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3. Example text Go ahead and replace it with your own text. This is an example text. Your own footerYour Logo HR MANAGEMET CHALLENGES SCOPE OF HRM AND FACTORS EFFECTING OVERSEAS WHAT HRM ISSUES UK COMPANIES FACE WHEN RELOCATING WE WILL DISCUSS Company Introduction and Culture ADVANTAGES AND DISADVANTANGES FOR HRM OVERSEAS ISSUES TO BE FACED BY HRM FOR OVERSEAS OPERATIONS FUNCTIONS OF HRM FOR OVERSEAS RECRUITMENT QUESTION AND ANSWERS

4. The outline of formal frameworks in an association to guarantee compelling and effective utilization of ability to perform hierarchical objectives. Human Resource Management helps in amplifying profitability & decreasing cost by Putting Right Person At Right Place.

5. STAFFING MAINTENANCE TRAINING & DEVELOPMENT MOTIVATION H R M

6. STRATEGIC PLANNING

7. SELECTION

8. EMPLOYEES SKILLS ENHANCING

9. Economic and Technological Changes W orkforce Availability and Quality Growth in Contingent Workforce Demographics and Diversity Issues Bala ncing Work and Family Organizational Restructuring, Mergers, and Acquisitions

10.  Shift in jobs for manufacturing and agriculture to service industries and telecommunications.  Pressures of global competition causing firms to adapt by lowering costs and increasing productivity.  Growth of information technology.  Shift in jobs for manufacturing and agriculture to service industries and telecommunications.  Pressures of global competition causing firms to adapt by lowering costs and increasing productivity.  Growth of information technology. 1. Economic & Technological Changes  Inadequate supply of workers with needed skills for “knowledge jobs”  Education of workers in basic skills  Inadequate supply of workers with needed skills for “knowledge jobs”  Education of workers in basic skills 2. Workforce Availability and Quality

11.  Increases in temporary workers, independent contractors, leased employees, and part-timers caused by:  Need for flexibility in staffing decisions  Increased difficulty in firing regular employees.  Increases in temporary workers, independent contractors, leased employees, and part-timers caused by:  Need for flexibility in staffing decisions  Increased difficulty in firing regular employees. 3. Growth in Contingent Workforce  “Right-sizing”—eliminating of layers of management, closing facilities, merging with other organizations, and out placing workers.  Intended results are flatter organizations, increases in productivity, quality, service and lower costs.  HR managers must work toward ensuring cultural compatibility in mergers.  “Right-sizing”—eliminating of layers of management, closing facilities, merging with other organizations, and out placing workers.  Intended results are flatter organizations, increases in productivity, quality, service and lower costs.  HR managers must work toward ensuring cultural compatibility in mergers. 4. Organizational Restructuring, Mergers, and Acquisitions

12.  Increases in temporary workers, independent contractors, leased employees, and part-timers caused by:  Need for flexibility in staffing decisions  Increased difficulty in firing regular employees.  Increases in temporary workers, independent contractors, leased employees, and part-timers caused by:  Need for flexibility in staffing decisions  Increased difficulty in firing regular employees. 3. Growth in Contingent Workforce  “Right-sizing”—eliminating of layers of management, closing facilities, merging with other organizations, and out placing workers.  Intended results are flatter organizations, increases in productivity, quality, service and lower costs.  HR managers must work toward ensuring cultural compatibility in mergers.  “Right-sizing”—eliminating of layers of management, closing facilities, merging with other organizations, and out placing workers.  Intended results are flatter organizations, increases in productivity, quality, service and lower costs.  HR managers must work toward ensuring cultural compatibility in mergers. 4. Organizational Restructuring, Mergers, and Acquisitions

13.  Dual-career couples  Single-parent households  Decline in the “traditional family”  Working mothers and family/childcare  Single employee “backlash” against family-oriented programs.  Dual-career couples  Single-parent households  Decline in the “traditional family”  Working mothers and family/childcare  Single employee “backlash” against family-oriented programs. 5. Balancing Work & Family  More diversity of race, gender, age etc. 6. Demographics and Diversity Issues

14. Scope of HRM in Overseas Operations With the growth of traditional business, the scope of HRM has also grown in recent years. Every country is different in terms of political, ethnicity, monetary, multilingual and legal state. The companies has to face problems in global ventures, due to the lack of managing workforce among different ethnicity. Most of the industries stake their growth plans on expanding globally, so for that they have to increase consistency for approaching the capabilities of talent management, leadership development and HR policies. At the same time the companies have to face issues when they are relocating to overseas.

15. HRM ISSUES HR covers many various activities related to organizations employees; Firstly HR will focus on staffing, as it is the basic need of the company. When relocating the business, HR has to consider whether staff members are the company employees or external contractors. HR has to train employees to work in an international projects, they need to train technical skills to the employees such as cultural values, social customs, languages and reward system in the host country. HR management also face the issues in managing the company’s benefits and compensation, personnel policies and employee records as employees from different backgrounds have different expectations.

16. SWOT ANALYSIS - THREAT ! With more employees living in abroad, HR department have to face new global challenges. Deployment: To find out the right skills which organizations need despite of geographic allocations. Identifying talent: To identify who has the abilities or skills to work effectively in global organization.

17. International staffing is selecting a proper candidate for a right job. So HR have to focus on the financial incentives and other benefits. It is HR responsibility to gather all information and to select a best candidate. When HR recruit employees for overseas project, they have to encourage the staff to accept the international assignments.

18. Candidate identification, assessment, and selection Cost projections Assignment letters Benefits, Compensation, and tax programs Relocation assistance Family support When dealing with global challenges HR has to develop procedures or policies for handling the international assignments.

19. SWOT ANALYSIS - THREAT ! External Recruitment New ideas come from new people. Experience employee. Identify the right candidate for the right job. External recruitment takes place outside the company. Organization has to outsource someone in order to complete the overseas project.

20. SWOT ANALYSIS - THREAT ! Internal Recruitment Cheaper and quickly to recruit. Employees are well-aware to same operations. Opportunities for the employees to get promoted within the organization. Internal recruitment takes place within the organization.

21. SWOT ANALYSIS - THREAT ! External Recruitment Organization have to go through the long process to recruit the new employees. More expensive. The drawback is that it involves a plenty of time, effort and money in recruiting the new applicants.

22. SWOT ANALYSIS - THREAT ! Internal Recruitment Numbers of potential applicants are in limits. No new ideas can be implemented

23. HR HRM ISSUES CULTURE ECONOMY INDUSTRIAL RELATIONS LABOR COST

24. There is the cultural difference from country to country which demand subsequent differences in HR policies among company’s foreign subsidiaries. The cultural norms of UK companies and the relationship with their employer as well as incentive plans are different from other countries.

25. Difference in economic system in different countries also create difference in HR practices. The efficiency need also favour policies of HR that value efficient workers, staff cutting and productivity.

26. Higher cost of labour can require more focus towards efficiency and pay for performance. Differences in labour costs are more significant in intercountries.

27. Industrial relations are basically the relationship among employers, unions and workers. This relation varies from country to country which have a huge impact on HRM practices. As in UK companies, the employees have legal rights to set company’s policies.

28. The HRM has to consider many features when the company is relocating to overseas operation, including culture of the country, expectations of pay and laws of the country. It is important to focus all these so as to make sure that management can have the better working relationships with other staffs of the company and to get the best results from them.

29. People are definitely a company’s realest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps. “Mary Kay Ash” People are definitely a company’s realest asset. It doesn't make any difference whether the product is cars or cosmetics. A company is only as good as the people it keeps. “Mary Kay Ash”