International HR Management Notes PDF

[International HR Management] Chapter 1: Human Capital Management - From Staff Administration to Strategic Human Capital Management - - Overview of the Main HR Processes - Disciplinary sanction - Recruiting - Advice - Coaching - Payroll - Bene...

[International HR Management] Chapter 1: Human Capital Management - From Staff Administration to Strategic Human Capital Management - - Overview of the Main HR Processes - Disciplinary sanction - Recruiting - Advice - Coaching - Payroll - Benefits - Talent - Metrics - Reporting - Training - Development - Policies - Legal - Mediation -  Chapter 2: Strategic Talent Acquisition and Talent Development - Hiring Process - Candidate Sourcing - Job requirement, type of contract, partnerships - Job Advertising - Firm, job description, expertise, skills... - Inclusive wording - Candidate Screening - IA, Key words - Interviews & Assessment - Expertise, experience, personality - Background Checks - Diploma, former experiences, criminal record, social media publication, references - Negotiation and Offer - Expectation versus benchmark - Contract - Standard clauses, specificities - On-Boarding - Welcome days, buddy program, probationary period - Key Attention Points for an Efficient Resume - DON'T - Don't lie, don't be too vague - Don't choose a picture that would be too personal - Don't write long sentences - Don't list non-relevant hobbies or personal information - Don't abuse graphic design - DO - Keep it short -- 1 or 2 pages max - Maintain your personal information up-to-date - Reverse chronological order - Use precise and non-standard key words to describe your skills and tasks in relation to the job you are applying to - IT and language skills -- be honest with your own assessment, use the European reference (A2, B1 or certification) - Add a link to your LinkedIn Profile if needed - Ask someone to correct potential mistakes and formatting - Tips for a Successful Hiring Interview - Be on Time - With a good connection - Inform if any issues - Know the Name of your Interviewer - Know how to spell it, and know about the company - Have a Pen and Notepad with You - Be Positive - Never slight a teacher, friend, employer or your university - Watch your Grammar - Tell the Truth - Everything can be checked - Be Prepared for Personal Questions - Interview is not Finished until it is Finished - Usual Personal Questions - Why do you want to leave your current position? - Do you have any questions? - What is the source of your motivation? - Are you pursing other hiring processes? If you have the choice, what would be the criteria used? - What do you have that the other candidates do not? Why should we choose you? - Are there any aspects of the position you do not find appealing? - What sort of salary are you expecting? - Tell us about a mistake you have made and what you have learned from it. - What are your areas for development? [Employment Contracts] - Types of Contracts - Fixed-Price and Cost-Plus Contracts - Time & Materials and Uni Pricing Contracts - Unilateral and Bilateral Contracts - Simple, Implied and Express Contracts - Fixed Term and Temporary Contracts - Unconscionable Contracts - Is there any obligations to sign written contract? - Contract of Employment does not have to be written form to be legally valid - It is required to provide each employee with a statement of written particulars of employment - Once the applicant has accepted the job, there is a legally binding contract of employment - The law does not require witnesses or a signature to make it valid - What really matters: an offer, an acceptance, consideration, the intention to create legal relations - Fixed Term Contract and Temporary Contract - What are the standard and compulsory clauses in a permanent contract? - Standard clause sets out the rights, duties and obligation s of both employer and employee that are not necessarily required by law, such as job title and description, non-competition agreements, benefits, etc. - Compulsory clauses are required by law to be included in an employment contract and ensures that the contract is in compliance with labor laws, such as salary, working hours, notice periods, etc. - These clauses differ in fixed-terms and in permanent employment contracts in the following ways: - Duration of Employment - In fixed term contracts, there will be a clear beginning and end date for the employment. The contract will be terminated at the end of this period (subject to renewal) - In permanent contract, the employment is indefinite so it will continue until the employee quits or is fired - Termination Clause - Both types of contracts have this clause, but in fixed-term, the provisions set out whether the contract can be terminated before the end period and whether notice is required before the contract ends earlier - In permanent contracts, it sets out provisions for termination and what the required notice period would be - Renewal Clause - This is only included in a fixed-term contract, as permanent contracts are indefinite and do not need to be renewed as they are on-going - Benefits and Entitlements - Fixed term benefits may be adjusted based on a shorter employment term - Permanent contracts generally offer full benefits, bonuses and other opportunities - Is it compulsory to have a probationary period in a labor contract? - There is no country where it is compulsory but many employers include a probationary period - It must be clearly defined in the contract - The probationary period allows both the employer and the employee to terminate the contract before that it was planned if things do not go as expected - In France, the probationary period is not mandatory but if there is one, conditions depend on the work in reference - For example, the duration can change and go from 2 months to 4 months depending on the qualification level needed for the job - GDPR: General Data Protection Regulation - Framework to protect user data and personal information - Sticking to the human resources and HR implication of the GDPR, we can have transparency and privacy notice that state what the HR will hold and keep of the employee data, how long we will need to be vigilant on how to protect it, developing a breaching response plan that should be clear, unambiguous - Forcing further training by the HR staff and employees on data protection - Considering the appointment of a data protection officer (DPO) - Claw Back Clause - These clauses allow employers to reclaim money already paid to an employee, usually in relation to poor performance, misconduct or breach of company laws - These clauses are included in the contract and are especially common in finance, where this behaviour can have a huge impact on the company and where bonuses could be extremely high - That's because these clauses can be applied only on the variable part of an employee income, such as bonuses, or benefits and not to the fixated part - Claw back clauses have become very popular after the 2008 financial crisis in order to enhance corporate social responsibility and reassure investors, especially in the case of top managers - Because these clauses usually include a penalty and extend their duration even after an employee has left the company International Mobility - Commuting Contract - A contract where an employee travels regularly to a foreign location while maintaining their home base - Generally on-going or periodic (i.e., weekly or monthly travel) - Meant to maintain a presence in the foreign location while avoiding permanent relocation - Short-term Assignment - Temporary relocation of an employee to another country for a specific project or task - Usually 3 to 12 months - Meant to complete a short-term project, provide expertise, or transfer knowledge - Expatriation Contract - A contract for an employee to relocate to another country for an extended period (long-term) - Typically 1 to 5 years or more - Meant to fill key positions in foreign operations, develop international expertise, or support strategic global objectives - Pros: - Greater control over employment terms - Possible additional benefits to compensate for the move - Cons: - More complex to administer due to international regulations - May be more costly due to additional benefits and allowances - Possible challenges in adapting to local customs, culture and laws - Local Contract - Pros: - Aligns with local labor practices and standards - May be more cost-effective - Can foster a sense of integration into the local workforce - Cons: - May offer fewer benefits compared to an expatriation contract - Can be subject to fluctuations in local labor laws In which situation is a short-term contract relevant for an international company? - Covering absences - Uncertainty - Like a trial season; when the company wants to expand but they don't know how the market will react to these changes - Temporary - Peak seasons, consultancies or limited time projects Chapter 3: Diversity & Inclusion [Diversity and Inclusion] - Understanding Diversity and Inclusion - Equity refers to providing equal opportunities to everyone and protecting people from being discriminated against; - Diversity refers to recognising, respecting and valuing differences in people. Encouraging and valuing diversity of background, experience and thought - Inclusion refers to the deliberate act of valuing diversity and creating an environment where everyone can share openly ideas, thrive and succeed - Equality assumes that all people should be treated the same - Types of Diversity - Gender - Sexual orientation - Identity - Skin color - Social origin - Genetic features - Ways of life - Political or other beliefs - Opinions - Family situation - Health status - Disability - Age - Actual or assumed membership o an ethnic group - Nation - Race - Minority or religion - Any other characteristic that could be subject to discrimination - Legal Framework - Anti-discrimination law: these laws prohibit discrimination on the basis of various characteristics such as race, religion, sex, age, disability, sexual orientation... i.e., Civil Rights Act 1941 U.S. - Affirmative Action: some countries have affirmative action policies that require employers or educational institutions to take proactive steps to increase the representation of underrepresented groups... i.e., board member's quota in France - Equal Pay Laws: laws exist to ensure that individuals are paid equally for equal work regardless of their gender, etc.... i.e., Equal Pay Act U.S., CRD V in Europe - Accessibility Laws: these laws mandate accessibility accommodations for people with disabilities, making sure they have equal access to employment - Diversity Reporting and Transparency: in some regions, some companies are required to report on their diversity and inclusion efforts, including workforce composition and policies related to diversity... i.e., UK, Europe - Harassment and Bullying Laws: laws exist to protect individuals from workplace harassment or bullying based on their protected characteristics. These laws often require employers to have policies and procedures in the workplace to address such issues - Barriers to Inclusion - 8 Major Biases in Management - Certainty - Being certain about things without thinking about other possibilities - Recentness/recency - Making decisions based on recent events rather than an entire history - Similarity - Thinking that people with the same background as you are the same as you or think the same way as you - 1^st^ impression - Assuming that your first impression of someone is how they are - Halo effect - Putting someone on a pedestal because they are charismatic or because of their personality rather than because of their skills - Negativity - Giving more weight to negative feedback received instead of the positive feedback - Confirmatory/Confirmation - Only accepting arguments/evidence that confirms what you already believe - Dunning Kruger - The less you know, the more you think you know - Talking more when you know less, where people who know more talk less - What can we do to avoid stereotypes and biases in recruitment/promotion process? - Focus on competencies - Knowing that first impression would be right... or wrong - Ask the right questions, ask explanation to avoid ambiguity and shortcuts - Communication is one expertise, not all - Take concrete notes and write feedback after the interview to avoid recentness effect - Analyse pros and cons -- ask yourself why I would be a good option and **why not**? - Ask for intention to understand behaviour.. avoid shortcuts and accept that things could be done differently - Listen... really! You do not know until you know and analyse things - Analyze things on a bigger time table - Performance has multiple definitions but objectives as defined only one. Agreement and communicate on SMART objectives - Allow yourself to be surprised - What are cognitive bias and stereotypes? - A stereotype is a 'generic pattern' - Stereotype is a fixed general image or set of characteristics that we all believe represent a particular type of person or thing - A cognitive bias is a 'brain shortcut' - Cognitive bias is a mechanism by which we process information by filtering it through our own likes, dislikes, experiences without rational or logical thinking - Stereotypes may lead to... - Less talent - Communities and conflicts people teams - Lack of firm's value recognition - Self-depreciation - Discrimination - Low performance - Understanding and managing the 5 Generations in the Workplace Business Case: Implementing a diversity and inclusion project relating to gender diversity 1. What do you consider to be the most critical issue? Why or why not? We consider the main issue to be the lack of female promotion at the senior/executive level due to the absence of a clear promotional policy. This is because during the feedback study, only 41% of women believed that the processes with regard to topics like promotion are clear. The Human Balance Sheet report show that, while there is an equal number of men and women being promoted, there are no women being promoted and recruited at the executive level and only a small number at the senior level. As a result of this, we expect employees may stay at one level/position for a long period of time and may expect higher pay, which explains why they feel remuneration packages are biased. 2. Complete a RACI Matrix considering the roles that each person can/should play in the different phases of your project. Phases Stakeholders ---------------------- -------------- --------- ---------------------- ---------- --- CEO HR Team Management Committee Employee Design Phase XX C R C I XX C A C I Approval Phase XXX R I A I Implementation Phase XX I R C A 3. Propose 3 initiatives to tackle the situation. Explain challenges and key success factors when implementing them. a. Establish clear channels of communication between the HR team/upper management and the employees to ensure that issues of perceived inequality are addressed and to ensure that complaints with current processes can be adjusted b. Create a policy and procedure for promotion that is clear and consistently applied, based specifically on experience and skills. c. Implement a Mentorship program -- pair competent and high-potential employees with senior executives to guide their career progression - When undertaking projects, it is important to consider fact vs. perception -- you can spend lots of time and money to develop initiatives and projects but nothing will change if there is still a perception within that he company that there is no issue - To change people's perception, you need to present them with the facts - Involving outsider stakeholders can help, as they hold the companies accountable to stick with their initiatives - Push for recommendations internally - There is no HR initiative without a connection to business and the main business goals of the company -- otherwise, no one will be motivated to support or participate in the project Five Generations in the Workplace - Gen Z - Attracted to companies with strong digital presence - Agile, well equipped to adapt - Flexibility, engagement - Make them feel seen respected and understood - Millennial - Work efficiently - Ongoing career opportunity - Collaborative work environment - Loyal - Updated workflows and resources - Generation X - Self-sufficient, self-reliant - Flexibility, ability to keep up with social progression - Have to earn respect - Prove you are competent and recognize the value of their role in the workplace - Boomers - Work hard, play hard - Grind culture, rigorous work ethic - Loyal and see their work as a reflection of themselves - Dedicated to their field - Silent Generation - Resourceful and thrift - "If it isn't broken, don't fix it" - Respects authority, follows rules - Loyal to jobs and career - Strong work ethic **Gen Z** **Millennial** **Gen X** **Boomers** **Silent Generation** --------------------------------- ------------------------------------- ---------------------------------------- -------------------------------------- -------------------------------------------------------------- --------------------------------------------- **Aspiration** Stability, security Financial freedom, work-life balance Work-life balance Stability, security, family, home ownership **Attitude at Work** Earning money to have freedom Job security, organized, respect hierarchy Respect authority, loyal **Attitude Towards Technology** Digital experts Digital Natives, smart phones Engagement with technology Engagement with technology when needed Do not engage with technology **Communication Preference** Social media, smart phone, messages Video conference, social media, mobile Online meeting, e-mail, face-to-face Face-to-face, phone call and email if required (last resort) Face-to-face discussions in the workplace Chapter 4: Performance Management in a Multicultural Environment The Culture Map by Erin Meyer - Methods of communication differ between cultures - Western countries -- cultures with low context (communication is accurate and clear) - Asian countries -- high context culture - more subtle and complication communication (reading between the lines) - Cultures with high context -- largely homogenous population (aware of subtle differences between communication, advanced skills in adaptation) - Cultures with low context -- more susceptible to immigrants (need explicit communication to avoid misunderstanding) - Balance between listening and speaking - Listen to purpose instead of what is actually spoken, and body language in HC - Vice versa with LC cultures, be as specific as possible - Most effective -- use a low context method - When giving negative feedback, it can be direct or indirect - Direct -- clear with feedback and criticism, no embarrassment with public feedback/criticism (absolutely, completely) - Indirect -- polite, mix negative and positive messages (rather/maybe), give criticisms away from public, individually - Understand the difference in society re differing views - Direct confrontation -- differentiate between the person and the idea where they disagree so disagreements do not affect people's relationships - Some societies believe there is a. strong relationship between people and their ideas so attacks on ideas are considered an attack on a person as well - Emotional Expression - Performing tasks - Linear way -- complete one task before starting another task, adherence to deadlines, flexible and subject to change - Resilient way -- ad hoc tasks, many tasks at the same time, appreciate the ability to adapt over coordination (parallel instead of linear), deviations and subgroups with new topics - Take into account how different cultures deal with tasks and plan your tasks/schedules accordingly Group 1 - Which issues are you identifying? - Issues with a foreign team member giving feedback and confronting other employees - What can explain those findings? - These issues can be explained by a difference in culture between the Dutch employee and the employees from other cultures. - Which biases are you identifying? - It appears that the Dutch employee is from a culture with direct confrontation and a direct method of giving feedback so this can appear hostile to an employee that is from a culture of indirect confrontation and indirect method of giving feedback - Which corrective measures could be implemented? - - Which one would you recommend?