MGMT 3275-090 Spring 2011 Mrs. Tamara L. Cohen

1. MGMT 3275-090 Spring 2011 Mrs. Tamara L. Cohen Case #2 INTERNATIONAL MANAGEMENT International Committee of the Red Cross

2. BACKGROUND • ICRC is a humanitarian multinational organization that has provided relief in most major crises for the last 140 years, helping millions of people around the world • 2008: workforce of >14,000 people; > 100 nationalities • Based in Geneva (GVA); lingua franca = French • Strong corporate culture embedded in regional culture • GVA values: neutrality; independence; discretion; humanism • Fundamental principles: (1) humanity; (2) impartiality; (3) neutrality; (4) independence; (5) voluntary service; (6) unity; (7) universality • Natural & man-made disasters increased in last decade; terrorism globalized • HR culture: historically short-term, crisis mode; Swiss dominated; any employee able to access expat positions since 1992; most expats are ‘westerners’

3. PROBLEMS • Increasing competition in humanitarian sector (UN & NGOs) • Increasing danger to workers • Increasing volatility & complexity in world • Funding becoming more difficult • US is major donor (& US$ has weakened); also Ireland, Spain • Scope of action? Niche strategy? • Core value recognition (neutrality) • Conflict: delegates (managers) vs professionals (specialists) • Career planning weak at most levels • Management competencies lacking • Local staff – little access to training, few opportunities to advance • Centralization (relations of HQ & field) • Formalization (what needs to be standardized?) • Dual career challenges • Top management diversity (French-speaking, Swiss, male)

4. COURSES of ACTION PROBLEMS ACTIONS • Increasing competition in humanitarian sector • Increasing danger to workers • Increasing volatility & complexity • Funding becoming more difficult • US is major donor • Scope of action? Niche strategy? • Core value recognition (neutrality) • Conflict: delegates (managers) vs professionals (specialists) • Career planning weak • Management competencies lacking • Local staff – little access to training, few opportunities to advance • Centralization (relations of HQ & field) • Formalization (what needs to be standardized?) • Dual career challenges • Top management diversity • Focus on core values & competencies; strategic alliances • Protect workers; advance education in communities • Pray for peace • Vigorous campaigns for funds • Campaign for more $$ elsewhere • Strategic alliances to define scope • Advance education & use mediators • Team building; mgmt training • Institute career planning • Train for mgmt skills • Career planning at local levels too • Decentralize field op’s, centralize mgmt • Career planning, mgmt training, employment practices • Address conflicts • Mindful employment & promotion policies

5. RECOMMENDATIONS Adopt HR policies to: • advance career planning at all levels • train delegates & professionals together to foster camaraderie & understanding • seek opportunities for diversity where possible & safe Develop strategic alliances with other players in humanitarian sector Foster information campaign about neutrality in countries with doubts

6. CONCLUSION The International Red Cross Committee has a long and proud history of bringing relief to victims of wars and disasters all over the world. Once the organization shores up its human resource management and development, its strong corporate culture will help ICRC advance as strongly as ever in the increasingly competitive and globalized world of humanitarianism.

7. EXECUTIVE SUMMARY For the last 140 years the International Red Cross has led the world in providing relief to victims of wars and natural disasters everywhere. Faced by high turnover in the ranks and outmoded top management culture, human resource management has an opportunity to stabilize and strengthen management and effectiveness at all levels of the ICRC. Career planning will stabilize employees. Integrated management training programs will foster professional-ism, understanding and camaraderie in the organization. Intentional diversity in employment and promotion practices will motivate widely.