Der er efterhånden ikke noget nyt i at globaliseringen har gjort verden mindre. Flere og flere virksomheder opererer i flere lande end deres hjemland, enten i form af datterselskaber, søsterselskaber, joint-ventures m.m.
Interessant bliver det dog, når man ser på, hvorledes HR fungerer i udlandske enheder. Kan HR praksiser overføres direkte til andre lande- er de universelle? Hvor meget skal der tages højde for kulturelle forskelle og diversitet ? Hvad skal en dansk leder i udlandet tage højde for i sin ledelse?
Temaet starter 1. juli og slutter 31. august
Artikler om temaet
At lykkes som topchef i Europa
Hemmeligheden ved at være topchef i Frankrig, Italien, Spanien, Tyskland eller bare i vores skandinaviske nabolande er at skabe resultater. Der er dog store forskelle på, hvordan topchefen opfører sig i de enkelte lande.
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Lederuddannelse skal tilgodese både Chang og Kurt
Verdensomspændende danske virksomheder er nødt til at anerkende de kulturelle forskelle, når ledere fra hele verden samles på skolebænken. Men det kan lade sig gøre at skabe en fælles virksomhedskultur worldwide?
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Trods finanskrise bruger virksomhederne penge på fastholdelse af udenlandskemedarbejdere.
En global arbejdsplads med en multikulturel stab betyder udfordringer for både ledelse og medarbejdere. For at fastholde de udenlandske medarbejdere må den danske organisation forholde sig bevidst til de praktiske, familiære og sociale aspekter af ansættelsen – og de danske medarbejdere må tilpasse deres kommunikationsformer.
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Crisis Management in Today’s Business Environment
By Nancy R. Lockwood, SPHR, GPHR HR Content Expert
Today’s business environment requires a robust, enterprise-wide plan to deal with unexpected crises. Company reputation and brand, as well as the trust and loyalty of stakeholders, are all critical factors in the background of crisis management. At the helm, HR leaders play a strategic role in organizational sustainability to contribute tangible deliverables through advance preparation, including safety and security initiatives, leadership development, talent management and solid communication plans to support crisis management.
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Staffing Strategy Over the Business Cycle
By Steven M. Director, Ph.D.
The staffing process (the recruitment, development and retention of qualified and motivated employees) is critical to the success of all firms. This article focuses on one aspect of the workforce development process—the linkages between staffing strategy and changing labor market conditions. The following sections provide an overview of some of the labor market data available to staffing specialists and a discussion of linkages between labor market
conditions and staffing strategy. A firm’s staffing strategy should include not only a clear statement of the type of workforce that is needed in order to maximize the firm’s business success, but also a plan for how this strategy will be implemented at different points in the business cycle. The first step in that process is gathering
data on labor market conditions.
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The Value of People
By Leslie A. Weatherly, SPHR
From both an economic and a strategic perspective, it can be argued that human capital is the most important asset held by an organization. And, on face value, “who better to deal with issues related to people than human resources?” As a profession, however, we must first strive to increase the number of HR practice leaders who are actively engaged as strategic business leaders in our organizations today. If we are to accomplish this, we must ensure that we are in the best possible position to understand the customer and market-driven factors that affect our businesses; effectively influence and contribute to the strategic decision-making process; adapt quickly to and facilitate change in our organizations; and manage and influence organizational culture. How do we accomplish this? The key is in understanding the value of people. The purpose of this article is to challenge HR practice leaders, at all professional levels, to search for ways to utilize human capital measurement systems to optimize the value of people in their organizations.
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HR Technology Competencies - New Roles for HR Professionals
Af Jennifer Schramm
The development of HR technologies and workforce analytics is helping to transform HR into a decision science with a measurable impact on business results. The expanded use of the Internet for the delivery of HR applications, especially on a service basis, is also emphasizing the importance of HRIS for organizations of all sizes. This may drive the demand for simplicity as more non-HR professionals have access to these tools, while at the same time creating new roles for HR professionals and the imperative to develop strong HR technology competencies.
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Maximizing Human Capital - Demonstrating HR Value With Key Performance Indicators
Af Nancy R. Lockwood, SPHR, GPHR, M.A.
To drive value and optimize company performance, human capital the collective knowledge, skills and abilities of people that contribute to organizational success—is an asset to be leveraged. Based on corporate culture, organizational values and strategic business goals and objectives, human capital measures indicate the health of the organization. The effective use of key performance indicators (KPIs) that measure human capital outcomes, such as talent management, employee engagement and high performance, illustrates the firm’s business, financial and strategic goals, promotes partnership with senior management for organizational success and demonstrates HR value to the C-suite.
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