International/Global HRM

2. Framework for Analyzing Impact of Globalization on Industrial Relations

3. The employers' strategy in the area of employment relations
must focus on achieving:
1. Appropriate attitudinal and behavioural changes, not
only at enterprise, but at other, levels;
2. A modern policy, legislative and institutional framework
which ensures an effective industrial relations system;
3. Compensation systems linked to enterprise performance;
4. A more literate, skilled and adaptable workforce, which is
capable of experimentation and innovation;
5. More flexible forms of work organization and
management; and
6. Culturally-sensitive management strategies, as firms
invest within and beyond the region

4. 1. Multinationals should delegate the management of labor relations
to their subsidiaries. Subsidiary managers should maintain the peaceful
interactions between the employer and the employees in the context of
host country’s rules & regulations.
2. Multinational managers should set up international human
resource management approaches according to the national
conditions of each subsidiary.
3. Multinational managers should have some prior experience in labor
relations. Specially to deal with labor unions at industry level rather than
at firms level. For Europe The opposite is more typical for U.S. firms where
firm based labor relations policies are norms.
4. Multinational management attitudes or ideology concerning unions
must play an important role in international labor relations.
MNC’s and Unions : aspects concerning IR needing changes in approach

5. 5. International human resource managers should
understand international regulations and applying those
to labor relations such as those developed by EC, ILO, and
OECD, and they should have versatile knowledge about the
global environment and the international labor regulations
6. Multinational human resource managers should analyze
labor relations issues that are common to all countries.
They should conduct an analysis of the labor relations and
practices in each of the counties within which the MNC operates
and develop a standard policy which is applicable irrespective of
all countries throughout the world.

6. Employee Engagement

7. Employee engagement is defined as “the level of an
employee’s psychological investment in their
organization.”
The concept of employee engagement is often confused
with satisfaction or happiness.
The Employee Engagement Studies measure employee
engagement with a Say, Stay, Strive model. Employees are
asked:
• If they “Say” positive things about their organization and
act as advocates
• If they intend to “Stay” at their organization for a long
time
• If they “Strive” to give their best efforts to help the
organization succeed

8. 1. Employee Value Proposition (EVP),
2. Reputation,
3. Career Opportunities,
4. Collaboration,
5. Diversity & Inclusion,
6. Empowerment/Autonomy,
7. Enabling Infrastructure,
8. Learning &Development,
9. Manager,
10. Performance Management,
11. Rewards & Recognition,
12. Senior Leadership,
13. Talent & Staffing,
14. Work Fulfillment, and
15. Work Life balance.
Dimensions that are critical to having an effective workplace

9. The relationship between culture and Engagement

11. Engagement status for 2008/09/10

12. Net Promoter Score (NPS) is a metric for assessing customer loyalty for a company's brand,
products or services. Many companies use NPS as part of their customer relationship management
(CRM) strategy
Employee value proposition means creating a balance of rewards and recognition in return to an
employees performance at workplace.
For 2015

13. Employee engagement in China and India, has risen the most over
the last year ,in Asia region. Employees are more likely to Say, Stay,
and Strive. The “Say” dimension rose by three points, “Stay”
rose by three points, and, most remarkably, the “Strive” dimension
rose by five points. That means that companies in the region will
have an easier time attracting, retaining, and getting best efforts
from employees.
That isn’t the only good news. Of the 15 different workplace
dimensions tracked in the study, the region did not have a single
dimension that trended negatively.
The dimensions with the greatest improvement are Rewards &
Recognition and Work Life Balance which both have six point
improvements to 57% and 69% favorable, respectively. Another
critical dimension with positive movement is the perceptions of
Senior Leadership which went from 60% to 64% favorable.

16. Any Questions
Thank you