Competency Mapping &

International HRM


Meghana Naravar, 23
Santoshi Aietwar, 46
Chandrika Marisetty, 72
Priyanka Jindal, 73
Contents
1. Introduction to Competency Mapping
2. Types of Competencies
3. Uses of Competency Mapping
4. Introduction to International HRM
5. Objectives and Needs of IHRM
6. Functions of IHRM
7. Practices of IHRM
8. International Staffing and Approaches
9. Repatriation
10. Cultural Differences
11. Hofstedes cultural Dimensions



Competency Mapping
A Competency is an underlying
characteristic of a person which enables him
/her to deliver superior performance in a
given job, role or a situation.
Competencies are seen mainly as inputs.
Competency As A tool
Competencies are based on
1. Knowledge: - information accumulated in a particular
area of expertise (e.g., accounting, selling, servicing,
management)
2. Skills: - the demonstration of expertise (e.g., the
ability to make effective presentations, or to
negotiate successfully)
3. Motive: - recurrent thoughts driving behaviors (e.g.,
drive for achievement, affiliation)
4. Attitude: - self-concept, values and self-image
5. Traits: - a general disposition to behave in certain
ways (e.g., flexibility)
Types of Competencies

1.Generic Competencies
Competencies which are considered essential for all employees regardless
of their function or level. - Communication, initiative, listening etc.
2.Managerial Competencies
Competencies which are considered essential for employees with
managerial or supervisory responsibility in any functional area including
directors and senior posts.
3.Technical / Functional
Specific competencies which are considered essential to perform
specific role in the organization within a defined technical or an area of
work.
e.g.: Finance, environmental management etc .


When can competencies be
used?

Assessment during recruitment
Assessment during further
development;
As a profile during assessment to
guide future development needs;
Succession planning and
promotion;
Organizational development
analysis.

International HRM
What is IHRM
IHRM can be defined as set of activities aimed
managing organizational human resources at
international level to achieve organizational objectives
and achieve competitive advantage over competitors at
national and international level.

IHRM includes typical HRM functions such as
recruitment, selection, training and development,
performance appraisal and dismissal done at
international level and additional activities such as global
skills management, expatriate management and so on.
Objectives and Need of
IHRM
OBJECTIVES
Create a local appeal without compromising upon the global identity.
Generating awareness of cross cultural sensitivities among
managers globally and hiring of staff across geographic boundaries.
Training upon cultures and sensitivities of the host country.
NEED FOR IHRM
Managing expatriates
Globalization has forced HRM to have international orientation
Effectively utilize services of people at both the corporate office and
at the foreign plants

Functions of IHRM
RECRUITMENT
SELECTION
EXPATRIATES PERFORMANCE APPRAISAL
TRAINING AND DEVELOPMENT COMPENSATION
WOMEN IN INTERNATIONAL BUSINESS
DUAL CAREER GROUPS
INTERNATIONAL INDUSTRIAL RELATIONS
TRADE UNIOUNS PARTICIPATIVE MANAGEMENT

How is it different from
Domestic HRM?
Domestic HRM is done at national level and IHRM is done at
international level.
Domestic HRM is concerned with managing employees belonging to
one nation and IHRM is concerned with managing employees belonging
to many nations (Home country, host country and third country
employees)
Domestic HRM is concerned with managing limited number of HRM
activities at national level and IHRM has concerned with managing
additional activities such as expatriate management.
Domestic HRM is less complicated due to less influence from the
external environment. IHRM is very complicated as it is affected heavily
by external factors such as cultural distance and institutional factors.
IHRM Practices
1. International staffing
2. Pre-departure training for international
assignments
3. Repatriation
4. Compensation issues in international
assignments
International Staffing
Refers to the process of selecting employees for staffing international
operations of an MNC
MNCs can be staffed using three different sources
a. Home country or Parent Country National (PCN)
b. Host Country Nationals (HCN)
c. Third Country Nationals (TCN)
PCN Employees of an organization who are citizens of the country in which the
headquarters of the company is located
HCN Employees of an organization who are the citizens of the country in which
the foreign subsidiary is located
TCN Employees of an organization who are the citizens of the country other
than the country where the organization is head quartered and the country that
is hosting the subsidiary
Approaches to Staffing
Ethnocentric: Here the Key management positions
are filled by the parent country individuals.
Polycentric: In polycentric staffing policy the host
country nationals manage subsidiaries whereas the
headquarter positions are held by the parent
company nationals.
Geocentric: In this staffing policy the best and the
most competent individuals hold key positions
irrespective of the nationalities.

Pre-departure Training for
International Assignments
To make it easier for the employee to assume job
responsibilities and be effective in the foreign country as
soon as possible
To facilitate cultural adaptation as quickly and as
effectively as possible
Elements of T&D Program
1. Language training
2. Cultural training
3. Mannerisms

Repatriation
Compensating Managers in International Assignments
Components of expatriate compensation-
Home leave and travel allowances
Childrens education allowance
Currency differential payments
Relocation allowance
Housing allowance
Cost of living adjustment
Payments to protect from negative tax consequences
It is the process of bringing an expatriate home after he/she has
completed the international assignment.
Cultural Environment
Cultural constraints faced by
internal and external
employees of an organization
Language
Time Orientation
Religion
Respect/Formal Procedures
Work culture
Consensus seeking


Hofstedes Cultural
Dimensions
Hofstedes cultural dimensions theory for cross
cultural communications is developed by Geert
Hofstede.
It describes the effects of a societys culture on
values of its members.
It answers the following questions
1. What factors lead to cultural differences between
organizations in countries?
2. What are the main factors behind different
cultures across Nations?

Organizational Culture
Dimensions
1. Focus on means or on goals?
Process vs Result Oriented
2. Cares for employee interests?
Employee vs Work Centered
3. Identify with Company or Profession?
Local vs Professional
4. Access of information for outsiders/newcomers?
Open vs Closed system
5. Easygoing or strict for insiders?
Loose vs Tight Control
6. Strict or forthcoming to outsiders?
Internally vs Externally driven
National Culture
Dimensions
1. Handling inequality
Power distance, from large to small
2. Dealing with the unknown
Uncertainty Avoidance, from strong to weak
3. Dependence on others
From Individualism to Collectivism
4. Emotional gender roles
From Masculinity to Femininity
5 .Time perspective
From Long- to Short- Term Orientation
6. Dealing with natural drives
From Indulgence to Restraint

Dimensions of National
Cultures
0
10
20
30
40
50
60
70
80
90
100
India
United States
Iraq
Questions?
THANK YOU