Companies and organizations presently encounter both opportunities and challenges of employing global workforces that are different in age, gender, academic qualifications and cultural backgrounds. Global human resource management could be recognized a way of obtaining, assigning and effectively utilizing human resources in organizations from an international context (Jamali, El Dirani, & Harwood, 2015). This paper discusses HR strategic initiative of managing HR globally, diversity and inclusion, risk management, and social corporate responsibility that affect an organization’s strategic goals.
Diversity and Inclusion
Every organization has various diversity and inclusion requirements and problems. Irrespective of the business concentration, an organization capitalizes on optimizing the anticipated outcomes of each client business to support a wider range of diversity and inclusion initiatives. This is including business network groups. Cascio (2018) elaborates that the focus of an organization may be to retain talent, address gender equilibrium, and increase the share of wallet from larger customer segments, enhanced customer fulfillment scores, or exploiting the talents of the various taskforce. All these aspects would require diversity and inclusion. It will incorporate hiring, training, and mentoring of different categories of employees coming from diverse places.
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There are approaches to inclusion and diversity that are strategic and have the ability to deliver an irreversible change. Organizations can define their own strategy of inclusion and create more strategies for leadership, talent advancement, and customer service. Diversity in management is done by the promotion and support of women’s leadership development by giving assorted leadership development remedies. Different multigenerational employee base can also be retained and trained through giving a diverse range of talent development training alternatives (Jamali, El Dirani, & Harwood, 2015). Organizations focus on growing people to offer millennial training, promoting high-potential programs and ensuring employee advancement approach, while encouraging inclusive environment intended to develop and boost talent. In this sense, diversity and inclusion is ensured among organizations since diverse workforce can easily be managed.
Risk Management
Risks are unavoidable, entities have a moral and legal obligation to address the safety and well-being of the employees, clients, and all stakeholders who come are involved with their operations. There must be a dedication from the board of governors of an organization to commit the financial and human resources. An organization can come up with a risk management committee, team or department that is created to deal with the risk management process. According to Storey (2014), the executive director will be responsible for developing and applying a risk management process in a smaller organization. Nonetheless, paid employees, volunteers, probable clients and other stakeholders can be very helpful partners in recognizing risks and coming up with effective approaches to tackle any emerging risks (Elinger & Elinger, 2015). The moment the risk management process is instituted, every member of the organization has a responsibility to recognize risks and following policies and procedures as well as filling forms and submitting reports on the same.
Corporate Social Responsibility
Organizations must recognize disparities of cultures and workforce environments. It is possible by having a sound corporate social responsibility (CSR) plan that can concurrently boost shareholder value, boost employee engagement and enhance employee brand reputation. HR departments should be aggressive at ensuring that their organization adopts appropriate CSR programs. Moreover, the HR is tasked with the responsibility of managing the CSR plan accomplishment and monitoring its implementation proactively (Elinger & Elinger, 2015). The HR can be instrumental in implementing green practices to help in reducing environmental wastes in communities. The employees can be encouraged to reduce their carbon footprint so that more soft copies are encouraged. These are efforts to conserve the environment and appreciate the community around an organization.
The HR can also be involved in fostering a culture of corporate social responsibility in an organization. The younger employees can be nurtured to be conscious of the environment so that they are eager to support CSR initiatives. A friendly competition can be initiated as well as recognition programs among all staff members. The HR can be actively engaged in facilitating training and development programs that expound on the link between the company’s major products or services and the community at large and their worth to the local society (Cascio, 2018). Employees should also be engaged in proper CRS projects that sustain and direct these initiatives of boosting the connection of the company and the community.
HR in the Global Context
There is a call for global leadership to implementing strategies that will ensure expatriates are prepared with the right competencies. This can help organizations to be successful in a global environment. Employees must be nurtured to be culturally aware of the different environment, open-minded and flexible. There is a rise in interests from the younger generation to engage in global assignments. The strategy is also is in increasing the number of female expatriates, which will guarantee value because of mixed gender leadership teams (Storey, 2014). The HR ensure ongoing engagement by recognizing and communicating clear job prospects and performance pointers at the beginning of the assignment. A continuous and thorough assessment of an expatriate employee’s performance. Such performance reviews will facilitate easy appraisal of the operation as an entirety, this will guarantee the success of a global assignment.
In conclusion, organizations are expanding overseas and they now have to deal with a global workforce that has great advantages. A great responsibility comes with this global advancement. When organizations operate globally, a significant challenge in being successful is to appreciate other cultures and workforce environments and begin forming a global profile or social awareness. These differences can be realized with a sound HR management process that takes into consideration the framework of corporate social responsibility programs and is able to anticipate and prevent risks in organizations. This is a progressively significant effort as organizations, communities and all stakeholders cooperate efficiently and unitedly across the globe.
References
Cascio, W. (2018). Managing human resources . McGraw-Hill Education.
Ellinger, A. E., & Ellinger, A. D. (2014). Leveraging human resource development expertise to improve supply chain managers' skills and competencies. European Journal of Training and Development , 38 (1/2), 118-135.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource management roles in corporate social responsibility: the CSR ‐ HRM co ‐ creation model. Business Ethics: A European Review , 24 (2), 125-143.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals) . Routledge.
