国际人力资源管理英

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1、InternationalHumanResourcesManagement(Pune,August08,2009)1HUMANRESOURCESINACOMPARATIVEPERSPECTIVE2PURPOSEOFBUSINESSVALUECREATION:ProactiveManagementActionswhichgenerateenhancessustainablevalueforitsstakeholdersthanwhatexistedbefore–byaddingeithertoitscapabilitiesorgainigcomp

2、etitivemarketdvantage,enhancesportfolio,advancestechnologicalknow–how,introductionofnewmanagementprocessesandpracticesorbyAddingtoitscorporatemanagementandGovernanceprocesses.3HUMANRESOURCESMIMMICKSCOMMODITYBEHAVIOURTALENTARBITRAGE4ONEUNIQUECHARACTERISTICABOUTHUMANRESOURCESA

3、SAFACTOR.5RoleofHRinValueCreationEnsurethatthereexistsapositivefacilitativeandencouragingclimateforthevaluecreationprocess.Ensurethroughprograms,systems&processthatTalentAcquisition,PeopleAlignment,PeopleEngagement&PeopleMeasurementSystemscreatesandenhancesEnterpriseValue.Ta

4、lentAcquisitionPeopleMeasurementEngagementPeopleAlignmentClimate6TALENTMARKETINGVALUEPROPOSITION–SEGMENTATIONCONSTANTFOCUSONMARKETDELIVERYOFVALUEPROPOSITIONS…..PRODUCTATTRITIONDIFFERENTIATORSFORGLOBALCORPORATEDiversityCultureValueSocioEconomicRealitiesKnowledgevsLearningOrie

5、ntation7LeadershipStylesCompetenciesQualityOfWorkLifeRewardsOpportunitiesForGrowthCompanyPracticesDIFFERENTIATEDENGAGEMENTDRIVERS:8CONCERNSFORGLOBALCORPORATES:LocalvsglobalpracticesCultureandoperatingbeliefsLawsandSocietalValuesFormsofGovernmentsWorkforcecharacteristicsBusin

6、essStrategyandConditionsManagementPhilosophyLabourMarketUnionsTaskTechnology9WAYFORWARDSOLUTIONS:DrivingcommonMission,VisionandValuesCommonPracticesManagementthroughKnowledgeTransferandBestPracticesOngoingInteractionsandSummitsDefiningacommonManifestoandgrowth.BusinessStrate

7、gyandConditions102:INTERNATIONALRECRUITMENTANDSELECTION11ECONOMICSCANNINGANDORGANISATIONALCAPABILITY12MANPOWERARCHITECTURE:Presentandfuture…shiftingnatureToothtotailratioOutsourcingAlternativesSystemsoptions13IDENTIFYINGORGANISATION’SUNIQUEVALUEPROPOSITION–NationalAndInterna

8、tionalTALENTMARKETSEGMENTATIONINSIGHTSEMPLOYERBRANDPOSITIONING14Thinking-Se