Noticeable changes, for example mergers and acquisitions, emergence of new players, regulation and application of new technology, have been seen in the structure of the global financial Industry In the last few years. These changes have Intensified competently among financial Institutions In many countries such as the East Aslant economies. Three areas of international HARM that concern these financial institutions are recruitment and selection, learning and development and reward.
This case study considers Hash’s HARM policies and practices in East Asia, what institutional and cultural factors influence their HARM approaches and the implications of change n new practices. HASH Holdings is the world’s largest company and bank and has significant presence in the major financial markets operating a network of around 600 offices in 20 countries in the Asia-Pacific region. It has a long history in East Asia which can be traced back to the nineteenth century.
When entering the Asian market many multi-notational enterprises have adopted an ethnocentric approach to their recruitment and selection policies, key positions being filled by expatriates from the home country although a few have taken the geocentric route to search for the best people regardless of country of origin. However the key issue for many of the Tiger economies has been a large pool of unskilled and semi-skilled workers and a shortage of sufficient numbers of well-trained managers and technical support staff. Recruiting qualified bankers in local markets has also proved to be difficult.
Business expansion over the last few years has increased the talent war in the labor markets. As an example, HASH had planned to double the number of branches in China over the next few years but came up against the lack of qualified people. Consequently HASH implemented a global talent management programmer to attract, motivate and retain its employees. Firstly, HRS professionals from the Bank visited all countries to describe key principles and nomination guidelines for talent assessment to ensure employees “buy-in” to the recruitment and selection process.
Multiple selection methods were used Including panel Interviews, assessment centers and psychological assessments. Eventually a list of potential leaders and specialists were Comprehensive Unit Test – Human Resource Management 2014 – 201 5 SET -A Nevertheless, cultural and social influences played a key role in talent decisions with the global criteria set for selection being subject to local interpretations. Cross- cultural differences further affected the consistency of the process.
Besides, panel members were not always comfortable with challenging one another or voicing negative criticisms because such views can often mean that people “lose face,” which is not acceptable to East Asian cultures. Transferring Hash’s global HARM approach without making any changes for the local market was painful at times. Past success and ‘best practice” in head office did not automatically guarantee its effective transfer and adoption in local subsidiaries. HASH found that there was no single management model that can be applied across different cultures and values.
HASH found that, to make an HARM approach work, change in HRS practice involved modifying global approaches and blending them with the Asian characteristics. Consequently, there needed to be a greater appreciation of cultural contexts as well as more understanding of the dynamics of HARM change in international markets. Question 1 (Essay Type): Analyze HASH – recruitment & selection process Question 2 (Essay Type): Write your opinion of Hash’s – HRS practice in ASIA.
SECTION – S: HARM – conceptual -rest – Question sank Question Bank “Strategic Human Resource Management: Conceptual Test 1 ” with interactive revision questions on a variety of business topics. IQ . What is meant by the term ‘management by objectives (MOB)’? A) A system of giving the authority to carry out certain Jobs by those lower down the management hierarchy. B) The system of management that is based on bringing together experts into a team. ) The setting of objectives to bring about the achievement of the corporate goals. D) The control of the organization by those in the ‘head office’.
Q. A manager may delegate any of the following except a) Authority b) Responsibility c) Workload d) Attendance at meetings to represent the department Q. Workforce planning involves all of the following except a) Organizing the training of staff d) Examining production plans in a factory b) Forecasting future personnel requirements. C) Preparing and maintaining personnel records Q. An advantage of recruitment from outside the company is b) c) d) That it is cheaper than internal recruitment. That there is no need to advertise the vacancy.
That it brings in new experience and skills to the firm. That it avoids Jealousy within the firm. SECTION – C: HARM – Behavioral case study Harsh and Franklin both of them are post graduates in management under different streams from same B-School. Both of them are close to each other from the college days itself and the same friendship is continuing in the organization too as they are placed in the same company, Why-tech technology solutions. Harsh placed in HRS department as employee counselor and Franklin in insane department as key finance executive.
As per the grade is concerned both are at same level but when responsibility is concerned Franklin is holding more responsibility being in core finance. By nature Harsh is friendly in nature and ready to help the needy. Franklin is silent in nature ready to help if approached personally and always a bit egoistic in nature. They have successfully completed 4 years in the organization. And management is very much satisfied with both of them as they are equally talented and constant performers. Harsh felt that now a days Franklin is not like as he use to e in past.
She noticed some behavioral changes with him. During general conversations she feels that Franklin is taunting her that she is famous among the employees in the organization in the other hand he is not even recognized by fellow employees. One morning Mr.. Meta General Manager Why-tech technology solutions shocked while go through the mail received from Franklin about his resignation. Mr.. Meta called Harsh immediately and discussed about the same as she is close to Franklin. By hearing the news Harsh got stunned and said that she do not know this fore she also reveled here current experience with him.
Mr.. Meta who do not want to loose both of them promised her that he will handle this and he won’t allow Franklin to resign. In the afternoon Mr.. Meta took Franklin to Canteen to make him comfortable after some general discussion he starts on the issue. Franklin, after some hesitations opened his thinking in front of Mr.. Meta. The problem of Franklin is 1) when he comes alone to canteen the people from other don’t even recognize him but if he accompanied by Harsh he get well treated by others. ) one day Both of hem entered the company together the security in the gate wished them but the next day when he came alone the same security did not do so. 3) Even in meetings held in the office the points raised by Harsh will get more value so many a times he degradation in each day of work which totally disturbs him. Franklin also questioned that ” Harsh and myself have same qualification, from same institute, passed out in the same year both with first class.