HR global context - Patricia Levanti - 2009 1....

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Patricia Levanti - 2009
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1. Introduction: HR management historical background 2. The evolution of corporate international development and its impact on HR management 3. The major assignments of global HR management 4. Detection, selection and hiring of candidates across borders 5. Managing expatriates overseas 6.Performance management in a global context
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Until the 70s : no international HR management WHY ?? During the 80s : development of the first international HR departments per area WHY ?? Since the 90s : definition of a global HR strategy WHY ??
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A/ The different steps of a company development abroad B/ The criteria influencing a global HR policy C/ HR management in the value chain
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A/ The different steps of a company development abroad 1. From the native country 2. Setting up overseas 3. Going global
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The domestic SME Intermediaries (trading companies, brokers) Selling through an agent NO STAFF ABROAD
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Through buying offices in France (BtoC) Direct sales (BtoB) Through distributors / importers / wholesalers NO STAFF ABROAD
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A salaried agent A representation office / a branch A subsidiary (distribution, assembly, production) A joint-venture EXPATRIATE STAFF INTERNATIONAL COMPANY
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The multinational company Parent company: finance, marketing, R&D Subsidiaries: autonomy in operations, local adaptations STAFF MOBILITY
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The transnational company Cultural convergence Global integration and local adaptation Market harmonization LOCAL and CORPORATE STAFF
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The global firm Regional headquarters Business units Global integration LOCAL MANAGEMENT WITH REPORTING
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Lack of responsiveness Inadequate offer Too much control Risk of adverse impact on the global strategy No optimization of the value chain Too much autonomy
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Buys, imports and sells More autonomy (multidomestic approach) Distribution subsidiary Vertical integration More control, part of the global strategy Industrial subsidiary
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Social Legal Financial Cross - cultural Psychological
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Nationality Maturity Activity Strategy History
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Size Structure Organization Culture Management style
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INFRASTRUCTURE HUMAN RESOURCES DEVELOPMENT TECHNOLOGY DEVELOPMENT PROCUREMENT Inbound logistics Operation Outbound logistics Marketing and sales Service P R O F I T M A R G I N
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The HR Marketing plan “Employer strategy” “Attractiveness concept” Action plan Assessment
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http://www.capcampus.com
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Talent Building, the cornerstone of AREVA's human resources policy Talent Building refers to human resources development policies, process and tools across the group, and embodies AREVA's human resources commitments: People Reviews Assessment and performance interviews Career committees Mobility Training
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A/ 3 types of staff B/ 3 types of countries C/ 3 key roles
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Mother country nationals (Expatriates) Host country nationals (A French engineer in the French subsidiary of a Japanese group) Third country nationals (A Belgian engineer in the French subsidiary of a Japanese group)
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1 .
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This note was uploaded on 06/04/2009 for the course HUMAN RESS none taught by Professor Levanti during the Spring '09 term at Pôle Universitaire Léonard de Vinci.

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HR global context - Patricia Levanti - 2009 1....

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