HR Management in International Companies
- Describe the different activities and practices for international human resource management (IHRM).
- Explain the importance of culture and institutional legal context to IHRM.
- Discuss the peculiarities of teams, networking, and the needs for learning in international companies.
- Study and apply people science methods adjusting them to the IHRM practices.
- Study and apply people's science methods adjusting to HR strategies.
- Demonstrate the ability to make managerial decisions and evaluate their consequences for IHRM issues.
- Demonstrate the ability to manage and implement various HR activities to reach the company goals in the global context
- Formulate tasks and develop HR business processes for multinational companies in the global context.
- Demonstrate the ability to develop and support programs for organizational development in the global context.
- Topic 1. Integrating People, Process, and Context Issues in the Field of International Human Resource Management (IHRM).Introduction to IHRM. Morgan’s Model of IHRM. Countries and employees involved in International HRM. Factors Affecting International HRM. The comparison of IHRM and domestic HR practices. Expatriation. Culture shock and adjustment to the international organizational environment. Learning objectives for the seminar: -Talk about workforce diversity. -Discuss characteristics of an international HR manager. -Display group presentations.
- Topic 2. Managing Key Staff Groups and Individual Processes in International Organizations. National Difference, Culture and IHRM.Globalization and International HRM. Impact of culture on IHRM. Handling Difficult People at Work. Classification of Difficult People. Repatriation. Difference of Repatriation from Job-Related Transfers. Phases of Repatriation. Learning objectives for the seminar: -Identify the culture differences/similarities between Russia and another country of student choice through the lens of IHRM practices (learning and training, perception and motivation, leadership, handling difficult people, and teamwork). -Discuss the responsibilities of the international organizations for managing effective repatriation/expatriation. -Exercise Case: Anil’s Dilemma employee development.
- Topic 3. Organizational HR Framework and Change ManagementBuilding a Robust Organizational Framework. Change Management. Change Models. Implementing Change. Reasons for Resisting Change. Overcoming Resistance to Change. The Role of Change Agents in Leading and Facilitating Change. Learning objectives for the seminar: -Discuss the role of HR in leading change under an international context. -Exercise Case: Overcoming barriers to implementation of Agile management at a Leading Russian Pharmaceutical Company.
- Topic 4. Workforce Planning and Attrition ManagementWorkforce Planning in the International Context. Objectives of International Workforce Planning in the Global Perspective. The Process of Workforce Planning. Challenges of International Workforce Planning (Population Characteristics. Labor mobility. Brain drains and job export). Reasons for Attrition. Modes of Attrition. Attrition Planning. Learning objectives for the seminar: -Exercise Case: Attrition Analysis at MX. -Article discussions about attrition rate in international companies.
- Topic 5. Acquisition of Human Resources and OnboardingSources to acquire employees in international companies: internal & external. Staffing with expatriates or international assignees. Position profile. Selection approaches and methods. CBI (Competency Based Interview). Assessment. Rich-Media Simulations. Recruitment analytics. Benchmarking. Onboarding. Learning objectives for the seminar: - Exercise case. Recruitment analytics analysis. What are the company challengers, and what actions make your offer to address them? - Discuss the role of HR in the acquisition of Human Resources for foreign assignments, recruitment approaches and methods. - Discuss criteria to select candidates for foreign assignments. Prepare the common list of criteria. - Discuss the trends of the future in global business: which of these do you anticipate to become more important in 21 century: permanent employees; external services; virtual/cross-border teams; or independent contractors? Why?
- Topic 6. Performance Management and Rewards.Prerequisites for Performance Appraisals. Process. Content. Measurements. Personal Development Plan (PDP) as a part of Performance Management (PM). Quality assurance & administration of Performance Management. Rewards: global remuneration and international assignment (IA) compensation. International remuneration systems elements, issues and challengers: organizational framework, jobs architecture and grades, pay ranges; salary components, allowances & benefits. Global/local Benchmarking. Salary & Performance. Salary administration in international companies. Learning objectives for the seminar: - Discuss key elements of Performance management: process, content and role of HR. - Discuss the key principles, elements, issues and challenges of Reward systems in international companies and the difference between global remuneration and international assignment compensation. - Define elements of remuneration systems that might be global /local. - Define reward elements linkable / not linkable to Performance management results. - Exercise case: study on remuneration.
- Topic 7. Global Talent Training & Development. Succession & Careers Planning.Learning as a key competence for the global organization. Training/Development Needs analysis (global, local, individual levels). Integrated learning/development solutions. Kirkpatrick’s Model of Learning Evaluation. Knowledge management/best practices sharing. Global leadership skills. Global mindset. Evaluating potential. Talent pool. Succession Planning and Career paths. Cross-cultural preparation & training for international assignees. Coaching & Mentoring. Talent analytics. Learning objectives for the seminar: -Discuss Global Mindset, what it means, why it is important for Global Leadership, how it can be developed. -Discuss methods to evaluate potential. -Display group presentations on the cross-cultural program for international assignees coming to Russia.
- Topic 8. Organizational Development. Values, leadership and Change in the 21st century. Employees Engagement.Spiral Dynamics: Mastering Values, Leadership and Change. Key characteristics differentiating levels of organizations. Global potential of self – organized teams. Employees Engagement. Global approach. Best Practices and Measurements. Employer brand. Learning objectives for the seminar: -Discuss differentiating criteria and examples of organizations of levels based on values. -Discuss why engagement of employees is important, what is the impact of employees’ engagement on the Employer brand. -Exercise Case: analyze outcomes of employees’ survey of an international company and suggest improvement actions.
- Exam via LMSThis is a multiple-choice, yes/no, and fill in the blanks type of exam with 30 questions (up to 2 marks for each positive answer). No negative marks for wrong answers. Students take this exam individually. Total time: 60 min. Total questions: 30.
- Individual assignment: an interactive dashboardThis individual assignment includes two files: an interactive dashboard prepared in Excel or Power BI and the recorded presentation. Both files must be uploaded to LMS not later than the deadline agreed at the beginning of the course and set at LMS. No grades will be given if files are not uploaded to LMS.
- Group presentation 1Group presentation 1 titled “What is the profile of the international HR manager in comparison with the domestic HR practitioner”. The group should be no more than four members. The file with presentation must be uploaded to LMS following the announced deadline.
- Group presentation 2Group presentation 2 titled “Cross-cultural program for international assignees coming to Russia” The group should be no more than four members. The file with presentation must be uploaded to LMS following the announced deadline.
- Case study analysis and in-class participationCase study includes a variety of group assignments given to complete at home or in class during the seminars. There are five case studies in this course (0.06 for each).
- Interim assessment (1 module)0.3 * Case study analysis and in-class participation + 0.2 * Exam via LMS + 0.15 * Group presentation 1 + 0.15 * Group presentation 2 + 0.2 * Individual assignment: an interactive dashboard
- Murali Chemuturi, & Vijay Chemuturi. (2019). Managing People at Work : A New Paradigm for the 21st Century. River Publishers.
- Paul Iles, & Crystal L Zhang. (2013). International Human Resource Management : A Cross-Cultural and Comparative Approach. CIPD - Kogan Page.
- Briscoe, D. R., Tarique, I., & Schuler, R. S. (2012). International Human Resource Management : Policies and Practices for Multinational Enterprises: Vol. 4th ed. Routledge.