Running Head: GLOBAL HUMAN RESOURCE 1

Global Human Resource Development Strategy

Name

Institution
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Introduction

Business organizations across the globe yearn to excel through expansion of their

activities. Randstad Canada is a company on a tremendous growth trend, the company is opening

up to the international market. Going into Dubai is a positive move for the growth of the

company. However, it is important to acknowledge the fact that company must put structures in

place to steer smooth expansion. In most cases, people will concentrate in the financial

requirements or the presented budget of the company. However, it is important to take note of

the human resource aspect. Going international or gaining entry into a foreign market present

major challenges terms of authorities and human resource elements. Top the matters of key

concern on global human resource planning is the scarcity of qualified managers which limits the

speed with which international business organizations expand. In the past, business organizations

concentrated on financial capability for growth (Bhattacharya, 2017). However, the continuous

growth of knowledge – based society, together with the pressure associated with opening up

emerging markets, has compelled business organizations like Randstad Canada to recognize

human resources as well as intellectual capital. Randstad Canada being a company with growth

mission, will have to work on bridging the yawning chasm between organization’s human

resource rhetoric and reality. The Human Resource team must be given an appointment seat in

the boardroom if the company want to ascertain successful operation in Dubai. The human

resource management team at Randstad Canada faces a task of putting global human resource

plan in place so as to ensure smoothing landing in Dubai. The plan must take account the

authorities and cultures.

Background of the Company

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Randstad is a recruitment and staffing agencies with long history across the globe. The

company entered the Canadian market in 1997. Randstad Canada eventually took the role of

developing professional recruitment and outsourcing of human resource services. Randstad

Canada managed good services divisions and built success from vision to ensure quality service

to clients. Randstad Canada undertook to provide its client with the highest caliber talent every

industry represented.

Description of the Global Plan

Randstad Canada enjoys good operation in Canada coupled with massive profits which

has prompted the company to international. Moving into Dubai market calls upon the

organization put good human resource plans in place. Noting the fact that going into Dubai entail

international status, the human resource plans must be global in the manner of execution.

Randstad Canada successful landining in Dubai will require the human resource team to take key

steps to attain global standard human resource plan. Key step for this plan will mark areas like;

 Breaking all the glass ceilings “local national”

 Tracing the company lifelines

 Building a Global Database to help know who and where to find talent

 Construct a mobility pyramid

 Identify its leadership capital

 Assessing its bench strengths and skills gap

 Regular recruitment

 Advertising the posts internally

 Create succession plans

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Breaking all the glass ceilings “local national” - Local nation glass ceilings entails a

number of factors on the local front baring organizations from moving forward. The first and

most common local glass ceiling in most organizations is favoritism of managers with

nationalities of the countries where they operate. Randstad Canada success in Dubai must start

by ending any case of favoritism and embrace merit operations. Many companies tend to

consider managers to manager headquarters or branches in their countries (Regis, 2008). The

current business environment is highly dynamic, calling upon managers to have diverse ideas

thus favoritism might end creating disadvantage. The human resource management team at

Randstad Canada has no option but be professional and consider managers and other employees

beyond Dubai market. At some point the top management might consider the fact that Dubai

locals assuming they have good understanding of the market. However, a global human resource

point, this will limit idea generation towards managing the new branch hence the need to drop

favoritism.

Tracing the company lifelines – All business organizations across the globe have

strategies. At this point, Randstad Canada will use its business strategies to identify activities

considered essential towards attaining success in Dubai. Through keen note of the strategies the

human resource team will also be well placed to specify the positions within organization’s

management that are highly responsible for performing the key activities (Harris & American

Society for Training and Development, 1984). These positions are important in the sense that

they present the organization’s “lifeline”. Organization lifeline counts for a large percentage of

management which is approximated to stand at 10%.

The human resource team will follow by defining the technical functions and skills

needed for success in each lifeline of the organization. Upon identification of the lifeline, the
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human resource team must ensure high skills consideration so that Dubai market does not prove

challenging on the basis of technical functions and skills.

Building a Global Database to help know who and where to find talent – The most

important tool of global human resource policy remain a global database. This is drawn from the

fact that multinational business organizations have many strategic positions scattered hence the

need to monitor the development of the managers scattered in the global front. Compiling a

global database will offer the company easy time at points of recruitment (shortlisting). In some

case, multinational organizations are expected to make very abrupt recruitment decisions, this is

the point when the database will surely become a tool of great importance.

Construct a mobility pyramid – The Company’s expansion into Dubai market, is a

clear indication that it is yearning for even more expansion. At this point, the company will

required to work with managers and other staffs will to relocate. It is therefore important for the

global human resource plan to assess the willingness of managers to relocate.

Identify its leadership capital – Working in Dubai is going to involve a variety of skills.

The company must therefore work on building database of the company’s mix of managerial

skills, through persuading people to describe their information on their CVs.

Assessing its bench strengths and skills gap – Assessing the gap in bench strengths and

skills will entail asking every executive or manager compare their skills and characteristics with

the ideal requirement defined for the current posts as well as preferred next post. Invite every

executive to provide proposal on ways to close personal skills gap.

Regular recruitment and Advertising the posts internally – The organization should

take the move of searching new recruits in the local markets on regular basis in the headquarters
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country. Deploy a reputation strategy such as offering chances to new graduates from local

universities (Yorks, 2005). The company should also run its own market, by keeping track of

growth among its staffs. This will be achieved by doing internal advertisements and giving room

for existing employees to provide their fresh details.

Create succession plans – Managers in lifeline jobs are vital to the organizations, this

implies that this kind of position should be taken over by people of good understanding. In this

case, the plan will require that every manager in a lifeline position nominates at least three

candidates who can take over the work within a given period of time.

Strategies for assessing global plan

This plan presents a smooth entry of this company into in the lucrative Dubai market. As

a result this plan must be assessed to ascertain its level of success. The assessment will entail;

 Monitoring technical functions and skills of the executives

 Periodic evaluations

 Challenging talents on frequent basis

Potential limitations and how to manage them

Like any other project, this plan is bound to limitations. The limitations of this plan are

not numerous bearing its strategy of embracing succession plans and talent growth. Some the

limitations of this plan include;

 Cultural factors

 Social factors
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Cultural factors – Since the organization is considering a new international market, it is

clear cultural variances will affect some of the executives moved from other countries to go take

up jobs in Dubai. To manage this, the plan will allow close work with local nationals to embrace

smooth introduction.

Social Factors – Most of the staffs shifted will tend miss or social structures from the

previous areas. This will still call gradual introduction by starting high number of local nationals

and introducing foreigners as time goes by.

Conclusion

The global market is growing sensitive most for multinational organizations of Randstad

Canada’s status. This global H.R plan is vital in the sense that it provides growth platform for

both organization and individual employees. Through this plan, Randstad Canada stands to

initiate smooth entry Dubai market, according the elements of the plan, the organization will

have a massive and quality database to choose from, the company will hardly experience as

succession plans will be in place.

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References

Bhattacharya, A. (2017). Strategic human capital development and management in emerging economies.

Harris, P. R., & American Society for Training and Development. (1984). Global strategies for

human resource development: Selections from the International Division matrix

presentations at the 1983 ASTD National Conference. Washington, DC (600 Maryland

Ave., S.W., Suite 305, Washington 20024: The Society.

Regis, R. (2008). Strategic human resource management and development. New Delhi: Excel

Books.

Yorks, L. (2005). Strategic human resource development. Mason, Ohio: South-Western,

Thompson.