Providing Global HR services: what's the big deal? : Providing Global HR services: what's the big deal? Rami Pinkhas \ VP, HR Global Corporate
Slide 2: 2 Introduction
Managerial complexity
Task Complexity
So… what can we do?
Wrap up
Slide 3: 3 The world’s leading provider of software and systems that enable network-based multimedia enhanced communication and billing services
A unit of Comverse Technology Group (NASDAQ: CMVT)
Established in 1984. Corporate centers in Tel Aviv, Israel, Wakefield, MA, USA and Hong Kong, China
5000 employees, offices in 41 countries
Comverse Mission : 4 Comverse Mission To be the first choice of
communication service providers
for solutions that enhance the
Total Communication experience
Comverse Reach : 5 Comverse Reach
Worldwide Operations : 6 Worldwide Operations Comverse Customer-Facing Groups Americas EMEA APAC Argentina
Brazil
Canada
Chile
Mexico
USA
Georgia
Massachusetts
Kansas
Florida
New Jersey
New York
California
Washington
Colorado
Texas
Ohio Austria
Belgium
Denmark
Finland
France
Germany
Holland
Hungary
Israel
Italy
Norway
Poland
Portugal
Czech Rep.
Russia
Romania
South Africa
Spain
Sweden
Switzerland
Turkey
-UK Australia
China
Hong Kong
India
Indonesia
Japan
Korea
Malaysia
New Zealand
Philippines
Singapore
Taiwan
Thailand Worldwide Professional Services and Customer Support
Prolog : 7 Prolog Practical focus – day to day challenges
Questions – not necessarily answers
Presenting here does not mean that we are perfect on this domain (we only had our chances to practice…)
Slide 8: 8 Introduction
Managerial complexity
Task Complexity
So… what can we do?
Wrap up
Slide 9: 9 “The biggest mistake managers can make is to assume that people are the same everywhere…” (Sherman and Bohlander)
Complexity… : 10 Complexity…
Managerial Complexity : 11 Managerial Complexity Language (it was easy when “we” had to talk English only with Americans…) Geographies and traditions (Where are they….?) Time zones (Hong-Kong; Tel Aviv & Boston…) Remote management (looking at the “white part of the eye”) Cross Cultural Communication (why didn’t he said something…) Cross Cultural rivalry (politics; ethnocentrism; “Us Vs. Them”) Differences in employment rules & regulations (overtime) Various employment modes (off-shoring)
Slide 12: 12 Introduction
Managerial complexity
Task Complexity
So… what can we do?
Wrap up
Compensation & Benefits : 13 Compensation & Benefits Some challenges:
What is the right salary for an engineer… in 60 different countries?
What is the “right” salary for a customer support engineer moving from India to US… And from US to India?
Will an employee getting stock options in Belgium be as happy as an Israeli employee? So… what can we do?
Develop a global network. Explore before you act!
Work with global vendors
Ask & listen, Analyze & learn, define policy… and embrace an on-going improvements culture
Employment (recruitment \ immigration & relocation) : 14 Employment (recruitment \ immigration & relocation) Some challenges:
I need a marketing person… in Australia… now…
Why do I have to pay fee of 25,000$ for Customer support engineer in Japan?
How long will it take to get a work permit (visa) for an American employee, born in Indian to work in Russia? So… what can we do?
Develop a global network. Explore before you act!
Work with global vendors
Ask & listen, Analyze & learn, define policy… and embrace an on-going improvements culture
HRIS (information Systems) : 15 HRIS (information Systems) Some challenges:
Do we all use the same data?
They are not willing to share the information about their employees - what is their problem? So… what can we do?
Develop a global network. Explore before you act!
Work with global vendors
Ask & listen, Analyze & learn, define policy… and embrace an on-going improvements culture
Employee Care & Social Responsibility : 16 Employee Care & Social Responsibility Some challenges:
What is it?
Will one be insulted once the company gives him\her a birthday gift?
Why do we have to care about “fun” (we are running a business here… not a day care) So… what can we do?
Develop a global network. Explore before you act!
Work with global vendors
Ask & listen, Analyze & learn, define policy… and embrace an on-going improvements culture
OD & Managerial Development : 17 OD & Managerial Development Some challenges:
Is the image of a “manager” in India identical to the one in France? Is there a “global manager” type?
Should we hold “mixed” groups in team building process – or will it be naïve to expect “them” to be as open as “us”?
What should be the scale of survey (1-10; 1-4) can Americans adjust to a scale of 1-10? Can Israeli’s adjust to scale of 1-4? So… what can we do?
Develop a global network. Explore before you act!
Work with global vendors
Ask & listen, Analyze & learn, define policy… and embrace an on-going improvements culture
Slide 18: 18 Introduction
Managerial complexity
Task Complexity
So… what can we do?
Q&A
Build Trust : 19 Build Trust Do What You Say You Will Do!
Set expectations (both ways)
Be clear and specific as to the due date
Show your trust by “letting go” and “backing off.” Avoid micromanaging.
Say “I trust you” or “You have the authority to…” or “Use your judgment on this”
Develop regular way to circulate positive and negative news
Set a good example by discussing your faults, mistakes, and concerns.
Be Kind! Generously show your trust in others
Working in a global environment : 20 Working in a global environment So… what (else) can be done?
Humility & Patience
Training & Awareness
Select the right people to do the job (unique traits)
Investing in face to face meeting (especially for key people)
Develop communication channels
Develop the right organizational structure
Consistency (maintain work routines)
Develop Sense of humor
Bottom Lines : 21 Bottom Lines It is Fun
It can be done
It’s highly complicated & Challenging
That is the future (and present)…
There is no other way around!
Slide 22: 22 Thank you! www.comverse.com
Slide 23: 23 Back
Slide 24: 24 Northern Thailand
Appetizer China
Pet USA
Pest Back