to simply hire the best personnel for the available jobs regardless of nationality, although this approach, called a meritocracy, suffers from the same coping problems incumbent on expatriate employees; hire the best host country national who has worked in the home country or at the headquarters; or finally to achieve a global perspective, which is the best possible option. This approach would allow us to recruit American expatriates or Chinese-Americans to lead the China subsidiary closely assisted by host country nationals. This two- point strategy will work best if the leader and the assistant are well matched in temperament that they can get along and work as a team almost from the start. In addition, the company should recruit and appoint Chinese nationals to the board and leadership team at headquarters in the United States. This tactic provides the company with valuable expertise while helping develop global strategies (Kottolli, 2006).      Employers expanding overseas sometimes fall into a trap that prevents them from attaining their goals.  Employees become so focused on the cultural challenges that they overlook the talent that they already have.  For these companies, sometimes the best option is to promote and transfer employees who have already worked their way up the corporate ladder.  The problem is that many of these workers have spouses who also work.  Therefore, they are unable to simply leave the country and expect their spouses to leave their positions.  As a result, the most qualified people to effectively oversee foreign operations are often the last people available for the job.  However, with the complexities of growing a business overseas and the costs of training current employees, deciding whether to train current employees or employ local talent is not an easy decision (Solomon, 1999). Therefore, it becomes important to get expert local advice to help with staff issues when it comes time to begin the hiring process for expansion overseas.      Although the prospect of hiring large numbers of foreign nationals can be daunting, the company should utilize the students graduating each year from China’s universities to fill rank and file slots. Hiring the hundreds of midlevel and senior manager positions that the expansion plan needs to succeed, requires more expert local advice.  The most successful companies in Asia will be those that are the most successful at hiring the best.

While it is not difficult to find managers in China, any organization looking to expand in China and hire the best managers should expect to have to pay for them.  Mid-level managers can make $30,000 to $40,000 and executives, such as a country general manager, can pull in $200,000 to $250,000.   These salaries reflect the fact that average salaries for Chinese managers in the technology and business process outsourcing industries rose about 15% last year, and should approach that level of growth this year (Frauenheim, 2006).      One strategy in dealing with the growth in Chinese salaries is to begin hiring managers from other industries such as manufacturing.  Hiring Chinese employees who have worked in the United States for a while can be very valuable because they would take with them a learned United States business culture (Economist, 2006). Another critical issue related to mid and low level managers will be whether the company can retain their services. Retention rates are almost always higher at lower and mid level management and companies need to employ the best retention strategies to succeed in this area (Frauenheim, 2006). Human Resources Audit and the Organizational Structure Intelligent corporate strategists know that adaptable organizational structures drive winning strategies in turbulent markets. So they map and remap their business units quickly with shifting market opportunities. Patching is a strategic process by which corporate executives routinely remap businesses to changing market opportunities. This can take the form of adding, splitting, transferring, exiting, or combining chunks of businesses.  Patching is a reorganization strategy that allows managers to focus on the best opportunities while leaving the less promising opportunities behind. Thus patching is an effective strategy for businesses that are experiencing mergers, expansions, and rapid growth in creating economic value for the corporation (Eisenhardt & Brown, 1999).

Secondly, the company should shift its focus from being ethnocentric and a meritocracy to being a truly global company, where the homeland headquarters will play the role of facilitator rather than that of a controller. The Human Resources policies will be localized to be sensitive to local and regional differences while serving our global goals and strategies such as competitive recruitment and talent retention. Additionally, the company must take the huge step of recruiting and appointing Chinese nationals to the board and top management at the headquarters in the United States which provides the company with extremely valuable expertise while helping us develop global strategies. Conclusion It is clear that companies expanding into the global market needs an effective international staffing strategy to help us grow and expand in China. Companies must be aware of the apathy that can prevent the corporate policies from changing quickly enough to meet strategic staffing needs in China. Looking ahead, I can see that companies have little choice but to adopt to the global view of staffing as discussed in this report to derive the best possible value from global expansion ventures. In the near, many computer companies will simply be one of a large number of multinationals engaged in global commerce in a world without borders where the parent company will be more of facilitator rather than a controller. Such a future will be driven by Human Resource policies that are both localized and well aligned with the goals of a global corporation.

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