The Human Resource of Berlitz Company - Report Example

The Human Resource Frame Paper Berlitz: A Language Organization Noel Diaz Integrating General Studies Joanne Land-Kaslauskas This reportdescribes the selected company, Berlitz, a global language learning organization, using the human resource frame perspective and its key assumptions as highlighted in Bolman & Deal (2008). The core assumptions are “Organizations exist to serve human needs rather than the converse; people and organizations need each other; and a good fit benefits both” (p. 122). Berlitz Languages, Inc. believes specific human resource issues are best addressed locally or at the language center locations as much as possible. In the case of a more complex situation such as an instructor working in multiple countries (Europe), where various laws may apply, a team may be assembled temporarily to solve the problem. This team would then disband when the issue has been resolved. Berlitz is applying the international management strategy - think globally, work locally. Interpersonal dynamics can hold numerous complexities because of the vast differences in not only personalities of the employees, but, in the case of Berlitz, in cultures. As discussed in McShane & Von Glinow (2005) if a person has worked with individuals from other countries or has been expatriated, that person knows how different the values, decision-making, behavior, and relations with one another can be. Individualism versus collectivism is mentioned in cross-cultural studies, along with power distance, uncertainty avoidance, and achievement nurturing. Berlitz shows on their Internet site, tips for each of the cultures the applicant is considering or new employees will be entering. This information is designed to ease the transition and ensure there is a good fit for the employee, the student, and the school when there are differences in background and/or culture. Since 2000 the company has expanded primarily through the use of the franchise concept, leaving the corporate offices to be the support arm for the core operations (Berlitz International, Inc., 2001). McShane & Von Glinow (2005) discuss the concepts of centralization versus decentralization, which have to do with company size and decision-making. Berlitz is a decentralized structure, which leads to the boss and subordinate interfaces being handled primarily at the language learning center rather than through corporate. Learning centers vary in size and staff makeup. Some centers are owner/operators while others are quite large with specialized areas found to be departmentalized such as children’s language programs, train the trainer departments, accounting, and sales. In the case of the language center this report is following, the boss subordinate interfaces could be intermittent, since the District Manager may handle the role for the Language Center Director. Employees may look to their peers or those employees with longer length of service for guidance on an informal basis. This is not a bad thing as long as that guidance coincides with what the District Manager and the Sales Manager may have in mind for the growth of the center. Since organizations and people need one another, the language center may have allowed informal interactions to replace formal interactions when it helps the organization and the employee (Bolman & Deal, 2008). The general philosophy for managing people is: “Berlitz is a member of the Benesse Holding Group, a leading Japanese provider of products and services for language/global leadership training, education and lifestyle. Berlitz’s management philosophy is based on five principles: Total customer orientation; Open and active participation; A spirit of innovation and challenge; A superior business structure; Strategically oriented planning” (Berlitz Language, Inc., Management Team, 2011). From a Bolman & Deal (2008) human resource frame, this statement provides employees with a foundation of how management and the organization will serve them. Continuing with the employee value proposition: “Focus on people. Two things are especially important to Berlitz: team spirit and customer service. The first principle of operation is Total Customer Orientation. Employees play a key role in ensuring excellent customer service and high-quality instruction. Team building is equally important. Our employees come from a variety of different backgrounds and cultures. That makes Berlitz an exciting, creative, dynamic place to work!” (Berlitz Languages, Inc., 2011).  Parent company, Benesse, shows links to policies for separate statements promoting the development of women in the workplace and for those with disabilities (Benesse, 2009; Berlitz Languages, Inc., 2011). The employee orientation is an in-depth highly structured process, at least for the first five-days. After the first week, the new employee is turned over to the center director or the trainer/designee for further training. From that point, depending on the size of the center and the volume of students, the quality of the training could vary based on the center. Bolman & Deal (2008); McShane & Von Glinow (2005) emphasize the importance of selecting the right employees and integrating them properly for the right fit. Strong companies know the kind of people they want and hire those people who fit that mold. They then repeat this process over and over again. Employee development opportunities are promoted via the Internet and Intranet as Berlitz has advanced in its’ use of technology since 2000 (Berlitz International, 2001). There is a formal career ladder depicted branching from teaching into management, learning center director, HR, Child Center Supervisor, and Teacher Trainer (Berlitz Languages, Inc., 2011). The company preference is to be promoted from within, whether office or teacher. Bolman & Deal (2008) mention promoting from within because it “encourages both management and employees to invest time and resources into upgrading skills” (p. 146). Based on the assumption that organizations exist to meet human needs, the policy of promoting, whenever possible from within, can tie into building an ownership culture whereby the employee is making an investment in their time and talent. HR staff complete the initial interviews, and then involves team members from the local center/country, to ensure local perspective of candidate. Promotions are decided based on qualifications and a local fit. Candidates moving up the career ladder into management need to be prepared to relocate to any of the Berlitz offices. In the smaller centers without HR staff, the center director or the department manager would make the hiring decision, working in conjunction with the available office staff for support in the process. In center example from the last report, the receptionist would gather the applications for review by the district manager. The district manager would then ask the receptionist to schedule the selected candidates for interviews. The district manager will coordinate interviews with experienced teacher trainers to gain input from those the potential new instructor would be working with. The organization conveys fit through various tools and communications. Beginning with the position description, found on-line, the candidate can review the requirements and do a mental check against the list to decide whether he or she is a fit. For example, if considering applying for a position at a Japan learning center in Shizuoka City, the individual considering applying is informed that the qualified candidate will: “be a native English speaker; have a BA or BS degree; are dynamic, mature and professional; are culturally sensitive and have excellent organizational and communication skills; are looking to work for a minimum of one year; are interested in teaching adults as well as children; are already in Japan with current work visa/work permission. Applicant must reside in or within close proximity to Shizuoka City and be available for an in-person interview. Overseas applicants will not be considered” (Berlitz Languages, Inc., Current Opportunities Japan, 2011). This follows the assumption that a good fit benefits both the applicant and the company. The benefits that exist for current employees are described first as being affiliated with a “respected leader” (Berlitz Languages, Inc., Careers, 2011). Staff members joining Berlitz are provided with over 130 years of experience, millions of alumni, the proven Berlitz Method®, updated materials, and the latest learning technology resource. There are 550 Berlitz Language Centers in over 70 countries. There are many professional opportunities such as the career ladder, extensive training and support. Specific benefits will vary based on the country, the region and local center location. In closing, Bolman & Deal (2008) state a successful company blends a strategy with a human resource management philosophy and Berlitz has done exactly that as depicted by the personnel policy diagram pictured in Appendix A (Benesse, 2009). The employee is a valuable stakeholder, but the student/learner is the ultimate stakeholder. Within the human resource frame, organizations exist to meet human needs, because organizations and people need each other and to ensure the best possible fit for the employee in the job. References Benesse Holdings, Inc. (2009). Utilizing Human Resources. Retrieved February 23, 2011 from http://www.benesse-hd.co.jp/en/csr/personnel/employee.html. Berlitz Languages, Inc. (2011). Berlitz Global Gateway. Retrieved February 22, 2011 from http://www.berlitz.com. Berlitz International, Inc. (2001). International Directory of Company Histories. Retrieved February 22, 2011 from http://www.encyclopedia.com/doc/1G2-2844300020.html. Bolman, L. G. & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership (4th ed.). CA: Jossey-Bass. McShane, S. L. & Von Glinow, M. A. (2005). Organizational Behavior: Emerging Realities for the Workplace Revolution (3rd ed.). NY: McGraw Hill Appendix A - Personnel Policy Diagram Source: Benesse Holdings, Inc. (2009) Read More