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Part 1 Human Resources’ role focuses on multiple discipline areas that support its employees, managers, and business objectives. Globalized business models add a layer of complexity to company policies, benefit programs, staffing, data analytics, and social responsibility. HR professionals are either generalists or specialists who acquire diverse cross-cultural knowledge about topics that impact business practices. These individuals must develop competencies in international employment regulations, regional laws, and economic trends. As stewards of the company, HR must align its people strategies with its mission and vision. According to Stofkova (2020), “companies need to make steady progress to be better than the competition, and above all, to be able to respond flexibly to changing customer requirements.” They also need to adapt their people policies to the changing workforce climate. For cross-generational employees to co-exist in the same organization, processes must incorporate the various needs and motivations driven by diverse backgrounds, skills, knowledge, and abilities. Human resources are responsible for managing a broad range of programs that promotes cultural diversity and inclusion. Who is Responsible Depending upon the company’s structure, the people processes are owned by the local site, the regions’ HR team, or the global corporate headquarters. My HR experiences included an international consumer goods organization whereby my generalist responsibilities involved transactional activities and strategic initiatives. My role encompassed developing and facilitating customized safety training programs customized at a site level. In contrast, a corporate-wide Code of Conduct program was rolled-out for all employees. This example demonstrates that initiatives can vary between local and global HR units. Overall, globalization adds a layer of complexity to all aspects of human resources. As Milanovic (2017) states, “since the workforce is dispersed at different locations in the world and usually belongs to different cultural, educational, legal, political systems, traditional human resources management (HRM) requires some changes and often completely new activities.” No matter which location owns the processes, HR must consider and plan for diverse cultures and local legislation for all its functions, including staffing, reward systems, benefits programs, succession planning, and performance management. HR Competencies Making the right business decision is because of information received, analyzing data, and managing the knowledge gained from each geographic region. According to Davis (2010), there are necessary skills HR must possess, including “culture and change stewards, talent managers and organization designers, strategy architects, business allies, and operational executors.” HR professionals may not have expertise in all disciplines. For example, an individual may have experience in sourcing and identifying top talent. This is a strategic initiative vs. the transactional steps in expatriate relocation. All HR individuals must adapt to the company’s culture to regional norms and ensure ethical and behavioral standards for the function.HR and Manager Functions Human resources collaborate with business managers on people practices. Managers coach, train, and develop their direct team members. They lead their teams’ daily tasks, provide continual performance feedback, and support their career development. On the other hand, human resources deliver a high-level approach to training and development programs, performance appraisal systems and counsel managers to achieve results. Additionally, HR ensures consistency of legal and ethical practices, establishes comprehensive benefits and compensation plans, links HR practices to business objectives.Human Resources Accountability Due to changes in talent demographics, regulatory compliance, and enhanced technologies, human resources are accountable for adapting their practices to motivate employees. The top priorities are to source skilled labor, maintain costs and expenditures, develop the workforce for succession planning, and prepare and educate managers for the next generation. Stofkova (2020), emphasizes that “the success of a company is influenced by the quality of its employees, their approach to the tasks entrusted to them, their attitude towards the company, and their knowledge, which they use for the benefit of their company.” Human resources’ is responsible for staying abreast of global trends, influencing its leaders for success, and creating a workplace that empowers its employees to perform at their highest levels.Part II Where are the boundaries of HR?Any business that has an office in a foreign country will need to manage HR closely to advance their business in that market globally (Agarwal & Al Qouyatahi, 2017). Challenges to the HRM teams working globally would-be cultural differences, education, the political-legal system, human capital, and the economic system (Agarwal& Al Qouyatahi, 2017). For HR to be a useful and functional department, HR will need to take a bigger part in the business decisions. Muttagi states that HR will need to evolve becoming more business-driven, a strategic partner, an employee sponsor or advocate, and a mentor for the changes within the company (2016).How should responsibilities be distributed among local, regional, and global HR units? Why?When a business has expanded globally, it should have a global HR. Global HR should be the one to hire, recruit, training, and manage people at the local level. This is because at the local level the local labor market, and the needs of the local business will be mirrored in the local culture (Stephan, Walsh, Vahdat, & Walkinshaw, 2014). Globally the HR policy and tactics should focus on the integration of talent mobility. Moving employees around where they are most needed and can be beneficial to the firm (Stephan, Walsh, Vahdat, & Walkinshaw, 2014). This can work both ways of moving people to India or someone from India to the U.S. The global HR operating processes would place attention on talent programs to meet local country needs, managing talent processes and the technology used globally and building a global career development and training for several career directions (Stephan, Walsh, Vahdat, & Walkinshaw, 2014).How should human resources management responsibilities be divided between the HR functions and local managers? Why?It is the duty and obligation of the HR manager to make sure all the functions of the HR department run smoothly. There are many tasks and functions the HR department is accountable for, but the HR manager is responsible for them all. It is the HRM’s job to distribute out the tasks for the HR department to take care of and for managers to take care of HR overseeing the process. Processes such as recruitment, safety, employee relations, compensation, and benefits, along with training and development to name a few (Mayhew, 2018). HRM and their team will handle recruitment, compensation, and benefits and will contribute to decisions about training and development for the employees. However, when developing employees, the HR team is working strongly with the supervisors and upper leadership to make sure the company stays in compliance, but the development and training will fall to the local leadership team to coach, praise, develop and train. (Mayhew, 2018). This is due to the fact the leadership will be working more closely on a day-to-day basis with the staff and HR is more behind the scene. When discussing safety within the company HR’s main responsibility in this area is to make sure the firm follows federal guidelines (OSHA) and any laws and regulations of the country the business functions in. The HR department will put together the training needed and make sure all policies and plans are followed and in a place where everyone is aware of what to do (Mayhew, 2018). Employee relations will fall more to the leadership in each department. It will be the responsibility of the supervisors to meet one on one with their staff and maintain open communication to build trust. Also, the managers will be able to see firsthand how the employee performs at their job before HR would. Working with their team regularly will also allow the leadership to handle workplace issues and if needed bring HR in to come to a resolution. However, the supervisors will work for hand in hand with HR in many employee relations areas.ConclusionRoedder (2009) concludes operating global multinational companies seem to be successful and gaining profits due to integrating local requirements to the HR processes. Efficiency in all HR processes and policies is key to global success.part IIIWhat is the problem we are trying to solve? One of my favorite inspirational quotes is from Martin Luther King Jr., “the time is always right to do what is right.” Human Resources is faced with making daily decisions regarding ethical dilemmas. When confronted with these situations, HR needs to know what actions to take and how to conduct themselves as leaders. As a company representative, human resource professionals need to lead by example and set guideposts for appropriate work behavior. According to MacDonald (2015), “it’s clear HR can play a crucial role in creating and maintaining a culture that encourages people to do the right thing.” HR is at the ground level for establishing an ethical culture. Many aspects of employees’ roles can lead to wrong ethical decisions as it relates to finance, relationships, trust, technology, and communications. While developing an Ethics Policy can support the company’s principles by setting behavior standards, the priority is communicating the importance of acting ethically. Establishing the highest standards of professionalism, customer service, performance, and social responsibility will enable to company to achieve organizational goals. Bates (2012) believes “ethics cultures are declining, and employee’s perceptions of their leaders’ behavior are also going down.” Raising all employees’ awareness of how to handle ethical situations is imperative. How can we address the problem, develop a solution? As HR professionals, it is clear that the team must lead the charge in creating an ethical culture that is accepted and exhibited by all. Leaders can ask themselves if there are any potential legal issues in the organization and what do they expect from their employees. HR’s competency model emphasizes the necessity is to practice ethical leadership. One solution to establishing an ethical workforce is to build a diversified talent workforce that drives long-term success. Attracting top talent with diverse backgrounds and experiences, that reflects the customer base, will enable better business decisions. Additionally, today’s labor force is looks different than the past with less higher education degrees, enhanced technology aptitude, and less-skill sets for the growing economy. The struggle to acquire a qualified workforce is a challenge. Flexibility and incentives will bring new generations into the workplace who need to value the company’s ethical standards. Create talent management programs are essential; offering part-time hours, internships, and consulting opportunities that bridge the gap by filling crucial roles. Employees seek opportunities to grow and learn. Without career advancement, employees resign.What is the approach to implementing the solution to the problem? According to Jones (2016), “HR professionals need a global and cultural perspective not only to be effective in their roles, which require working with a diverse and possibly global workforce and labor pool and understanding the diversity of the organization’s customers and stakeholders but also to build this capability for the organization.” Empowering employees to voice their concerns will raise awareness to leadership. Human Resources has the ability to conduct investigations and interviews as employees reach out to the ethics reporting hotline about unethical behavior. The culture should also promote sharing issues directly with HR, distributing satisfaction surveys, and training managers to build trust and loyalty with their team members. By seeking employees’ feedback with an open-door policy, the organization can change its culture and take appropriate action for violations. According to Zeng (2020), “the free exchange of employees and their supervisors of ideas, suggestions, or opinions on work-related issues can be used to improve organizational performance.” Leadership can encourage employees to use their voice while holding managers accountable for establishing a trusting and ethical environment.What is the risk of doing nothing? Leadership must endorse a culture of ethical behavior. According to Harrison (2008), “a key element in enabling culture – an organization’s beliefs, attitudes, values, and traditions.” With today’s shortage of skilled labor, both employer and employee must devote energies on creating and sustaining an ethical environment for all. Not filling critical positions with talent that follows the values of the organization will leave customer needs unmet. Clients may take their business to competitors. Creating jobs for the future and a trained labor force is essential. To retain quality and top-performing talent, companies must develop innovative incentive programs to mitigate turnover. These programs must adhere to local regulations and administered in an equitable manner. There is a cost associated with turnover. For example, loss of knowledge transfer, damage to client relationships, replacement hiring, training, lower team morale, and loss of productivity. Employees who do not feel a sense of belonging, job satisfaction in a diverse and ethical environment to thrive, will leave the organization. Diversity has an impact on the company’s revenues and growth potential. What is the business value? All leaders must set the standards for appropriate and professional behavior. This applies to employment discrimination, code of conduct, ethical business practices, compensation, and training. The risk of not complying can come at high costs to the business and harm its reputation. Every aspect of the company can be impacted, such as supply chain, employee relations, security, technology, and communications.Summary According to Ward (2019), “top leadership – from the CEO down – must make the business case for diversity and inclusion.” In the absence of ethical standards from leadership, employees distrust the company’s decisions and lack of transparency, which leads to disengagement and turnover. All employees need to adapt to the changing diverse environment and evolving customer needs. Working in an ethical manner by embracing the company’s core values is the right thing to do. Appreciating everyone’s differences and enabling the diversity of thought and innovation, will lead to organizational success.part IVDirector, As you know, I have been tasked with researching a potential area that would provide an answer to our company’s expansion needs. The decision that has become clear with research is the development should be in India. Over the past decade, India has seen overwhelming growth and modifications in politics, diplomacy, and digitization throughout the country. 1India has managed to bring many of their countrymen out of poverty, and their middle class can purchase more than ever before. This country is now the third-largest market for cell phones and the sixth-largest in the automotive industry. Also, they seem to employ over 4 million people and over 10 million indirectly in their software industries. 1 Although India is now one of the world’s largest economies, they have close to half of their population in the under 25 range looking for work.1 Having a large pool of applicants with different skillsets and are trainable can benefit our new branch that can become thriving.Although it can be difficult to outsource personnel, the diversity that it will provide the branch in India will profit from this business culture. Outsourcing employees to the India branch will add experience and skilled staff to the India employees. I know there is a concern of possible miscommunication and/or confusion, but the reward for their input and expertise will be profitable with the right personnel. This will give the native employees a point of contact, someone they trust and respect, thus keeping the staff’s productivity will continue to work effortlessly. 2 A diverse staff encourages creativity, productivity, and innovation due to different backgrounds, experiences, and individual personalities. A diverse workforce will stir other talented individuals to desire to work for the company. 2 Outsourcing personnel will be someone that can teach others what the company goals and visions are with a passion a new hire would not have. This will motivate the staff since they will understand how they work; they contribute to the overall company goals.2An organization that does not have discrimination issues is an organization that cultivates diversity. A workplace that incorporates differences in its staff is attractive to current employees. At the same time, enticing top applicants.2 This type of company culture will allow employees to embrace each person’s personality and backgrounds, be more productive, and less likely to leave the company. Reducing the cost of turnovers.2 AXIOS HR (2020) states that a diverse workplace brings a competitive advantage when it acknowledges diversity and creates an environment of inclusion, where the staff all work to reach a common objective or goal all will feel the company and their managers support them. The results are more productivity, commitment, and satisfaction with their jobs and the business. 3 With this type of satisfaction and commitment from employees, an increase in profits will benefit this type of environment. As the business prospers, the company’s market shares will increase, allowing a larger payout to stakeholders.Outsourcing personnel to India is a good business strategy. In today’s marketplace being so competitive, outsourcing globally will be cost-effective. This will give out the company and the products we offer to get to other markets quicker but at a lower cost. 4 By placing the office in India, the business can produce quality work saving the company almost 60 percent in labor costs. Forming an extension of the business and how it runs. Since India is in another time zone, it will seem the business functions almost around the clock. Employees in India will also add to the skill sets the company needs to continue to be successful. With the extension in India, our company will expand our brand and increase the customer base, which brings in more profit for the company. 4 Allowing the firm to be more competitive in the global market.In closing, an expansion into India would be the advantage the organization has been looking for without costing the company large sums of money. Although the financial aspect of outsourcing will have a cost, in the beginning, the long-term outlook will provide more profits and talent to the business.
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