First, employers engage in three best practices so that the global human resources system they eventually develop will be acceptable to their local managers around the world. These best practices include:
Remember that global systems are more accepted in truly global organizations. The companies and all their managers think of themselves as global in scope and perspective and all or most functions and business units operate on a truly global basis. For example truly global organizations require their managers to work on global teams and identify and recruit and place the employees they hire globally. As one Shell manager puts it If you’re truly global then you are hiring here [the United States] people who are going to immediately go and work in the Hague, and vice versa. This makes it easier for managers everywhere to accept the global imperative for having a more standardized human resources management system.
Investigate pressures of differentiate and determine their legitimacy :Human resource managers seeking to standardize selection, training, appraisal compensation or other HR practices Worldwide will always meet resistance from local managers who insist you can’t do that here, because we are different culturally and in other ways. Based on their research these investigators found that these differences are usually not persuasive . For example, when Dow wanted to implement an online employee recruitment and selection tool in a particular region abroad the hiring managers there told Dow that there was no way their managers would use it. After investigating the supposed cultural roadblocks and then implementing the new system what we found is that the number of applicants went through the roof when we went online, and the quality of the applicants also increased.
However the operative word here is investigate – do not try ramming through a change without ascertaining whether there may in fact be some reason for using a more locally appropriate system. Carefully assess whether the local culture or other differences might in fact undermine the new system. Be knowledgeable about local legal issues, and be wiling to differentiate where necessary. Then, market test the new method.
Try to work within the context of a strong corporate culture
Companies that create a strong corporate culture find it easier to obtain agreement among far flung employees when it comes time to implement standardized practices worldwide. For example Procter& Gamble has a strong corporate culture. Because of how P&G recruits, select trains and rewards them, its managers have a strong sense of shared values. For instance Procter & Gamble emphasizes orderly growth and its culture therefore encourages a relatively high degree of conformity among managers. New recruits quickly learn to think in terms of we instead of I. They learn to value thoroughness, consistency, self discipline and a methodical approach. Because all P&G managers worldwide tend to share these values they are in a sense more similar to each other than they are geographically different having such global unanimity makes it easier to develop and implement standardized human resources practices worldwide.
Implementing the Global HR system:
Finally, in actually implementing the global HR systems, several best practices can help ensure a more effective implementation.
Remember you can’t communicate enough: For example There’s a need for constant contact with the decision makers in each country as well as the people who will be implementing and using the system.
Dedicate adequate resources for the global HR effort: For example do not expect local HR offices to suddenly start implementing the new job analysis procedures unless the head office provides adequate resources for these additional activities.