HRM650 Ashford Wk 6 MTE Expansion to India Global HR Acquisition Plan Week 6 – Final Paper Global HR Acquisition Plan Human Resources is now asked to be r

HRM650 Ashford Wk 6 MTE Expansion to India Global HR Acquisition Plan Week 6 – Final Paper
Global HR Acquisition Plan

Human Resources is now asked to be ready with a Global HR Acquisition Plan so the company can move quickly once government approval is secured for acquiring companies in India. The goals are to retain talent and build capacity to handle the new business potential. HR must develop a Global HR Acquisition Plan that supports this international expansion to India into its own structured plan.

The final assignment is a culmination of the previous weeks’ assignments, in which you will use all of the skills you have acquired throughout this course. Now you will pull those assignments together to create a Global HR Acquisition Plan. Review the feedback you received in previous weeks from your instructor before completing the final assignment. In addition, you will provide an Executive Summary, as well as evaluate organizational culture and regulatory, legal, and ethical issues.

The Global HR Acquisition Plan will be a summative accumulation of each of the weekly assignments that have had the instructor’s feedback incorporated. The Global HR Policy will consist of the following sections:

Executive Summary

The Executive Summary is a two- to three-page condensed version of the Global HR Acquisition Plan. It will contain a summary of the results, conclusions, and recommendations. Visit the Ashford Writing Center’s Business WritingLinks to an external site. for an example of an Executive Summary.

Subsidiary Country—India

In Week 1, (attached) you summarized the social and business elements of India and analyzed how ethnicity, race, gender, sexual orientation, national origin, and disability impacted those elements. You then evaluated the competencies necessary to work and manage effectively in this environment.

To complete this section, review the instructor feedback you received for your Week 1 Assignment, and incorporate it into a final draft.

Multi-Level Talent Management Plan

In Week 2, (attached) you evaluated multi-level approaches to talent management, explaining the competencies necessary to manage employees from home headquarters, employees from India, and third country nationals. You devised strategies to address recruitment, selection, succession planning, and retention, explaining how the shortage of talent and the availability of low-cost labor in India impacted these elements.

To complete this section, review the instructor feedback you received for your Week 2 Assignment, and incorporate it into a final draft.

Global Performance Management

In Week 3, (attached) you evaluated the characteristics necessary to work effectively in a global market. Specifically, you analyzed how varying demographics impacted the management of employee capabilities from a global perspective, explained employee relations strategies that overcome biases, and analyzed the challenges related to direct and indirect communication channels.

To complete this section, review the instructor feedback you received for your Week 3 Assignment, and incorporate it into a final draft.

Rewards and Benefits Management

In Week 4, (attached) you proposed a compensation structure. Specifically, you constructed a total rewards model that hedged diversity as a resource for organizational competitiveness and assessed whether a fixed benefits package or a flexible bundle would best fit these employees. In addition, you explained whether the compensation would consist of hourly, salary, or contingent base selection and compared your compensation structure to that of the competition.

To complete this section, review the instructor feedback you received for your Week 4 Assignment, and incorporate it into a final draft.

Organizational Culture and HRM

This week, you will create this section. For the Global HR Acquisition Plan,

Research and recommend actions to blend the United States and India organizational cultures. Some examples of differences in organizational cultures that you may select for review include
Flexibility in deployment of policies.
Work-life balance.
Talent retention.
Acceptance of change.
The use of the appraisal process as a critical assessment.

Regulatory, Legal, and Ethical Issues

This week, you will review each section of the Global HR Acquisition Plan. In this section,

Evaluate any regulatory, legal, and ethical issues that may arise when developing and administering the new policies and procedures you have outlined.

The Global HR Acquisition Plan

Must be 10 to 15 double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing CenterLinks to an external site..
Must include a separate title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must use at least 12 scholarly, peer reviewed, and/or credible sources, in addition to the course text.
The Scholarly, Peer Reviewed, and Other Credible SourcesLinks to an external site. table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
Must document all sources in APA style as outlined in the Ashford Writing Center.

Must include a separate references page that is formatted according to APA style Running head: MTE EXPANSION TO INDIA
MTE Expansion to India
Angelia Lucas
HRM650 Managing a Global and Diverse Workforce
Instructor Thomas Hennefer
April 6, 2019
1
MTE EXPANSION TO INDIA
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MTE Expansion to India
The company’s performance depends on both internal and external factors that affect its
operation. An environmental analysis is essential to evaluate if a company will succeed and take
advantage of its competitors because it will help identify possible opportunities and risks that can
affect the development of an organization. Companies get influenced by forces such as the
economy, technology, social, political, and demographic forces.
The use of models like the PESTLE analysis and Porter’s five forces analysis enable the
company to evaluate the progress in the marketplace, as well as its relative position concerning
the rest of companies, identifying how the different forces will affect the company’s operation
(Singh, 2017). These methods are thus highly valuable in the evaluation of the expansion process
and the analysis of how the different factors will affect the expected operations of the company
once expanded into India.
The HRM has the role in ensuring the acquisition plan to introduce a new “third
company” of MTE Corporation in India is successful. Due to the increase in more sophisticated
and complex business operations, both marketing and strategic planning are required to
effectively and efficiently set up MTE Corporation in a given specified geographical site after
knowing the opportunities and threats involved.
The development and growth of an organization depend on the kind of environment it
operates from. Therefore, it is essential as a human resource manager to understand the social
and business elements of India including the demographics of the people and community,
education, communication, the economy, the government of India (Mohan & Chandramohan,
2018).
MTE EXPANSION TO INDIA
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The country is in a strategic location, which is suitable for promoting the businesses in
the Asiatic continent. The community has several tribes that use multiple languages, which may
represent a challenge for the expansion of a multinational company like the MTE Corporation.
There is a relatively high development in every sector such as the medical sector, business
sectors, and the technology sector. This development represents a favorable setting for the
expansion of the company, as it offers the necessary background ensuring that the company gets
access to qualified employees and a highly specialized workforce.
The high development also implies that the country has developed most of the
infrastructure necessary to operate a highly diversified industrial base. In this sense, the
development of all of the sectors, such as agricultural, economic, social, political, and technology
advancement, have created a platform for the growth of many foreign organizations. Besides,
many foreign investors have decided to invest in India attracted by the benefits of the existing
favorable laws and regulations. Similarly, multinational companies have already expanded into
the country, creating the necessary background for the MTE corporation to grow.
This high expansion of foreign companies and foreign capital into India has in part
resulted from the fact that the Indian government has enacted laws as the Companies Act of
2013. This act gave international institutions like the MTE corporation the necessary legal
support to establish in the Indian territory (Indian government, 2013). Another important rule
that the company will need to account for when expanding to India includes the Indian
Employment Law. The law, applicable only in particular employments, establishes the minimum
wages in certain employments through empowering the Central and State Government to prevent
the exploitation of the labor class by the capitalist class.
MTE EXPANSION TO INDIA
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The Republic of India has become one of the most-populous countries with roughly onesixth of the globe’s total population. It consists of 29 states and occupies the more significant part
of South Asia. The high population level of India is an important aspect to consider as it has a
substantial impact on the successful expansion of the company. The high population level
implies that there will be a high number of potential customers prompt to purchase the products
sold by the MTE corporation. Besides, there will also be enough labor force to work for the
company. In this sense, the high population offers workforce, enough resources, high demand for
products and services, and a relatively high purchasing power.
There are some significant differences between the Indian and the American work
environment that will directly threaten the MTE corporation that the human resources managers
need to account for to expand the operations into the country successfully. Firstly, it is notable
that strikes are prohibited in the public sector in India (Mahajan & Yadav, 2017). Secondly, child
labor is a common practice in India.
India also faces a significant challenge of discrimination in regards to gender equality in
terms of employment and family management. It is a male-dominated society where the feminine
gender is not valued. India has been one of the major leading nations that portray gender-based
discrimination (Esteve-Volart, 2004). These differences represent a considerable impact on the
human resources practice in India, where human resources managers will need to deal with
problems for which they are most likely not prepared unless they receive appropriate training.
Lastly, the managers of the MTE Corporation will need to account for the multiple
differences regarding the beliefs of the Indian employees as compared to those of the American
employees. For instance, they need to consider for the importance that Karma plays in the Indian
MTE EXPANSION TO INDIA
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culture, thus creating work environments that will respect this belief and ensuring that the Indian
employees and potential customers perceive the company as a highly respectful company.
In conclusion, HRM plays a vital role in the implementation, establishment, and success
of any business. Development and growth of an organization depend on the kind of environment
it’s operating from. Therefore, it is essential as a human resource manager to understand the
social and business elements of India including the demographics of the people and community,
education, communication, the economy, and the government of India.
India has grown and developed to the extent that foreign investors can feel confident and
secure in investing their capital into society. The high population of India has become a
significant platform of the MTE Corporation to establish its new company in that geographical
location for they provide with the workforce needed for the company’s success and
sustainability. Also, the laws and regulations enacted by the Indian government such as the
Companies Act of 2013 have given foreign legal entities like the MTE Corporation multiple
advantages if they expand into India.
As illustrated previously, there are multiple differences regarding the practice of human
resources management in India and the United States. These differences arise from the
sociocultural and economic differences existing in the country. Some of the most characteristic
differences refer to female discrimination, the existence of a prominent child labor force, or the
fact that employees cannot go on strike in India.
MTE EXPANSION TO INDIA
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References
Esteve-Volart, B. (2004). Gender discrimination and growth: Theory and evidence from India.
Vol.
Mahajan, A., & Yadav, K. (2017). India. The World Guide to Sustainable Enterprise (pp. 57-63).
Routledge.
Mohan, A., & Chandramohan, S. (2018). Impact of Corporate Governance on Firm Performance:
Empirical Evidence from India.
Singh, M. K., Kumar, H., Gupta, M. P., & Madaan, J. (2018). A glimpse of sustainable
electronics manufacturing for India: A study using PEST-SWOT analysis. In Global
Value Chains, Flexibility and Sustainability (pp. 271-281). Springer, Singapore.
Indian Government. (2013). The Companies Act. Retrieved April 4, 2019, from
http://www.mca.gov.in/Ministry/pdf/CompaniesAct2013.pdf
Running head: TALENT MANAGEMENT PLAN
Talent Management Plan
Angelia Lucas
HRM650 Managing a Global and Diverse Workforce
Instructor Thomas Hennefer
April 14, 2019
TALENT MANAGEMENT PLAN
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Talent Management Plan
Question 1
A Human Resource Manager with a task of managing employees in a multi-national
organization set up has to have an overlapping set of skills and competencies. The world today
is a competitive arena. Human resource Managers ought to develop and understand these skills
to become successful in this field. In that case, the following section will provide some of the
approaches that may help in the management of organizations in third world nations and the
approaches that the organization may use to manage the employees.
Communication Skills
The primary function of any human resource manager is to facilitate discussion between
employers and employees. The downfall of an organization begins when the human resource
manager cannot communicate clearly. Thus, for a human resource manager to clearly and fully
relay information, one must master both written and oral communication skills. One main area
in which successful HR managers prevail is the keen ability to resolve conflicts. In the
workplace, people have different beliefs and customs but are operating under one organization.
Issues always arise amongst people (Beamond et al., 2016). In a global organization where
there is wide diversity, an HR manager must possess strong problem-solving skills.
Human Capital Development Skills
Most organizations today consider the activity of hiring new employees is a timeconsuming and expensive process that does not guarantee immediate success. For this reason,
many HR managers shift to employee development and leveraging. Human capital
development involves the development of knowledge, collective and other individual skills to
create economic value. In detail, it consists of looking at employees as a person with a wide
range of needs, interest, knowledge skills and competencies that are beyond the confinement
TALENT MANAGEMENT PLAN
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of the current job. This issue calls for opportunities for career development such as education
and training of employees. This strategy is better than the recruitment of employees because it
increases the competencies of the organization through personal and career development of the
workforce (Cappelli et al., 2017). The approach can be expanded further to include tuition
reimbursement plans, structures training programs, and mentorship programs.
Leadership and Management Skills
HR managers must have the ability to coach employees and turn them into leaders. The
HR manager must know how to efficiently apply the broad leadership and coaching approach
that will improve employees’ creative and innovative problem-solving skills. Employees look
at the HR managers as the organizational leaders steering the organization to success with the
interest of all stakeholders at heart. The HR manager must be ready to face the challenges of
all types of business such as; sole proprietors, companies, non-governmental organizations, not
for profit organizations and global corporations. The problems involved include understanding
employee and employment laws, managing organizational culture with diverse cultures, and
adding and diversity issues (Collings et al., 2018).
Critical Thinking Skills
Critical thinking skills are one of the crucial skills an HR manager must have. An HR
manager should be able to think outside the box when dealing with challenges that come with
managing people. Also one must possess the ability to =make decisions without emotional
attachment. Ina global setting, employees come from different social and cultural backgrounds.
The HR manager must provide an efficient strategy to enable all of them to work together in
harmony towards meeting organizational goals and objectives (McDonnell et al., 2017).
Ethical Approach to Human Resources
TALENT MANAGEMENT PLAN
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The HR manager can access personal details and confidential data of the employees and the
organization respectively. One must maintain high ethical standards as an HR Manager.
Unilateral and unwavering commitment to moral business ethics protect the organization and
attracts top talents. It also promotes the habit of loyalty and trust among the employees,
employers, and customers. The idea of ethics narrows down to genuinely caring about people
(Collings et al., 2015).
Question 2
Strategies to Managing Talent Shortage
Retaining Talented Employees
This strategy requires a detailed analysis of employees who are likely to seek
employment elsewhere and who are the most valuable to the company. Incentives that can be
given to employees to make them retain their positions include; professional developments and
bonuses. In the retention strategy, succession can also play a crucial role. Employees who have
shown they are very best in becoming the best for the company to be included in the succession
plan. Another strategy for employee retention increases in salary (Sparrow et al., 2015).
However, the salary increase is not an advisable method because offering employees more
wages to retain them can sometimes backfire and the company ends up losing the employee
and the funds. The organization can also be sued for discriminating against fair salary and
remuneration.
Recruiting Qualified Applicants
The above can be done by organizing a public fare that promises job seekers of
opportunities in the organization. The public fair should be widely publicized to reach as many
people as possible. Public tickets attract hundreds of people who show innovative and initiative
is a pursuit for the right job that fi their careers. Another method of recruiting qualified
TALENT MANAGEMENT PLAN
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applicants is through advertisement on social media. Hundreds of graduates are looking for
jobs. There is at least a percentage in the job seeker population with a stand out skills, talent
and experience in the post the organization might be advertising (Taylor, 2018). Furthermore,
the section of human resource management that is responsible for recruitment should increase
their presence in the seminars, professional seminars and other activities that give the
organization high exposure.
Some of the effects of workforce shortage in the developing nations include affecting
the way the organization delivers its services to the community that it serves. Another negative
issue involved in lack of adequate workforce in developing countries consists of the increased
cost in the organization where the firm may incur additional costs in producing its products as
well as when delivering some of the services to the community.
Strategies for managing low-cost labor
Training and Mentoring
Training employees give them a sense of value. Training enables the employees to
acquire extensive skills and knowledge as well as having a strong understanding of how the
job is done and its requirements. As much as it is helping the overall competency of the
company it also helps the employees to accomplish their goals and objectives. Mentoring is
one of the best methods of employee retention. During mentoring, an organization pairs most
experienced employee with an inexperienced employee for mentorship (Vasanthi et al., 2019).
This mentorship program provides room for competencies development and provides
performance feedback.
Provide growth opportunities and recruit from within
The organization has to provide employees with breaks, tool and equipment are to
enable them to understand more about their abilities and their job responsibilities. The
TALENT MANAGEMENT PLAN
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employees ought to be presented with challenges to their work description to increase their
knowledge in the field as well as to strengthen their problem-solving skills. If an organization
invest in the career and development of their employees, employees are likely to remain
committed in the same organization for a long time. Also, the management can reduce the
impact of high cost by hiring new employees from within this can also be done through referral
wherein the event of a job vacancy, the current employee is given a chance to choose who can
be best suited for the job (Taylor, 2018).
TALENT MANAGEMENT PLAN
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References
Beamond, M. T., Farndale, E., & Härtel, C. E. (2016). MNE translation of corporate talent
management strategies to subsidiaries in emerging economies. Journal of World
Business, 51(4), 499-510.
Cappelli, P., & Keller, J. R. (2017). The historical context of talent management. The Oxford
handbook of talent management, 23-42.
Collings, D. G., Scullion, H., & Vaiman, V. (2015). Talent management: Progress and
prospects.
Collings, D. G., Scullion, H., & Caligiuri, P. M. (2018). Macro Talent Management: What It
Is and Why It Is Important to Global Talent Management. In Global Talent
Management (pp. 34-48). Routledge.
McDonnell, A., Collings, D. G., Mellahi, K., & Schuler, R. (2017). Talent management: a
systematic review and prospects. European Journal of International
Management, 11(1), 86-128.
Sparrow, P. R., & Makram, H. (2015). What is the value of talent management? Building
value-driven processes within a talent management architecture. Human resource
management review, 25(3), 249-263.
Taylor, S. (2018). Resourcing and talent management. Kogan Page Publishers.
Vasanthi, S., & Basariya, S. R. (2019). ON THE JOB TRAINING IMPLEMENTATION
AND ITS BENEFITS.
Running head: GLOBAL PERFORMANCE MANAGEMENT
Global Performance Management
Angelia Lucas
HRM650 Managing a Global and Diverse Workforce
Instructor Thomas Hennefer
April 21, 2019
GLOBAL PERFORMANCE MANAGEMENT
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Impacts of Varying Demographics on Management of Employee Capabilities
In every international firm, there is an aspect of diversity because a global company has
workers from all over the world with different cultures and values as their employees. The
difference affects how employees relate to each other, how management refers with employees
and the development of the interpersonal relationship. It also affects human resource functions
such as training, recordkeeping, and recruiting requirements of the HR role. Therefore, it
increases the purposes of HR.
Diversity in an international organization requires HR to continuously upgrade
recruitment strategies to accommodate the broad areas of abilities, skills, and knowledge that
comes with variety. For instance, a company the recruits from historically black universities
and colleges may bring diversification. This issue is why many organizations use the term
‘equal opportunity employer’ as it is the function of HR to encourage diversity by encouraging
applicants all over the world (Shields et al., 2015).
Having people of different cultures in an organization help the company attains a
competitive advantage in the international market when targeting a customer group that
requires diverse perspectives. HR must identify various employees and place them in a
department that can make the most useful contribution. For instance, when a company is
developing a state of the art technology, the technology nerds will be required in such an area.
HR has a duty to assessing training modules that is favorable to the employees. Also, it
must determine whether to make diversity training mandatory. The process involves the
evaluation of the environment n which the employee operates and determine whether the
workforce will benefit from necessary training. HR determines the in-house diversity training
materials.
GLOBAL PERFORMANCE MANAGEMENT
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Employee Relation Strategies
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