HR COURSES HR IN INTERCULTURAL CONTEXT November 11, 2013 Silvia Jelenikova, Dell

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What is culture? Cross-cultural experience

INTRODUCTION Why we have need to be aware of managing people in intercultural context? Intercultural in business – what is behind? Why HR should deal with this?

Globalization – 2 topics we will focus on: Job rotations Global teams

Job rotations

 Gain international skills and professional experience  Wider perspective  Enhance own skills  Targeted job enrichment  Improve intercultural competences  Travelling and using language skills  International trainings / events  Networking  Job opportunities abroad Employee  Promote the growth of the company and its international activities  Support globalization - Develop “global mindset”, business breadth, cultural sensitivity and flexibility at all levels.  Promote pool of international-oriented employees and internationalize teams in different countries  Create better “employer brand”  Improve skills / knowledge transfer between countries to realize synergies  Results in retention of key players we risk losing – if using international environment for job rotation Company Benefits  Adaptation to international work environment, superior, team, tasks, etc.  Language / cultural barrier  Difficulties in finding right communication partner  Cultural differences  Legal implications  Implementation of mother company decision / tools  In some cases increasing company costs Challenges

Assignment as a cherry on top. But what stands behind? Tool by which HR feels significant impact of globalization.

Possible types of assignment DriverAssignment toolCost High business need High Personal interest of employee Lower Expatriate Policy Business-critical appoitment Project conditions External or Internal projects Int´l personell development Localization

 Include new team member into own team  Adaptation process  Some additional costs Host Manager (hosting the employee)  Even if the active headcount is still allocated to the home country, home manger is „loosing“ team member  Same workload less team members  Impact on his OPEX Home Manager (sending the employee)  “Import” essential know-how without increasing headcount  Decrease workload within own team  Make team more international  Enhance knowledge transfer  LiL  Motivate, develop and retain permanent staff especially high potentials and high performers  Retain key people  Make team more international  Enhance knowledge transfer  Possibly develop management trainees  Lessons in leadership (LiL) Challenges Benefits Job Rotations - Two different points of view

Assignment processes Costs to be considered:  salary  COLA index  per diems allowances  travel health insurance  trainings  accommodations in host country  travel expenses Assignment center / Relocator Employee Home manager Host manager HR Home HR Host

What do you think are the most frequent questions from employees´ side?  What are the general conditions of my assigment?  What happens to my current contract?  How will my salary be affected?  What about the „tax man“ and retirement programs?  How well am I insured?  Can I take my family with me?  Where will I live?  How do I return?

Global teams

Managing careers in finance function globally –FGP – Finance Graduate Program –FDP – Finance Development Program –FRP – Finance Rotation Program DELL Best Practices

Managing remote teams (Exercise) American boss 2 teams: -Indians, -Americans/European

Managing employee satisfaction globally Tell Dell Employee Survey BBMs – Brown Bag Meetings DELL Best Practices

Thank you for your attention