International HRM

As the forces of globalization create a state of ‘boundarylessness’ and the world becomes more flat, several organizations have realized the need to tap new markets in order not to become obsolete. This has fuelled the appetite of several single-country organizations to go global. With such grandiose plans of global expansion comes a new set of challenges – managing expatriates, working in cross-cultural environments, different laws/legal frameworks, etc. This is where international HRM comes in.

Is your organization currently on expansion mode? Have you had an experience of setting up operations in a new country? Post your responses here. Join this community.

Inviting you to collaborate to collectively build our knowledge in the area of International HRM in the Communities section!

Chapter

Communities

The Case for a OE group in organizations & a OE body of Knowledge in HRD By R. Anand, Convener, OE Core Group, NHRDN; Amit Malik, Co-Convener; Dhananjay Singh, Executive Director, NHRDN;
The Case for a OE group in organizations & a OE body of Knowledge in HRD By R. Anand, Convener, OE Core Group, NHRDN; Amit Malik, Co-Convener; Dhananjay Singh, Executive Director, NHRDN;
The distance organizations need to travel from ‘Good’ to ‘Great’ depends a lot on their ability to deliver sustained business performance that creates a win-win for all key stakeholders. A key enabler to this is a robust Performance Management system that motivates employees to take stretch goals and reward them for the meaningful contributions.
Planning for talent – quality and quantity – and then attracting them is one of the constant challenges HR professionals face in today’s War for Talent. Does your organization have a formal manpower planning process? What are the recruitment channels you use most frequently? What recruitment metrics are used by organizations?