Challenges Associated with Managing Global Workforce - Coursework Example

International Human Resources Name Tutor Course Date Challenges Associated with Managing Global Workforce Introduction In corporations, both large and small, the ideas and concerns of globally managed operations, cutting across a multi-cultural dimension has plainly emerged as a great challenge. With the increasingly changing global standards in the market entity, there is also a significant expression in its competitive experiences. As a result, companies have taken the initiative of attempting to standardize and make optimum the processes involved in the global business. To succeed in this management, the companies have tirelessly developed strategies to cater on cost lowering with maximum benefits emanating from profits accrued over the task force in existence. As much as thee strategies are deployed the companies consistently pre-empt new emerging trends of circumstances needing to be addressed. Because of the complexities of the impacts seen in the daily operations of the enterprises, top management must come out to take advantage of all departments of their technical teams. This must be professionally addressed as it is within this segment of employees that almost eighty percent (80%) of company outputs emerge from (Harvey, 1992). All in all, the challenges that come with the emerging management of global workforce has never ceased, it must be therefore be an individual as well as collective responsibilities of the companies in question to work towards harmonizing, diversifying and help in their incorporation into the system with least possible negated impacts (Rawls, 1993). Some Challenges in Question Culture of fierce Independence and Transparency With the ever-growing financial demands owing to the increased global crises, virtually in almost all the sectors; with no exemption to the economic wing, the human capital has faced a similarity in magnitude of influence. This means that the affected livelihoods yet with negligible or no appreciation in the employing agencies has literally erupted in various corporations. This is globally widespread and has continually mounted year in tear out. It is such a gross issue that it in the recent years almost got out of hand of most companies globally. In specific, this is characterized with negligence to respect the work ethics in line with accountability. Its main cause is stagnation in most of employees’ standards yielded by their employment fields. They lack the self-appraisal value and instead regress to directly target the employing companies for their satisfaction. To worsen the situation, failure by top management to address on the area of communication has been a disadvantaging factor. With this assumption, every employee believes that every motive instigated then deserves. The top management has moreover failed to maximally combat the shortcoming, especially made possible by the fact that they are in the lead to abusing transparency. In a quest to help address this lacking area, most companies have stood on a reputable ground to formulate structured teams that aligned with the company’s mission. Furthermore, rewards given in non-monetary forms are under initiation. These could be in form of opportunities overseas, development of leadership capacities and through a monitoring concept of a technical employee for appraisal (Freaser, 2000). Attraction of key talents The respective institutional management team is deemed with its institutional errands and structuring. Much of any organizational success depends on this team of persons especially in its duty to structure the taskforce of the organization in question. Consider for instance a skilled taskforce both with the theoretical acquaintance as well as experience. This forms the organization team that a great percentage of its output emerges from. Today, most organizations have not yet attained the capacity building ranking to be able to leverage on such persons. Instead, the taskforce is residually inspired translating in no motivation. There are therefore no tapped potential in various organizations and this drastically interferes with the performance. It is therefore crucial that each organization formulates and implements project management softwares that are used in the improvement as well as coordination and communication. This will ensure that capacity building and proper placement of individual taskforce is ensured in the system. It will take advantage of modern and an improved technological management rather than the extinct manual means of addressing an organizational structure (Foucault, 1978). Interaction in Geographically diverse organization In the international scenario, most organizations have culturally diverse human capital. This has not only deterred the organizational communal interests but has also aided in the widening of the implications of culture on economical vantages. Just like in any international organization, a minority and majority culture will always exist despite its nature. There are temporary and long-term foreign groups that the organization has incorporated and thus calls for attention, otherwise it has most often than not brought about a widespread alienation. In most cases this group of persons is always employed on highly technical grounds and would cost the company anything to be retained. Despite the significance accorded, if the organization has not put in place proper worker coordination, then not maximum implication can be derived from such a special taskforce. With the diversity in the organization cultural perspective, it must also come up with various paradigms to cater for this varied categorization. Certain measures to be undertaken can include creation of time as part of the corporations’ programs to incorporate that all the taskforces sit down in small groups and as one wholesome organ to reason together (Beck, 1992). The current trends in the economic sector such as the global economic crisis have tremendous implications on the global management trends. For instance, the recent results revealed by entities like the GFC are a plain proof of this crisis. It has directly affected the global market and evidently has subjected it to unexpected demographical shifts. Major exporters of various commodities for instance have registered a decline in their sales. This has slowed globalization process since with the uncertain economic trends investors have declined to invest especially owing to the widespread recession. These impacts felt in the management of international companies. Factors like addressing individual worker economic demands to compensate for the crisis, has been the major cause of disagreement. Internationally, there are recurring strikes among workers in quest for their concerns. Unfortunately, corporations do not maximally stand the capacity to address such concerns, as it would have massive financial implications on the organizations. Very few organizations are in a position to face this challenge and handle it without causing an imbalance in any of its department. O confirm this, there is a worrying trend of worker exclusion from the full time programs of various organizations. This means that their financial expectations are overstretched to match this new development (Young, 2000). Global Mobility and growing complexity Basing on the aforementioned crucial issues affecting the company, it must address on one of its most crucial aspects; deployment of its talents. This must come in line with the areas in quest for such on a global scale. The management must ensure that this is a tool to help fight the lacking areas that have recurring problems (Barry, 1995). Recruitment and Retention For a very long time now, companies have based their human resource management on an employment and retire basis. Employees set on stage, left to have a taste of the institution, and finally compelled to retrenchment. Even with contracts, this has been undeniably witnessed despite the overwhelming results that have been seen in some contracted groups. The problem does not set in when the employee is on with their duty, but when they finally are retired. The reason behind such a shortcoming is that the retrenched employee goes with all skills, experiences, and dispositions that they had acquired from the organization. With the exit of such persons, a lapse and gap widened in terms of knowledge and experience. Older employees retire and accompany with them all the skills they have acquired from the company. This is such an irreplaceable task by the companies in question; imagine all the training that must incurred as expenses on them by the company (Borrows, 1997). Succession Management Companies to train potential successive management teams lay strategies in place. This is done with the routinely changing organizational structure for its full potential operation. Unfortunately, this does not have extensions to the middle management and the technical employees. It is with such a great concern because these two categories of personnel form the team in actual performance; especially the technical team. The organization is basically categorized into three; the administering organ, the management and the technical employees. The first top categories in the organization rank are deemed with the responsibility of formulation and marshalling of corporation’s policies, whereas the last in rank; the technical team, is the one involved with the actual implementation of all the processes. Generally, the succession management strategies should exist for employees as well as the executives and the management topping the hierarchy. The reason behind this is that areas that are most often affected by retirement always come from the technical and the mid-level management (Dryzek & Christian, 2002). Managing people capital This point is much more or less in the same view as the case of an interaction in a geographically diverse organization. It however goes deep by addressing on the cultural differences and their backing resulting from various national policies and legislations. Here, legislative and regulatory concerns, demographic instances, and laws of labor accrue. For instance, international taskforces are employed and most often refer their terms of references on related areas in from their native lands. There is an interaction between the actual working environment and the expectations of these minority groups. Due to the increased complexities resulting from intertwined cultural issues like globalization, policies must be devised to address the traditionally recognized assignments (Shiva, 1997). Conclusion On a global trend and scale, every company and organization faces challenges that are unique to them and universal. This is because the mode of operation of all companies is virtually the same. All organizational structures are founded on a common premise. This is confirmed by the global trends common in almost all these organizations. It is therefore a characteristic universal trend to address the issues on a universal level, some of the methods including through capacity building. Critically to this effect, the companies must ensure that they combat the concerns through their personnel. Bibliography Barry, B. (1995). Justice as Impartiality. Oxford : Oxford University Press. Beck, U. (1992). Risk Society:Towards A New Modernity. London: London Sage. Borrows, J. (1997). Living Between Water and Rocks:First Nations,Environmental Planning and Democracy. University of Toronto Law Journal , 417-468. Dryzek, J., & Christian, H. (2002). Green Political Theory and the State:Context is Everything . Global Environmental Politics , 17-39. Foucault, M. (1978). The History of Sexuality . New york: Random House. Freaser, N. (2000). Rethinking Recognition. New Left Review , 107-120. Harvey, D. (1992). Justice Nature and Geography. Blackwell: Oxford University Press. Rawls, J. (1993). Political Liberalism. New York: Columbia University Press. Shiva, V. (1997). Biopiracy:The Plunder of Nature and Knowledge. Boston: South End Press. Young, I. (2000). Inclusion and Democracy. Oxford: Oxford University Press. Read More