Mentoring or On-boarding process: Every company desires to have updated human resources at each level of the organisation. This update can be regarding the company's processes, broad business understanding, technical knowledge, safety policies, local and national laws pertaining to one's work area. Companies generally initiate mentoring or on-boarding process for newly hired professionals or the promoted individuals. Mentoring topics are generally not same for each employee, although basics can be same like communication, company's products or services; advanced mentoring program can differ for an engineer and an accountant.
Employees going to an offshore location with their families should be acquainted with the local or national laws and regulations with respect to the general business activities, technical know-how, accounting methods or principles, safety regulations and policies, industry and labor laws etc. Since employees are relocating with the families, on-boarding process should also cover about the locality where the employee will be shifting like a local point of contact for accommodation, near-by healthcare or education facilities etc. Mentoring or on-boarding process should also cover basic travel related points such as required identity documents, amount of cash in foreign currency one can carry etc.
Compensation and benefits: Designing compensation and benefits for an offshore employee is not as easy as it may sound. Foremost, Human Resources of any organisation should understand the local or national payroll and compensation related laws and regulations, local or national taxation rules, etc. Compensation and benefits for offshore employees should contain thoughtfully considered hardship allowance, insurance coverage, housing allowance, initial family assistance like finding jobs for spouse, schooling for child. The terms like hardship allowance, housing allowance, etc in compensation for offshore employees are not mandatory, it depends upon the management of the company whether or not to include these. Cost-of-living is also a part of compensation and benefits provided to offshore employees, it is basically an index which is used to compare cost to maintain a certain standard of living across multiple geographies.
Strategic practices of HRM in an international post-acquisition process: HRM strategies generally differ from industry to industry. An investment firm acquiring international company, or a hospitality company acquiring an international hotel will employ different HRM strategies. Merging two companies or businesses - domestic or international, often puts stress on HR personnel. Merging of companies mostly creates confusion among employees on many aspects like communication, organisational hierarchy, information sharing, etc. HRM should develop strategies in order to improve personal and professional relationships among employees of different companies. This can be done by laying a framework on organisational hierarchy - who will report to whom, improving communication channels between departments or businesses, maintaining a uniform culture, retaining key personnel, taking a regular feedback from employees of both the organizations in order to improve business processes.
Key issues in international industrial relations in today’s international workforce: Industrial relation refers to the relation between an employer or management and employees or workers in an industry. International Industry Relations (IIR) refers to the relation between employees of different nations, employers employing foreign citizens, trade unions of workers of same organisation based in different nations, company's home and host governments, etc. Some of the key issues in IIR today are power tussle between headquarters and foreign subsidiaries as to who has control and to what extent over the business activities, managing trade unions - every country usually have their own trade unions, thus companies need to carefully encounter and counteract any agitation by employees of a certain nation which may have an impact on other international facilities or subsidiaries, like workers in one country going on strike over increments in wages.
Multinational performance management criteria at the global and local level: Performance management is basically an assessment of an individual's, or a subsidiaries' performance. This is done by management of an organisation in conjunction with Human Resources team (HR) of the organisation. Performance management criteria for both global and local level consider parameters like training provided - local employees may be more better trained and up-to-date as compared to their offshore peers or employees working in foreign subsidiaries, regional stability - political and economic stability in the region, support from headquarters. At times management or HR generally face problem when it comes to define the performance as it may mean different to the employees in local office as compared to foreign base.
How would you: Develop a mentoring or on-boarding process for employees going to an off-shore four...