Human Resources of Dens Arts Center - Essay Example

Gross attendance remains the same each year i.e., 15,000. This also depicts the stability of the center, as the center has built up a certain reputation. This includes HRM practices in the areas of recruitment and selection, training, performance appraisal, development of human resource (HR) policies, and maintenance of HR records. (Kotey & Slade, 2005)

Today multinational enterprises (MNEs) conduct business in the context of being global and follows the slogan “No place to hide”, this enables local as well as multinational businesses to keep up the pace in two aspects. First, they emphasize their “product” quality to maximize customer satisfaction, secondly, they require reshaping their HRM policies and practice accordingly.

Den’s Arts Center Key Product:

They specialize in providing quality entertainment in the field of sculpting, dancing, drama, and live music, and so far they are up to the expectations of their clients.

Target Audience:

            Their main target audience is the youth involving people, students, and adults.

The Head of the Center must hire a manager who possesses a multidimensional perspective along with multi-environment experience so that he could realize the need for change in the environment of Den’s Arts Center and improve the quality in terms of their performers and services. This is only possible through effective recruiting of artists and performers from different countries. The manager must possess the capability to quickly and easily adapt to the foreign culture, an individual with as much cultural mix, diversity, and experience as possible. The manager must possess the ability to indulge in effective people skills in dealing with a variety of cultures, races, nationalities, genders, and religions. This would enable the Arts Center to perform more professionally and on an international platform. (Briscoe & Schuler, 2004, p. 238) The Arts Center is lacking global recruitment due to which they are limited to the choice of young people and not the elderly ones. They must enhance their capabilities to increase the circle of their target audience to mature people.

     Whether the local HR manager is from the country of the parent company, from the country of the local subsidiary, or a third country, he or she is sandwiched between his or her own culture and the ‘foreign’ cultures of the firm. Human resource managers at the local, regional, and headquarters levels must integrate and coordinate activities taking place in diverse environments with people of diverse backgrounds. And they are usually looked to for expertise in helping other managers be successful in their international endeavors, as well. (Briscoe & Schuler, 2004, p. 27)

Den’s Arts Center is in desperate need of a change in its policies in umpteen ways. There is a need to hire ‘multicultural’ trainers including local as well as international drama specialists, and drama artists to train and groom their youngsters. They must hire renowned choreographers. Den Arts Center should promote Students’ arts, crafts, and paintings in their dramas based on the ‘merit’ factor from various primary and secondary schools. This on the one hand where provides them with an opportunity for ease of selecting quality work, on the other hand, it would motivate the students to perform better. This would help them in the future to select trainers from among those talented student individuals, which worked for them in the past.

Over the years, as a business, in general, has rapidly internationalized, HR professionals should be called upon to manage several new activities, such as the management of international assignees, to work alongside HR professionals from other countries, and to adapt their HR practices to multicultural and cross-cultural environments. (Briscoe & Schuler, 2004, p. 27)

The recent trend in businesses is seeking ways to increase their capabilities to enter new markets in relatively low-risk and low-cost ways. However, the key notion in today’s management is that they have created a “niche” to attain their identity in the context of globalization. Successful MNEs are those who identify and create their “niche” and don’t get lost in the crowd. Arts Center while keeping in view this point must concentrate on making its product better and enhancing its skills by hiring quality-oriented professional artists globally. The latest business trends refer to outsourcing, information sharing, web consortia, joint marketing, and research projects which require hiring concerning internationalization concerns such as how to merge the cultures, languages, and general work expectations of employees from different countries, and such as how to respond to employees who bring to their new work situations sometimes very different attitudes toward supervision and have very different expectations related to the practice of management. (Briscoe & Schuler, 2004, p. 24)

Den Arts Center requires performance appraisals to be in clear boundaries to be followed

such as tasks, objectives, and deadlines which means assigned accountabilities in context with a liberal time frame. Their artists have to achieve results within this time frame, in case of delays HRM policies should be designed to provide built-in flexibility in relation to changing market and environmental demands. (Briscoe & Schuler, 2004, p. 107)

HR should be uniform regarding compensation and benefits policies irrespective of local or international employees to avoid employee feelings of inequity. The Arts Center must adopt successful HR strategies aimed at providing lifetime employment and seniority-based promotion. Only by adopting effective strategies, Den Arts Center would be able to cope with the changing global trends.