Mobility Program_R2_MGT6220.E1 Managing the Global Workforce_Mary Corn

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Global Mobility Program:

Global Mobility Program Graduate Project Company: Adidas Country: China Presented By: Mary Corn MGT6220.E1 Managing the Global Workforce

Adidas Background:

Adidas Background The name Adidas comes from the name of the company’s founder Adi Das sler. Head quartered in Germany it started with the production of sports footwear where today they also manufacture sports wear, accessories and equipment. It is the largest sportswear manufacturer in Europe and 2 nd largest in the world. *Resource Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/

Mission Statement:

Mission Statement The Adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle. We are committed to continuously strengthening our brands and products to improve our competitive position. *Resource Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/

Vision:

Vision “To enhance social and environmental performance in the company and the supply chain, thereby improving the lives of the people making our products.” *Resource Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/

History of Adidas:

History of Adidas *Resource Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/en/group/history/

The Story of Adidas:

The Story of Adidas

History of Adidas:

History of Adidas *Resource Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/en/group/history/

Executive Team:

Executive Team *Resource Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/

Product Line:

Product Line

Working in China:

Working in China Talent Management / Shortages Cultural Differences Challenges with expatriate assignments Immigration Laws (Sidley, 2012) Support Practices *Resource Diemer, B. J. (2015, December). The Relationship Between Cultural Intelligence Retrieved August 06, 2016, from http://scholarworks.waldenu.edu/dissertations/1820/

Adidas Growth in China:

Adidas Growth in China

Reasons for Global Assignments:

Reasons for Global Assignments Establishing a management team with multinational experiences Providing knowledge transfer of home country policies and procedures New opportunities with emerging markets M&As Regain competitive edge Lower costs *Resources Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage.

Types of Assignments:

Types of Assignments Long-Term Assignment: Relocation from one country to another for the length of assignment—typically one year or more. Short-Term Assignment: Relocation from one country to another for the length of assignment—typically up to one year. Developmental : An assignment—generally short term—with the major objective of broadening the experience of an employee and providing a career-development opportunity. Localization: Integration of an employee into the compensation and benefits system of the host country, typically following a long-term assignment and continuing for an indefinite period of time. *Resources Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage.

Types of Assignments:

Types of Assignments Intra-Regional: Policies designed specifically for assignments between countries within a designated region, often with a reduced benefit objective. International Commuter: An employee who works in the country/countries of assignment and commutes frequently to his/her home country. Extended Business Travel: An employee who does not relocate, but travels regularly to an international location for an extended period of time. Permanent International Transfer: A one-way relocation from one country to another for an indefinite period of time. *Resources Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage.

Work Role Factors-Reasons global assignments fail:

Work Role Factors-Reasons global assignments fail *Resources Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage.

Expatriation and Repatriation Cycle :

Expatriation and Repatriation Cycle *Resources Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage.

Slide18:

The U-Curve function vs. The W-Curve function Adjustments to Foreign Cultures *Reference Gullahorn, J. J., & Gullahorn, J. E. (2010, April 14). An Extension of the U-Curve Hypothesis1. Retrieved August 05, 2016, from http://onlinelibrary.wiley.com/doi/10.1111/j.1540 4560.1963.tb00447.x/abstract

Major Aspects of Globalization that affect Human Resources Management:

Major Aspects of Globalization that affect Human Resources Management *Resources Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage. Kayode, O. (2012, March 3). Impact of Globalization on Human Resource Management. Retrieved August 5, 2016, from http://www.sjpub.org/sjbm/sjbm-219.pdf

Trends in Global Mobility:

Trends in Global Mobility *Resource Trends in Global Relocation. (2014, November). Retrieved August 7, 2016, from https://www.cartus.com/en/global-relocation/

Creating a Global Mobility Program:

Creating a Global Mobility Program *Resource Pal, R. (2015, November 05). Global Mobility Programs Reviewing The Critical Components. Retrieved August 07, 2016, from https://www.youtube.com/watch?v=OAQx8JmB4V0

Literature Review:

Literature Review Mid-level research was available on the subject of Global Mobility programs. There have been a great deal of changes over the last few years in regards to approach. Several surveys reviewed and shown to be reflective of the current trends. There was limited research found in the area of scholarly journals on the subject. The majority of the information was provided through companies that specialize in mobility services and annual reporting on trends. There was extensive research available on international human resources management and the impact on global assignments. The Cartus 2014 Trends in Global Relocation: Global Mobility Policy and Practices Survey. Price Waterhouse Cooper’s – Global Mobility Fails to Deliver Desired ROI

Conclusions:

Conclusions The information discovered during the course of this research is very relevant to todays global mobility programs. I agree that certain adjustments in the way we look at global mobility programs is required to stay current with a companies business strategy. With so many of the workforce retiring, the millennial generation is set to take on the new challenges. The way we look at work and family is different and the work life balance is extremely important. With new technology, we are able to create work teams that span the globe without leaving our homes or offices. The current trends show that Global Mobility Programs are moving to a strategic model instead of a transactional model. A proactive approach focusing on return of investment instead of cost will provide a more developed mobility program. I feel this generation of global workers look forward to the experiences of working in a foreign country and it is vital that the mobility programs step up to handle the challenges ahead. They will need to seek out the most talented and retain them by providing the type of work assignments allowing them to move further with career goals.

References:

References Gullahorn, J. J., & Gullahorn, J. E. (2010, April 14). An Extension of the U-Curve Hypothesis1. Retrieved August 05, 2016, from http://onlinelibrary.wiley.com/doi/10.1111/j.1540 4560.1963.tb00447.x/abstract Kayode, O. (2012, March 3). Impact of Globalization on Human Resource Management. Retrieved August 5, 2016, from http://www.sjpub.org/sjbm/sjbm-219.pdf Tackling the Global Talent Shortage with Behavioral Assessment Data PR, N. (2013, June 11). http://web.a.ebscohost.com.proxy.amberton.edu/ehost/detail/detail?sid=415ed24b-54d3-4ff9 -bf08620b5fa5079a%40sessionmgr4008&vid=1&hid=4106&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d% 3d#AN=201306111430PR.NEWS.USPR.NY30286&db=bwh Diemer, B. J. (2015, December). The Relationship Between Cultural Intelligence and Work Outcomes of Expatriates in China. Retrieved August 06, 2016, from http://scholarworks.waldenu.edu/dissertations/1820/ Home Site for Adidas Group. (n.d.). Retrieved August 10, 2016, from http://www.adidas-group.com/en/

References:

References Thomas, D. C., & Lazarova, M. B. (2014). Essentials of International Human Resource Management: Managing people globally. Sage. Kühlmann, T. and Hutchings, K. (2010) ‘Expatriate assignments vs localization of management in china’, Career Development International, 15(1), pp. 20–38. doi: 10.1108/13620431011020871. Impact of China's New Exit-Entry Control Law on Expatriate Employees and Their Employers. (2012, July 26). Retrieved August 07, 2016, from http://www.sidley.com/news/impact -of-chinas-new-exit-entry-control-law-on-expatriate-employees-and-their-employers -07-26-2012 D., M. (2015). Global Mobility Fails to Deliver Desired ROI. Cfo , 31 (2), 19., http://ww2.cfo.com/global- business/2015/01/global- mobility-fails-deliver-desired-roi/ Trends in Global Relocation. (2014, November). Retrieved August 7, 2016, from https://www.cartus.com/en/global-relocation/ Pal, R. (2015, November 05). Global Mobility Programs Reviewing The Critical Components. Retrieved August 07, 2016, from https://www.youtube.com/watch?v=OAQx8JmB4V0

Q & A:

Q & A

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