Page 181 - DMGT548_GLOBAL_HRM

Global HRM

Notes Global Policies and Frameworks
Global policies and frameworks are required to ensure consistency, rigour, global
governance and risk management, however these are challenging given the cultural,
legal and social environments Barclaycard International operates its global processes on
an exception basis – such that even if the activity is culturally uncomfortable, the policies
establish explicit guidance and global protocols that make it clear what must be done,
unless it is illegal to do so. There are a number of Group-wide global standards to which
Barclaycard International must adhere. One such example is the new global
pre-employment screening policy, a subset of the global resourcing policy. With the
increasing need for control monitoring processes to be well established (Sarbanes Oxley),
Barclaycard International needs to manage its business risk by conducting rigorous levels
of due diligence on potential employees. Certain requirements of the new Group-
framework cannot be met due to legal constraints and others are difficult to meet due to
local cultural and social constraints which cannot be ignored.
Barclaycard International has a challenging and rapid growth strategy. If it is to be as
successful as its stated ambition, the need for a truly global approach to doing business
will become ever more apparent. In support of this, the HR function has an exciting,
interesting and challenging agenda to deliver in the next few years.
Questions
1. Explain to the rest of the group how, in what ways, developments in the following
help Barclaycard International’s HR function assist the process of internationalisation:
(a) Expatriate management
(b) The process of creating new in-country operations
(c) Changes to the supporting HR processes

(d) The changing role of HR Business Partners and other central co-ordinating
roles
2. Looking across the case study, and the sequence of HR issues that have to be managed
during the internationalisation process, is there a pattern to the decisions that have
to be made as to which HR processes need to be managed at a global level or co-
ordinated in country?
3. What tensions will exist between local Business Partners and central co-ordinating
roles in managing talent on a global basis? Have they got the balance of
responsibilities right?
4. What are the implications of using a multi-cultural workforce in a domestic setting
to help assist subsequent international expansion?

Source: http://www.lums.lancs.ac.uk/files/10045.pdf
9.6 Summary

 Standardisation of work practices involves behaviour modification through corporate
training programmes, staff rotation, rewards and promotion, most of which fall into
ambit of the human resource function.
 Ownership and control are factors that need to be taken into consideration while MNCs
opts for the standardisation of work practices.
 Mode of operation is a consideration for HCN employment.

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