Question:

Critically evaluate the challenges HR executives face managing change across international boundaries. Illustrate your answer with examples. (2500 words)

Requirement:

Using examples to show the evidence

Please use text-in reference to show where the sentences come from

The structure below should be an examples, the overall layout does not need to be limited to this structure. As long as you speak it logically is enough.

The reference and the PPT can be help to you, but beside the information you must refer other information and show your understanding by either refer them or taking them as examples.

The reference must above 15 articles.

Some suggestions

·       What does change mean at the organizational and individual level? What are the challenges faced? How might HR tackle these difficulties?

·       What opportunities does change potentially generate? How will HR encourage and harness these opportunities?

·       How should change be managed in different cultures? How might HR manage change in a constructive and sensitive manner? Should change be standardized throughout all business units? Or should local contexts mediate change initiatives?

·       (layout the structure by yourself please)

Introduction

Assignment Structure Example

·       Explain your topic area, give a background to the theories to date, with references.

·       Explain the content/discussion which will appear the main body of your assignment

Main body

Assignment Structure Example

• Structure your paragraphs around themes identified from the literature. Compare, contrast and evaluate researchers’ competing viewpoints.

·       What suggested controversies are apparent?

·       Why is this the case?

·       What does research say about how your topic area could be improved? What implications does this have?

·       Ensure that you give depth to points raised and give examples, not just discuss briefly what a source stated. Remember ‘why’ & ‘how’.

Conclusion

Assignment Structure Example

·       What are the implications of your analysis? What are the key issues that you have discovered?

·       What are the limitations with your analysis? What important issues do you believe you have been unable to tackle?

·       What recommendations can you offer practitioners and researchers?

Assignment Tips

·       Ensure you reference all facts in your assignment.

·       Use up to date literature.

·       Explain and define terminologies used.

·       Develop a focus, do not try and cover too many areas as this can impact on your analysis.

·       Ensure logical flow.

·       Be creative!

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THE SCENARIO

Adapted from:

Jones, F. S. (2008). Organizational entry and socialization (OES) – A case study. Retrieved from http://www.shrm.org/Education/hreducation/Documents/OES_Case%20Study_IM_final.pdf

Jill has accepted a position as a business consultant in your company.  She has an MBA and five years of experience as a business consultant.  Jill was happy at her previous job, but was drawn to your company by promises of high visibility consulting assignments, fast-track promotional opportunities, a higher salary, and performance-based bonuses.

On Jill’s first day, she is greeted by the department’s administrative assistant, who profusely apologizes that Jill’s manager will be unable to meet with her until 11:00 a.m.  The manager is in a meeting that is running longer than expected.  The administrative assistant escorts Jill to her new office and gives her a stack of papers to complete.  She tells Jill that she will be back in about an hour, and shows Jill the restroom and the break room before she hurries back to her cubicle.

Jill looks around her office and notices that she has no supplies.  There is a computer on the desk, but she doesn’t have a password and can’t find any instructions for how to log on.  Using her own pen, Jill completes the forms in about 15 minutes.  As she’s working, a few people pass by her office, but no one stops to greet her and since they all seem rushed, Jill doesn’t introduce herself.  After about an hour, Jill’s manager comes into the office.  He apologizes for not being available to greet Jill and hands her four large binders, one for each project Jill will be working on.  He tells Jill she should spend the remainder of the day reading the content in the binders and preparing for a meeting the next morning, when he will expect to hear her ideas for how to proceed in each of the projects.  The manager also gives Jill a list of 10 online orientation courses and tells her that in accordance with human resources policy she must complete all 10 within the next two weeks.  Unfortunately, since the IT department is backlogged, it might take a day or two to get Jill access to the system.  In the meantime, the manager suggests that Jill keep herself busy by reading the project binders and introducing herself to her colleagues.  The manager tells Jill that there is a deli across the street where she can have lunch, and that the human resources department is located on the third floor.  Someone from HR will take care of the paperwork Jill completed and make sure she gets her employee ID; HR will also give Jill a tour of the facility.  The manager then rushes off to another meeting before Jill can ask any questions.

Jill makes her way to the third floor, where she is directed to a classroom filled with rows of computer terminals.  Although there are three new hires from other departments present, no one from HR is there to greet her.  After about five minutes, an HR representative comes into the room, boots up the computer, introduces himself, and proceeds to read from a series of PowerPoint slides.  He answers some questions but is unable to answer all of Jill’s questions, such as the effective date for her benefits.  Once he finishes his presentation, he introduces a representative from the IT Department, then leaves the room.  The IT representative also uses a PowerPoint presentation and rushes through key information, including how to log into the system and how to connect desktop computers to the shared printer.  The IT representative tells the employees that all of the information she has presented is available on the company’s intranet.  When she finishes her presentation, she tells the new employees to return to their departments.

Jill goes back to her department.  Two of her new co-workers stop by her office and invite her to lunch.  During lunch they warn Jill that it can take a long time to get access to the different computer systems she will need to do her work and tell her she should make daily phone calls to Tech Support.  They also tell her that if she has any questions about her consulting assignments, she should ask one of them, because the manager is fairly new and he still doesn’t really know the company’s processes and systems.

After lunch, Jill returns to her office and asks the administrative assistant for a company directory or a departmental contact list.  The administrative assistant tells Jill that all contact information is available on the company intranet and that she had called Tech Support to ask them to put a rush on getting access for Jill.  She assures Jill that she will have access to the intranet within 24 hours; however, it will take longer to get her access to the project management system and the expense reporting system.  Jill goes back to her office and begins reading the project binders so she can prepare for the morning meeting with her boss.

Six Months Later

Jill is struggling to learn the corporate culture, the consulting methods used by the company, and the performance expectations of her job.  Her manager and her peers are all very busy and while they willingly answer any questions she asks, no one volunteers any information, so Jill learns a lot by trial and error, or just watching others.  She has decided to start looking for another job.  She is not the only one to do so.  In fact, turnover of business consultants at your company is at an all-time high.  The cost of recruiting, hiring, and developing consultants who resign within six months is negatively affecting the company’s bottom line.  In addition, clients are beginning to complain about having to get used to a new consultant every six months or so and several have threatened to take their business to another firm.  The president of the company has asked the director of human resources to investigate the high turnover and create a strategy for retaining these highly paid, talented employees.

Your Role in the Scenario

You are the manager of the training department.  You report to the director of human resources, who discussed the president’s concerns in a staff meeting with the department heads in the human resources division.  You and the other department heads have been asked to provide recommendations to address the turnover issue.

Last week, you and the manager of the recruitment and staffing department collaborated to conduct a needs assessment by (1) holding focus group meetings with consultants who have been with the company for less than one year, (2) interviewing the managers of these new consultants, and (3) examining exit interview data from consultants who left the company in the past two years.  You discovered a theme in the data: current and former consultants did not feel supported in their first few months of hire.  Instead, they spent much of their time trying to learn the company’s policies and procedures and trying to get access to the different systems.  As a result, they made mistakes, missed deadlines, and had to rewrite reports that didn’t conform to company guidelines.  The managers you interviewed wanted their new consultants to quickly reach high levels of productivity, but they didn’t know how to help the new consultants learn what they needed to know.

You believe the company should invest in creating a formal onboarding program for newly hired consultants.  The director of human resources is intrigued by your idea but wants to know more.  How much will such a program cost?  How will the company know if it is effective?

YOUR ASSIGNMENT

Your assignment is to create a proposal for an onboarding program (also known as an orientation or organizational entry and socialization program) for new consultants in your company.  Although you may be tempted to create an onboarding program for all new employees, for purposes of this assignment you should limit your proposal to new consultants only.

The term “orientation” is often used to describe both short-term and longer-term socialization processes.  For purposes of this assignment, we will use the following definition of onboarding: “a strategic process used to attract and engage new employees, reinforce their job selection, acclimate them to the corporate culture, and help them to get to meaningful contribution levels as efficiently as possible” (Lamb, 2011, p. 58).

Your proposal should be 10 double spaced pages in length, excluding the cover page, reference list, and any optional appendixes.  Please use one inch margins and a font size of at least 11 points.  Do not include any spaces between paragraphs.  You must include a minimum of 10 references in your proposal.  You should cite scholarly sources published within the last ten years.  Please note that the websites of consulting firms are not appropriate sources.

Your proposal must include the following elements (not necessarily in this order; feel free to organize your proposal in a way that makes sense to you):

·    A cover memo from you (the manager of training) to your boss (the director of human resources) that clearly states the problem and describes why an onboarding program for new consultants will address the problem.

·    An overview of the program, including the objective(s), length, and location of the program (see the Week 5 materials on writing objectives).

·    Descriptions of:

othe elements of the program, the content to be covered, and the training methods to be used.

othe length of time (hours, days, weeks, months) for each segment of the program.

ospecific methods to ensure transfer of learning (see Week 4 materials).

othe person or group responsible for each segment of the program.

oyour plan for evaluating the program, including the specific outcomes to be measured and methods for measuring them (see Week 6 materials).

oestimated costs associated with developing and implementing the program, such costs for materials, guest speakers, facilities, etc.

·    A properly formatted reference list.  Please use APA format for all citations, quotations, and references.

You may include a table or chart that provides a visual overview your proposed program.  Put such supplemental materials in clearly labeled appendixes following your reference list (tables and charts do not count toward the page length requirement).  Support your recommendations about program, including content, length, and methods, with citations from your research about best practices in onboarding programs.

ADDITIONAL INFORMATION

Feel free to give the company a name and to make up details about the composition of the HR function.  If you are assuming that the company already has certain elements for an onboarding program in place, make sure you describe those elements.  For example, you can decide that the company already has technology in place that you will use in your proposed onboarding program.

Your proposal will have more impact if you provide an estimate of how much the turnover of consultants costs the company.  Here is a link to a turnover cost calculator you case use to estimate these costs:

http://us.drakeintl.com/hr-tools/cost-of-turnover-calculator.aspx#result

For purposes of this assignment, you may estimate costs for the program using realistic made up numbers.  You can decide how much consultants in the company earn, the cost of buying off-the-shelf training programs, the cost of a new HRIS system, etc.  If you want more realistic numbers, training program vendor sites, such as http://www.crmlearning.com/, are a good source of information about off-the-shelf training program costs.  What is important is that you identify the total cost for developing and implementing your program.

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Week 3 Assignment

1. What are some ways you think Panera Bread earns the trust of its public?

2. How does Panera Bread create value for customers?

3. Why does Panera Bread use a SWOT as part of their decision-making process? What information do you think the Panera Bread SWOT contains?

Assignment Expectations

1.Answer the questions using paragraph form

2. Combined, answers should be at least 500 words

3. Use a combination of your own ideas and content from the text keeping in mind the 80/20 rule

4.APA format

5.At least two references and citations

Summary

Ron Shaich is President and CEO of Panera, a restaurant centered on fast service, eat-in dining, and very high-quality foods. Panera is part of a trend toward healthier eating and more balanced living. Their menu includes homemade artisan bread, soups, salads, bagels, specialty sandwiches, and a host of hot, frozen, or iced beverages, from coffee and tea to specialty drinks. Panera has a national presence and has been undergoing serious growth since its inception. Shaich emphasizes that while Panera may be growing at a terrific rate, the company is committed to smart growth. Shaich and others are wary of growth that happens too fast, in the wrong geographic regions, or on the wrong pieces of real estate. To ensure every restaurant has the ideal location, design, and personality, an architect or designer is used to design the actual space around the people, the area, customer flow, etc.

The concept, according to Shaich, is centered on real artisan bread made by real bakers, good food that matches the quality of the bread, good people involved in the company at all levels, and an engaging atmosphere in which to serve the foods and let people associate. Panera’s roots are in local, sustainable food systems, and communities where the business can earn the trust of its public.

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Conflict Crosses the Border: Negotiations between Mexicans and Americans

Two companies were vying for a lucrative contract from the Mexican government. Both firms—one from the U.S. and one from Sweden—had already jumped several hurdles to get the business. Each was invited to Mexico City to present proposals to ministry officials to start the process of negotiating the terms of the proposed deal.

The Americans put a lot of effort into producing an impressive high-tech and hard-hitting presentation, working hard to assemble a team of senior technical experts, lawyers, and interpreters from the New York office. Their bottom line was clear: “We can give you the most technically advanced equipment at a price the others can’t match.” The team met several times with senior management before the presentation to discuss possible concessions, and they were given latitude to make decisions on the spot if need be. The team flew to Mexico City for a week and stayed at one of the top hotels in the city.

Arrangements for a fancy hotel conference room were made so that they could make the best possible presentation to the ministry officials. In a demonstration of due diligence and to impress their potential customer, they brought all the necessary equipment with them and had mailed outlines of the presentation to officials two weeks ahead of time. They also proposed a detailed schedule and other arrangements in a memo to the officials along with the presentation. The Mexican officials dutifully thanked the Americans for their information and said they looked forward to meeting with them and finding out more about their proposal and their firm. They provided information about the history of their agency and the top members of the current ministry.

The Americans arrived early the day before the meeting to avoid problems with their flight. And all team members met at the conference room very early to set it up and make sure all was a go for the meeting later that day. Finally, at the agreed time, the Americans were all ready to present and impress. Unfortunately, the Mexican ministry officials were not—in fact, no one from the ministry was there yet! Instead, various ministry officials arrived gradually over the next hour. They offered no apologies to the perplexed Americans, but instead began to chat amiably about a variety of non-contract-related matters. The U.S. team leader was feeling pressure from both thesituation and his team members—should he act leaderly and get the meeting organized, or should he let the Mexican officials provide the right signal? Finally, after about an hour of glancing at his watch and scanning nervously, the team leader assertively suggested that the meeting should start. The Mexicans seemed surprised but politely agreed and took their seats that were set up ahead of time by the Americans.

The presentation began with informal introductions of the team members by the presenter. The presentation itself was flawlessly delivered, thanks to endless practice. About 20 minutes into the presentation, the minister himself, with an entourage of other officials, walked in. When he figured out what was going on, his demeanor turned unpleasant. Angrily, he asked the Americans to start the presentation over. They complied and started again. Once more, the presentation was going for about 10 minutes, and then an aide arrived with a message for the minister that was delivered in hushed tones. Not wanting to anger him again, the U.S. presenter stopped to wait until themessage was delivered. But the minister signaled for him to continue, so he did. A few minutes later, a number of audience members were talking among themselves. By this time, the Americans were frustrated, but they slogged on and finished. At the end, when the audience was invited to ask questions, the minister’s only comment was to wonder why the Americans had focused so much on the technical details—why had they told the Mexicans so little about their firm’s history?

Later during lunch, the Americans felt that they had to be very forceful about keeping the conversation focused on the topic at hand—the contract and any outstanding issues or problems they could address. Most of theconversation was again seemingly casual, having little or nothing to do with the business at hand—not unlike what happened earlier during the presentation. The Americans were surprised by the many questions about their individual backgrounds and personal experience—including their qualifications. The minister breezed in during the lunch, had a brief but casual conversation with the U.S. team leader, and then left, not to return.

Over the next several days of their time in Mexico City, the Americans repeatedly contacted the Mexican officials for follow-up. Were there additional questions about the specs? How about the technical features of their implementation? What were the initial reactions? Was more information needed? They reminded ministry officials of the schedule they had shared ahead of time and the fact that they needed to return to New York soon. In short, they wished to start the negotiation process. The Mexican response was the same to all these forays throughout the rest of the week: “We need time to examine your proposal among ourselves here first.” The Americans got more and more angry; at the end of the week, this turned to plain frustration. After all, the ministry officials had the proposal for several weeks before the meeting and had multiple opportunities for elaboration of the specs and other elements. The team left Mexico empty-handed. Later they found that the contract was awarded to the Swedish firm.

Assignment Questions

1. Summarize how the reactions of each side may have been influenced by cultural differences, including the culture issues at work here and the typical Mexican and U.S. approaches to this issue. Put differently, what is your diagnosis of the problems here and the reasons for the breakdown in the process?

2. Provide suggestions about how each side could have responded better and adapted to the other side in a more functional way.

3. How could each side have been better prepared for the negotiation?

4. Given the problems that emerged, what could the parties have done to keep them to a minimum or reduce their impact so that progress could be made? Could the Americans have done anything to salvage the situation—even after the minister took offense?

Write a 3-4 page paper in APA format (not including the cover page and reference page). Respond to all the question using an essay format. Note that you must conduct research and your paper must have 3 scholarly references. This means that you must locate peer-reviewed articles.

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PART 1 OF THE ASSIGNMENT:

Record your responses to questions 1–50 using the Personal Bargaining Inventory Answer Sheet found in the Files section of the Course Menu.

PART 2 OF THE ASSIGNMENT:

After listing your responses to questions 1–50, explain what you learned about your perceptions of yourself in conjunction with negotiations and how this questionnaire has helped you in clarifying your perceptions. (Note: There is no scoring scale for this assignment. Your reflection is based solely on how you reacted to and interpreted your responses to the survey questions.)

The paper should be a minimum of 3-4 pages. APA format is required

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