Page 255 - DMGT548_GLOBAL_HRM
P. 255

Global HRM




                    Notes
                                          Example: Philips Electronics N.V. gives each country subsidiary a target number of
                                   people  to  bring  through  the  ranks  for  international  experience.  Some  go  on  to  lengthy
                                   international careers; others return to home base, where they then command more respect, both
                                   in the business and with government officials, as a result of their international assignments.
                                   8.  Advertise your posts internally: Run your own global labour market. In a large company,
                                       it is hard to keep track of the best candidates. For this reason, companies now advertise
                                       many of its posts on its worldwide Intranet.
                                       Routine internal advertising has many advantages in that it:

                                           Allows a competitive internal job market to function across nationalities, genders
                                            and other categories.
                                           Shows ambitious people they can make their future in the company.

                                           Makes it harder for bosses to hide their leading lights.
                                           Attracts high-flyers who may be ready to jump ship.
                                           Helps to break down business-unit and divisional baronies.
                                           Reduces inbreeding by transferring managers across businesses and divisions.

                                           Gives the rest of the company first pick of talent made redundant in another part of
                                            the world.
                                           Solidifies company culture.

                                           Is consistent with giving employees responsibility to manage their own careers.
                                       There are also certain disadvantages to this practice: Line managers have to fill the shoes
                                       of those who move; a central arbiter may need to settle disputes between departments and
                                       divisions, and applicants not chosen might decide to leave. To prevent that, disappointed
                                       applicants should automatically be routed through the career development office to discuss
                                       how their skills and performance mesh with their ambitions.



                                     Did u know? IBM used to hire only from the inside, but five years ago it began to recruit
                                     outsiders —  including those  from  other  industries —  to broaden  thinking  and  add
                                     objectivity. Unilever is large enough that it can garner a short list of three to five internal
                                     candidates for any post. Yet it still fills 15 per cent to 20 per cent of managerial jobs from
                                     outside because of the need for specialist skills and because of the decreasing ability to
                                     plan where future growth opportunities will occur.
                                   9.  Institute succession  planning: Every manager in  a  lifeline job  should be required  to
                                       nominate up to three candidates who could take over that post in the next week, in three
                                       months or within a year, and their bosses should sign off on the nominations. This should
                                       go a long way toward solving succession questions, but it will not resolve them completely.
                                       The problem in large multinational companies  is that many of today’s successors may
                                       leave the company tomorrow. In addition, managers name only those people they know
                                       as successors. The chief executives of many multinational companies keep their succession
                                       plans — if they have any — only in their heads. This seems to overlook the harsh realities
                                       of life and death. A better approach is that of one European shipping magnate who always
                                       carries a written list with the name of a successor for the captain of every boat in his fleet.
                                   10.  Challenge and retain your talent: Global  networks that transfer  knowledge and good
                                       practices run on people-to-people contact and continuity. Executive continuity also cuts



          250                               LOVELY PROFESSIONAL UNIVERSITY
   250   251   252   253   254   255   256   257   258   259   260