You are on page 1of 12

A Case Study On

Designing and Implementing Global Staffing System


Darin Wiechman, Ann Marie Ryan and Monica Hemingway

Submitted To:
Md. Shamsul Arefin Lecturer, School of Business Studies South East University

Submitted By:
Name Md. Akram Ullah Pathan Fatema Tuz- Zannat Lotifa Akhter Sharmin ID 2007010000084 2007210000070 2008110000084 Batch 15th 17th 19th

Date of Submission: 14th August, 2011

Question: What are the key components of global staffing system? Identify similarities and differences in the approaches of the organizations described. Answer:
Introduction
A well structured organization always consists of HR management which actively deals with the staffing system of that organization. Management runs with its own policy that describes recruitment of internal and external candidates, development of current employees etc. The policy related with staffing system, HR tools and practices commonly built up in such a way that it never go under violation of local law, rules and regulation. In addition, it doesnt make any contradiction with culture and practices. But when an organization is enhanced around the globe, it becomes a burning question to the HR mangers that what extent HR tools and system should be applied on global basis. It is challenging for an organization to align all of its quality assurance or manufacturing processes globally. The general sentiment that one size fits all can not work because of so many obstacles. It is important to take some issues in account to develop and implement HR policy in global basis. The differences in staffing are or countries generates differences in education system, economical condition, cultural activities, labor market, legal requirements etc, which maybe obstacles to establish and implement a global staffing system. For example, a common obstacle to all business ventures relevant to global staffing is the role that economic factor ply in the success of rolling out a global system. Global rollouts present unique issues with timing because dealing with multiple labor markets and economic conditions around the globe is much more challenging than planning around one labor market or one economy. However, there are a few leading organizations that have taken on this challenge and become successful using policy that are able to negotiate cultural differences. Among the organizations that re successful in rolling out global staffing system appropriately, Agilent Technologies, Dow Chemical Company, IBM, Motorola, Proctor and Gamble, Shell Oil are remarkable. The key components of successful global staffing systems are clarified below.

1. Global policy of job posting Organizations have global policy of posting jobs to internal candidates while posting jobs to external candidates. There is practice that if both internal end external candidates are equally qualified, the hiring mangers select the internal candidates. The job requirements and HR tools and practices are applied equally to internal end external candidates on a global basis. Agilent Technologies uses this policy for their global staffing. Dow has Job Announcement System (JAS) based on their global competency model, which enables employees globally, in all job. 2. Face to face interview Face to face interviews is conducted for all of the candidates worldwide. Although this policy is successful in its rollout there is difficulty of standardizing the way in which the interviewers use and interpret the interview results. Organizations solve this problem by conducting educational programs that train its HR personnel. By this training HR personnel learn how to use the tools, why they are used and how to interpret and use the test results. In addition, an internal website provides interviewers with various tool formats, general tips on interviewing and the legal issues regarding interviews for the country in which they are located. Agilent Technologies follow this policy. In the other hand IBM has toolkit consists of face to face assessment consisting of Behavioral Based Structured interview (BBSI). IBM teaches its employees bout behavioral interviewing by online training tool for BBSI. 3. Recruitsoft System Another effective component of global staffing system is recruitsoft system. Using these system candidates can complete a profile, submit a resume and fill out other application form in the organizations website. It is easy and effective way because it is independent of place where they re located. The candidate then become the part of global database on which HR

personnel can search based on skill sets and even send e-mail message when positions are available. Hiring managers can use the system to create their job requisition select a recruiting/selection template related to the global job classification and select questions that every candidate will be asked as part of their prescreening tool. Organizations like Agilent Technology, Dow Chemical Company use this component for global success. Dow has had tremendous increase in both the quantity and quality of application in regions initially resistant to the idea of online application. Proctor & Gamble recruits based on a global core set of values and provide similar materials to all candidates. Regional website gives tailored information to local candidates. P&G also uses a web based job posting system that has been developed in North America and Asia and has the potential to be completely global 4. Feedback from key players in policy creation and implementation Support from the key players within the region of interest is very much important to create and implement the policy that can work globally. HR mangers across the country of region can effectively suggest to making policy that best suit globally. Before roll out a global policy continuous feedback from HR personnel from each country or region regarding the development of tool or practices can successfully negotiate cultural difference. Feedback can also be from speaking to the hiring mangers, running focus groups, or surveying employees from each country. In some cases initially local HR personnel oppose to implement new tools or practices but when they are well understood about how the new system can add value to the organization they participate effectively. Modification or improvement can be done by their voluble suggestion. Organizations such as IBM, Shell Oil give emphasis on the key personnel involvement in making global policy. Similarly Agilent Technology also found that one of the keys of overcoming cultural differences is to keep the candidates and hiring mangers perspective in mind at all times. 5. Standardized and structured interviews and training to the assessors For successful global staffing system organization develops structured interview system and standardized it on global basis. Mangers and HR personnel are trained by global team on

effective interview system so that they can ensure the recruitment of quality candidate to the organization. From the online database mangers can pick up the information about the interview materials by which they can successfully conduct interview for successful and effective interview. Organization provides guideline to the mngers / assessors bout the questioner and assessment system. To develop this guideline they consider the cultural differences, workers pool, and social conditions etc of the countries and region. Organizations provide training to the candidates to develop their competencies. 6. Global Team A Global tem is very much important to the orgnition for implementation of global tools or practices regarding global stuffing system. Global tem consist of members from different countries and region. Members work to provide information regarding the motive, sentiment, view of the employee and the candidates that are willing to join the organization. They also make proper assessments respective of the employee and candidates. Socioeconomic condition, worker pool, demand of work, peoples view of value the organization and job of a certain location are studied by the global team by which they can help to develop new policy on a global basis. Motivation to the hiring mangers, employee for the adoption of new practices and HR tools, also is done by the global team. 7. Value of people and value organization An important staffing system component is the value proposition, which is used in recruiting and states what kind of work one can expect at a organization and the value of organization and the generic expectation of what the competencies needed for success in organizations are used on global basis. This enables an organization to send a consistent message to any one recruit for working at the organization. Regardless where they live and helps to ensure corporate culture continuity. Recognition of the fundamental values of people is also important. Organizations consider how people value their jobs at the organization as well as the how the value of organization varies within the country or region. By taking in

consideration peoples value organization make their global policy for a successful global roll out. 8. Test and Training Organization that has a global roll out of their global staffing system has their global testing system. The tests for the candidates and employees for assessment of their quality, skill and efficiency are on global basis. Sometimes organizations follow the specialized testing system for plant technicians, electrical and instrumental positions and accountants. They roll out global trainer training program for test administrators and interviewers. 9. Research study to assess cultural reaction Cultural difference is the main barrier to implement a successful global stuffing system. So, success can be come out by negotiating the cultural difference. When new HR tools of practices began to roll out across the country and region, positive response are not always come from the entire corner. Some country accepts easily, some react moderately negatively, some react strongly to the new HR tools and practices. Organization performs research study to assess cultural differences and reaction of different population and country on new HR tools and practices what is selected to implement on them. 10. Views of all personnel to be affected When an organization began to roll out their new stuffing system they consider the view from all personnel to be affected by new practice or tools. New practice and tools may affect personnel from lower level to upper level. By collecting data from all level that represent their reaction by new tools and practices. Some time it is seen that HR managers from different country oppose to a new system, but after successful initialization they agreed and helps to further roll out of the new tools and practices.

11. Technology To roll out a successful global stuffing system technology is a vital issue. Sometime technology helps to prompt the system, sometime it become a barrier. Because in some places technology can be a obstacle to implement new HR practices and tools that require technology for its successful roll out. Because in some places, technology is not very much familiar to the people. But some times organization sees technology as helping to redefine the role of HR in attracting and selecting global candidates. Technology is allowing hiring managers and applicants to directly interact without the influence of HR personnel. Thus, organization remains in the process of trying to understand where HR fits into global system and how it can remain a value-added component of the process to both hiring managers and applicants.

Similarities and Differences in the approaches of the described organizations


Successful roll out of global stuffing system is not always very much easy, because of the obstacle that rises across the country and the region. But the organizations those become successful in the implantation of their global stuffing system use various technique to overcome the obstacle and the barrier. However, all the organizations do not go for the same approaches for to overcome obstacle and implement their policy. Some of their components are same; some of their components are different. The similarities and differences in their approaches are described briefly here. Similarities

Uses of software that can provide online information regarding the interview, question template, template for the detailed information of candidates etc is a very much use 7

full system. By this organization can bring the candidates into a global database. Sorting of resume, skill assessment for the posting, quality evaluation, assessment of educational background become easier by using of this online recruiting software. Agilent Technology and Chemical have this recruitsoft system. IBM also uses the online recruiting system.

Interview guides to the candidates is also a key component that organizations use. Dow chemical has interview guides for their candidates. Motorola provides preparation book to the interviewers to prepare themselves for the interview. Similarly, IBM had online training tool for the candidates.

Agilent Technology use face to face interview system for their global recruitment. Hiring HR managers are provided information through the internal online database for the interview materials and tips and others. They also are trained how to conduct successful interview, asses interview result etc. Similarly IBM also has a toolkit that contain face to face assessment consisting of behavior based structured interview.

In addition to face to face interview, structures and standardized interview system is also a common approach to several organization. For example, Motorola uses a standardized a structured interview process in most of its locations, but allows locations and functions to adapt the details to their need. Similarly, Proctor & Gamble has implanted a global candidate management system which uses a common set of assessment factors and common assessment tools, such as a scorable application with an embedded biodata instrument, a problem solving test, an English proficiency test and a structured interview. Shell Oil also uses a global system to select for administrative, electrical and technical positions. Shell uses globally standardized structured interview protocol for every job group (i.e. engineering, business, science and technology) for which they hire.

To provide the training of HR personnel is another common approach to the organizations. Agilent Technology provides training to the HR personnel for successful roll out of their global policy. Shell oil provides training to its HR personnel those who are assessors of the recruitment. Proctor & Gamble also has their training program for HR personnel

Organizations consider importantly the backing of key personnel. To roll out of a global policy successfully many obstacles arises across the country or regions which are governed mainly from the cultural difference and socio economic condition. To negotiate the cultural differences policies are made in such a way that suit globally. To develop such policy key personnel from each country or region helps by sharing the local information, reaction, suggestion etc. Agient Technology, IBM, Motorola, Shell Oil consider importantly the back up from key players.

Differences Although there is some similarities in the approaches that are taken by the organization, there is some differences also. Organizations identify problems in different way and solve them in different way. Without this their global approach are not always same. For Example Dow has their internal Job Announcement System (JAS) which is not seen in the other organizations. Proctor & Gamble developed specialized testing system for their plant technicians, electrical and instrumental positions and accountants. They roll out global trainer training program for test administrators and interviewers. Although Dow Chemical has global policy of testing, other organizations dont have any special testing system like P&G or Dow. Proctor & Gamble conduct research study to assess cultural reaction of a new HR tools and practices, by which they effectively negotiate cultural difference. Other

organization also have the policy to negotiate cultural difference, they dont have the research study policy. Dow has strategic HR planning and rolls up of annual hiring plans which are a bit different from others. Their policy in both value proposition and value organization is different to other organization. Dow has global separation policy which is different to the other organizations.

Conclusion
In conclusion, it can be said that the global stuffing system is not so easy, but the organization that are performing business around the globe can made it successful. The so many obstacles that are mainly governed from the cultural differences, socioeconomic condition, work pool, view of people etc. across the country or region. Giant organizations develop strong HR policy on global basis to negotiate the obstacles. They modified their policy, where needed, after extensive study. In some cases, organizations approaches similarly, but in some cases they have the different approaches. Whatever the approaches, Giant global organizations like Agilent Technology, Dow Chemical Company, Motorola, Proctor & Gamble, IBM and Shell Oil are successful in their global stuffing system.

10

Reference
1. Darin Wiechman, Ann Marie Ryan and Monica Hemingway, Resource Management 2. Wikipedia.com 3. Different related link

11

12

You might also like