Solution
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. According to CIPD (2020), the term employee relations replaced industrial relations in promoting the interaction between the employee and employers. 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.
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 & 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: The performance management process in international businesses may be challenging in establishing the most suitable approach for the employees. The performance management process involves examining the individual’s strengths and weaknesses and rewarding the person according to the outcome. The organisation or employees should consider the most suitable criteria for evaluating the expatriates. The performance appraisal tool should be effective in establishing honest feedback from every individual, which aids in developing suitable management approaches. The performance evaluation is a suitable opportunity for the company to identify if it is providing sufficient support to the employees without considering where they come from.
The global labour environment:
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