GLOBALISATION of HUMAN RESOURCES MANAGEMENT

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GLOBALISATION of HUMAN RESOURCES MANAGEMENT FACT
OR FICTION
ROGER EGGLESTON, PRESIDENT EMERITUS MARY JANE
PETERS, EXECUTIVE DIRECTOR AND CHRIS BREWSTER,
ACADEMIC ADVISOR
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A GLOBAL PROFESSIONAL ASSOCIATION FOR HR
SPECIALISTS WORKING IN INTERNATIONAL
ORGANIZATIONS
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• INTERPOL
• North Atlantic Treaty Organization
• OPEC International Fund for Development
• Organization for Economic Co-operation and
  Development
• Organization for the Prohibition of Chemical
  Weapons
• Organization for Security and Co-operation in
  Europe
• Pan American Health Organization
• United Nations
• UNAIDS
• United Nations Conference on Trade and
  Development
• United Nations Development Programme
• United Nations Educational, Scientific and
  Cultural Organization
• United Nations High Commissioner for Refugees
• United Nations Childrens Fund
• United Nations Office for Project Services
• United Nations Population Fund
• United Nations Relief and Works Agency for
  Palestine Refugees
• World Bank, Washington

• African Development Bank,
• Aga Khan Development Network
• Asian Development Bank
• Bank for International Settlements
• Caribbean Development Bank
• Consultative Group on International Agricultural
  Research
• European Bank for Reconstruction and Development
• European Central Bank
• European Investment Bank
• European Organization for Nuclear Research
• European Patent Office
• European Space Agency
• Food and Agriculture Organization of the United
  Nations
• Global Alliance for Vaccines and Immunization
• International Atomic Energy Agency
• International Civil Aviation Organization
• International Criminal Court
• International Federation of Red Cross and Red
  Crescent Societies
• International Fund for Agricultural Development

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Salon RH- salon solutions ressources
humaines Geneva, 04.10.07 Globalisation of HRM
fact or fiction? Chris Brewster
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• Does Globalisation apply to HRM too? Are we
  becoming more alike in the way we manage people?
• Is the impact of HRM on Performance being
  Globalised? Do different things work in different
  countries?
• What are MNEs doing about it?

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Convergence vs Divergence (or Stasis)

• convergence theories
• market-led/US
• institutional/European
• world vs regional
• divergence theories or stasis
• maybe its a bit of each..

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The Cranet surveys

• 42 countries (24 in Europe) partner in each
• repeating every 3 years
• 6000 responses each round
• Questionnaire to senior HR factual not
  perceptual
• 40 questions (2-44 responses each Q) 19
  demographic questions
• Representative, not panel

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(No Transcript)
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Directional Convergence

• E
• X
• T
• E
• N
• T

T I M E
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Final Convergence

• E
• X
• T
• E
• N
• T

T I M E
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Findings on Directional convergence

• convergence (increases in)
• strategic potential of HR department
• assignment of HRM to line
• HR professionalisation (HR talent for the
  future)
• employee resourcing
• Individualisation of employee relations
• increased information to employees
• contingent compensation systems.
• no convergence
• staff ratio
• employee development

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Findings on Final convergence

• No final convergence of HR configuration
• No final convergence of HR practices

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U-matrix
1
2
4
3
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Selected states by cluster

• Cluster 1 north-west
• Austria
• Denmark
• Finland
• Germany
• Netherlands
• Sweden
• Cluster 2 anglo-irish
• UK
• Ireland

• Cluster 3central southern
• Belgium
• France
• Greece
• Italy
• Portugal
• Spain

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HRM practices linked to performance in Europe

• Evaluating HRM
• Monitoring and evaluating training effectiveness
• Career management
• Merit pay
• Communication on change (-)

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Practices linked to performance
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So, what does this mean for practitioners?

• Similar trends do not mean countries are getting
  more alike in the way they manage their HRM HR
  practices linked to high performance in one
  country might be useless or detrimental in
  another so there is no one-size-fits-all
  Implications for global policies/ employer
  branding/ etc
• The perennial problem of standardisation and
  contextual awareness
• The role of line managers (the Good Soldier
  Schwejk)
• Maybe, we should concentrate on the principles,
  not the systems, processes or procedures.
• How to monitor the results of our (evidence -
  based?) Human Resource Management?

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• How can we in AHRMIO help to get these and other
  messages out to HR practitioners?

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The way forward

• Annual Conference
• Developmental Activities
• Research
• Sharing practices
• Networking
• Collaboration between public and private
  organizations (like today)

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www.ahrmio.org