HR COURSES

1. HR in intercultural context November 11, 2013 Silvia Jelenikova, Dell HR COURSES

2. PRE-READING MATERIALS: http://www.brighthub.com/office/entrepreneurs/articles/55274.aspx http://www.ieee.org/portal/site/tionline/menuitem.130a3558587d56e8fb2275875bac26c8/index.jsp?&pName=institute_level1_article&TheCat=1002&article=tionline/legacy/inst2007/jan07/career.xml& )

3. What is culture? Cross-cultural experience

4. INTRODUCTION Why we have need to be aware of managing people in intercultural context? Intercultural in business – what is behind? Why HR should deal with this?

5. Globalization – 2 topics we will focus on: • Job rotations • Global teams

6. Job rotations

7. Company Employee • Promote the growth of the company and its international activities • Support globalization - Develop “global mindset”, business breadth, cultural sensitivity and flexibility at all levels. • Promote pool of international-oriented employees and internationalize teams in different countries • Create better “employer brand” • Improve skills / knowledge transfer between countries to realize synergies • Results in retention of key players we risk losing – if using international environment for job rotation Benefits • Gain international skills and professional experience • Wider perspective • Enhance own skills • Targeted job enrichment • Improve intercultural competences • Travelling and using language skills • International trainings / events • Networking • Job opportunities abroad • Cultural differences • Legal implications • Implementation of mother company decision / tools • In some cases increasing company costs Challenges • Adaptation to international work environment, superior, team, tasks, etc. • Language / culturalbarrier • Difficulties in finding right communication partner

8. Assignment as a cherry on top. But what standsbehind? Tool by which HR feels significant impact of globalization.

9. Possible types of assignment Driver Assignment tool Cost High business need Expatriate Policy Business-critical appoitment High Project conditions External or Internal projects Int´l personell development Personal interest of employee Localization Lower

10. Job Rotations - Two different points of view Home Manager (sending the employee) Host Manager (hosting the employee) • Motivate, develop and retain permanent staff especially high potentials and high performers • Retain key people • Make team more international • Enhance knowledge transfer • Possibly develop management trainees • Lessons in leadership (LiL) Benefits • “Import” essential know-how without increasing headcount • Decrease workload within own team • Make team more international • Enhance knowledge transfer • LiL Challenges • Even if the active headcount is still allocated to the home country, home manger is „loosing“ team member • Same workload less team members • Impact on his OPEX • Include new team member into own team • Adaptation process • Some additional costs

11. Assignment processes Employee Host manager Home manager HR Host HR Home Assignment center / Relocator Costs to be considered: • salary • COLA index • per diems allowances • travel health insurance • trainings • accommodations in host country • travel expenses

12. What do you think are the most frequentquestions from employees´ side? • What are the general conditions of my assigment? • What happens to my current contract? • How will my salary be affected? • What about the „tax man“ and retirement programs? • How well am I insured? • Can I take my family with me? • Where will I live? • How do I return?

13. Global teams

14. DELL Best Practices Managing careers in finance function globally • FGP – Finance Graduate Program • FDP – Finance Development Program • FRP – Finance Rotation Program

15. DELL Best Practices Managing remote teams (Exercise) American boss 2 teams: • Indians, • Americans/European

16. DELL Best Practices Managing employee satisfaction globally • Tell Dell Employee Survey • BBMs – Brown Bag Meetings

17. Thank you for your attention 