Question
You have just joined a new business managing the employee relations for a large publishing company. Your MD has just asked you to write a short report on some of the international considerations you need to consider as well as the role of diverse groups and parties in the relationship too – namely what their role is and how they help to control and manage the employment relationship
Solution
Executive Summary
This report has identified the international considerations as playing a core function in harnessing the roles of the diverse groups. This is through the HRM involvement in the different activities which promote diversity and inclusivity in the organisations operations. It is important for organisations to harness best practice in improving diversity and ensuring all the stakeholders are actively engaged in the process. There are several areas which this report has identified as playing a core function in harnessing the international considerations.
Table of Contents
2.0 International Considerations in Managing Employee relations. 3
3.0 Role of Diverse Groups and Parties. 6
1.0 Introduction
Global organisations are tasked with understanding how the employment laws differ across jurisdictions. This demonstrates the global human resources practices. In an international environment, the human resources management (HRM) concepts, including staffing and employment relations, should demonstrate an understanding of the role of diversity in the workforce. This formative assessment evaluates some of the global considerations that should be considered and the importance of different parties and groups in the relationship, including the roles and how they assist in controlling and managing the employment relationship.
2.0 International Considerations in Managing Employee relations
According to CIPD (2020), the term employee relations replaced industrial relations in promoting the interaction between the employee and employers. Taking this into account, the international considerations in managing employee relations include;
Recruitment and selection: Global staffing is challenging, based on the need to identify the right individual for the assignment. During recruitment, the organisation should consider a person that demonstrates the characteristics of managerial competence, adaptability, and training. In managerial competence, the person should demonstrate effective leadership and knowledge regarding the organisation. The training aspect reflects on the individual’s willingness to be trained in different cultures and languages of the host nations. Further, the individual should demonstrate the ability to adapt and work with various individuals regardless of their diversity affiliation (Al Ariss and Guo, 2016). Other considered competencies related to employee relations are experience in working internationally, tolerance to stress, language skills, and cultural experiences.
Cultural diversity: This factor reflects on the differences among the employees. In employee relations, the organisational leadership should acknowledge the differences among the employees across various issues of language, values, and beliefs. The HRM process should be characterised by equality and fairness to every individual.
Rewards and compensations: The reward strategy in global businesses should be centred on profound policies and initiatives. Notably, the staff is paid equally and fairly, regardless of the individual’s difference (CIPD 2019). This addresses the risks of conflicts between the management and employees. For instance, the base salary should be similar in the region. Other factors that should be considered in the reward system are housing, income taxes, and benefits to the individuals. Primarily, the reward strategy should be consistent with the individual’s competence, education, and skills.
Performance evaluation:
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