HR in a New Avatar

Constant networking between employees from geographically dispersed offices is what, business operations of global organisations survive on. We will talk about what role HR has to play in the scenario of Mergers and acquisitions and also while a person is being relocated.

As MNCs with offices dispersed across the globe assume global characteristics, one crucial factor that assists their business operations is constant co-ordination and networking between employees of these geographically dispersed offices. Coordinating between globally scattered offices may not necessarily be an easy task. But with HR taking charge of the situation, things tend to fall in place in a smooth and effective way.


The main challenge in co-ordinating within a global organisation, is to be able to blend the ethos and the culture between the geographically dispersed business units. HR managers play a significant role in co-ordinating the above.  The challenge in blending is, when the client is transitioning its business to India, how do you ensure a feeling of seamlessness between the two geographically detached organisations.

This global seamlessness can come only with a clear understanding of macro level economic, sociopolitical and legal issues. Within a global network construct, the human resource managers not only maintain the tangible network design elements, but also the social infrastructure and human activities and envision relations. There is a need to keep a constant track of industry trends, growth and outsourcing; so as to be able to anticipate manpower demands.


HR’s integration skills are considerably valued in the service business because they are the first point of contact for the client. The fundamental platform on which outsourcing business is done is on the demonstration of potential to its client. HR plays a key role here in getting an in-depth understanding of the client’s work culture and to identify that synergy where both units can work together.

Once the business comes to the company, proper care is taken in two aspects. One, take a close look at the client’s HR department and check if the manpower planning process blends with theirs’ and then understand what kind of skill set they need, the pattern they follow and then adapt the same in the Indian context. Any loophole in the performance of the above role might lead to drastic business consequences. For one, starting on a bad note with the client might lead to gaps in terms of delivery, client dissatisfaction and even disengagement. Leveraging value proposition in attracting talent is very important, else it might result in recruitment of less competent mid-level and senior managers.


Concepts like employee empowerment, which were unheard of in India, are actually being initiated and implemented. Companies are providing lot of autonomy to individual teams while choosing their managers, peers etc. Another interesting development is the dwindling ‘entitlement mentality’ of Indian workers. In the West, when a worker is paid, he is expected to bear all his expenses within the given salary. Conversely, in India, the workforce feels that they should be separately entitled to all costs that they administer, while on the job. This creates a lot of problem when an Indian employee is hired on a US compensation package. To solve this, HR managers before transferring an employee to the US, clearly state that ‘perks’ would no longer be there as compared to what they get in India. This helps in reducing ambiguity.


The only mantra to creating a global connect is ensuring that they are able to share a common mindset. The first step towards this is closely coordinating with the global HR counterparts. For instance, if someone is being sent to UK, it is not only imperative to clearly communicate the exact purpose of the trip but also the exact role that the person is required to play.


Firms competing in a global market place, and organizations are to survive and prosper in the modern world of rapid change, they need to be more flexible, faster-moving and faster-learning than before. For that firms are implementing special global training programs, the reason for doing to avoid lost business due to cultural insensitivity, improving job satisfaction and retention of overseas staff and enabling a newly assigned employee to communicate with colleagues abroad. Providing training for employees not only helps them develop their skills and knowledge, but it is also motivational and a building block to organisational success. Global training programs opt for prepackaged programs. (Gary Dessler).

• Executive Etiquette for Global Transactions: This training prepares managers for conducting business globally by training them in business etiquette in other cultures.

• Cross Cultural Technology Transfer: It is very important to show how cultural values affect perceptions of technology and technical learning.

• International Protocol and Presentation: The correct way to handle people with tact and diplomacy in countries around the world.

• Language Training: Language training delivered by certified instructors, usually determined by the learner’s needs.

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