Writing lacks logical organization. It may show some coherence but ideas lack unity. Serious errors and generally is an unorganized format and information.
The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.
Discussion | Module Alignment |
---|---|
Module 1: The Role of Human Resources | |
Module 2: Human Resource Strategy and Planning | |
Module 3: People Analytics and Human Capital Trends | |
Module 4: Diversity in the Workplace | |
Module 5: Workforce Planning | |
Module 6: Recruitment and Selection | |
Module 7: Onboarding, Training, and Developing Employees | |
Module 8: Compensation and Benefits | |
Module 9: Performance Management and Appraisal | |
Module 10: Building Positive Employee Relations | |
Module 11: Employee Termination | |
Module 12: Employee Rights and Responsibilities | |
Module 13: Union–Management Relations | |
Module 14: Safety, Health, and Risk Management | |
Module 15: Corporate Social Responsibility | |
Module 16: Global Human Resources | |
Module 17: Human Resources in Small and Entrepreneurial Businesses |
Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.
Criteria | Not Evident | Developing | Exemplary | Points |
---|---|---|---|---|
Submit your initial response | No post made | Post is either late or off-topic | Post is made on time and is focused on the prompt | 10 pts |
Respond to at least two peers’ presentations | No response to peers | Responded to only one peer | Responded to two peers | 5 pts |
ORG_FLAG is a standard field within SAP Table AGR_USERS that stores Flag: Assignment Comes From HR Organization Management information. Below is the list of attribute values for the ORG_FLAG field including its length, data type, description text, associated data element, search help etc... You could also view this information on your SAP system if you enter the table name AGR_USERS or data type ORG_FLAG into the relevant SAP transactions such as SE11 or SE80 etc. Also check out the Contributions section below to add and view useful hints, tips and screen shots specific to this SAP table field.
Below is everything you need to know about the SAP org_flag field in table AGR_USERS, Including example ABAP code to show you how to select data, attributes/info such as that it is a none Key Field of table AGR_USERS and that it stores Flag: Assignment Comes From HR Organization Management
Main Table: | AGR_USERS |
Short Description: | Flag: Assignment Comes From HR Organization Management. |
Position of field in table: | 0010 |
Keyfield: | No |
Application Class: | |
Mandatory: | No |
Check table: | |
Used for foreign key relationship so that entries are restricted to those that appear within the primary key of the check table. | |
Memory ID: | |
Data type | CHAR |
Field Length | 000001 |
Number of Decimals | 000000 |
Internal type(i.e. C,I,N): | C |
Internal Length(in Bytes): | 000002 |
Reference table: | |
Can field have NULL value?: | No |
Data Element / Component Type: | |
Domain name: | |
Reference field for currency/qty fields: | |
Origin of Search help: | - No input help exists |
No input help exists for this field | |
Search help attached to field: | |
Is field a table (i.e. nested table): | No |
Depth for structured types: | 00 |
Component Type: | Data Element |
Is allocated Language Field?: | |
If a table/structure contains more than 1 language field (i.e. data type LANG) this flag denotes which one is used for the text language | |
Object Referenced type: | |
Position of field in database: | 0000 |
Check table name of the foreign key: | |
Cardinality of a relationship: | |
Short text: | |
Message for unsuccessful foreign key check: |
Below is the field in the previous position and the next position of table AGR_USERS
Assignment of roles to users, recommended now, fire tv stick lite essentials bundle.
This bundle contains Amazon Fire TV Stick Lite and Mission USB Power Cable. The USB power cable eliminates the need to find an AC outlet near your TV by powering Amazon Fire TV directly from your TV's USB port. Includes special power management circuitry that enhances the peak power capability of the USB port by storing excess energy and then releasing it as needed.
The table AGR_USERS ( Assignment of roles to users ) is a standard table in SAP ERP. It belongs to the package S_PROFGEN .
Table | |
Short Text | |
Package | |
Table Type |
Field Name | Key | Description | Data Element | Type | Length | Check Table |
---|---|---|---|---|---|---|
MANDT | ✔ | Client ID | SYMANDT | CLNT | 3 | |
AGR_NAME | ✔ | Role Name | AGR_NAME | CHAR | 30 | |
UNAME | ✔ | User Name in User Master Record | XUBNAME | CHAR | 12 | |
FROM_DAT | ✔ | Date of validity | AGR_FDATE | DATS | 8 | |
TO_DAT | ✔ | Date of validity | AGR_TDATE | DATS | 8 | |
EXCLUDE | Exclusive | AGR_EXCL | CHAR | 1 | ||
CHANGE_DAT | Date of menu generation | MENU_DATE | DATS | 8 | ||
CHANGE_TIM | Time when the menu was generated last | MENU_TIME | TIMS | 6 | ||
CHANGE_TST | UTC Time Stamp in Short Form (YYYYMMDDhhmmss) | RSTIMESTMP | DEC | 15 | ||
ORG_FLAG | Flag: Assignment Comes From HR Organization Management | AGR_ORG | CHAR | 1 | ||
COL_FLAG | Flag: Assignment from composite role | AGR_COL | CHAR | 1 |
Business leaders watching their organizations experience profound upheaval because of the COVID-19 crisis may find it difficult to understand what it all means until the dust settles.
But the pandemic hasn’t afforded them, or any of us, that luxury. It has created profound and immediate changes to how societies operate and how individuals interact and work. We have all witnessed an at-scale shift to remote work, the dynamic reallocation of resources, and the acceleration of digitization and automation to meet changing individual and organizational needs.
Organizations have by and large met the challenges of this crisis moment. But as we move toward imagining a postpandemic era , a management system based on old rules—a hierarchy that solves for uniformity, bureaucracy, and control—will no longer be effective. Taking its place should be a model that is more flexible and responsive, built around four interrelated trends: more connection, unprecedented automation, lower transaction costs, and demographic shifts.
To usher in the organization of the future, chief human-resources officers (CHROs) and other leaders should do nothing less than reimagine the basic tenets of organization. Emerging models are creative, adaptable, and antifragile . 1 Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder , New York, NY: Random House Trade Paperbacks, 2012. Corporate purpose fuels bold business moves. “Labor” becomes “talent.” Hierarchies become networks of teams . Competitors become ecosystem collaborators. And companies become more human: inspiring, collaborative, and bent on creating an employee experience that is meaningful and enjoyable .
After the pandemic erupted last year, we spoke with 350 HR leaders about the role of uncertainty in their function. They told us that over the next two years they wanted to prioritize initiatives that strengthen their organization’s ability to drive change in leadership, culture, and employee experience.
How are they doing? In this article, we discuss ways that CHROs can continue to meet the moment by rethinking processes in three fundamental areas: identity, agility, and scalability.
McKinsey has recently conducted research on how businesses can best organize for the future . The experimentation underway suggests that future-ready companies share three characteristics: they know what they are and what they stand for; they operate with a fixation on speed and simplicity; and they grow by scaling up their ability to learn and innovate.
HR can help propel this transformation by facilitating positive change in these three key areas, as well as with nine imperatives that radiate out from them (Exhibit 1).
Companies that execute with purpose have greater odds of creating significant long-term value generation , which can lead to stronger financial performance, increased employee engagement, and higher customer trust.
What is your company’s core reason for being, and where can you have a unique, positive impact on society? Now more than ever, you need good answers to those questions—purpose is not a choice but a necessity.
CHROs play a vital role in making sure the organization is living its purpose and values . HR can articulate and role-model desired individual mindsets and behaviors linked to purpose by identifying “moments that matter” in the company’s culture and translating purpose into a set of leadership and employee norms and behaviors.
For instance, commercial-vehicle manufacturer Scania holds an annual “Climate Day,” during which the company stops operations for one hour to hold sustainability training, in line with its purpose to “drive the shift toward a sustainable transport system.” 2 Scania Annual and Sustainability Report 2019 , Scania, scania.com.
HR can also ensure that clear changes are made to recruitment and capability-building processes by determining the characteristics of a “purpose driven” employee and embedding these attributes within recruitment, development, and succession planning.
HR can also incorporate purpose-driven metrics into compensation and performance decisions. Companies across industries have embarked on these metrics lately. For example, Seventh Generation, a maker of cleaning and personal-care products, recently built into its incentive system sustainability targets for the company’s entire workforce, in service of its goal of being a zero-waste company by 2025. Shell has plans to set short-term carbon-emissions targets and link executive compensation to performance against them.
Organizations that can reallocate talent in step with their strategic plans are more than twice as likely to outperform their peers. To link talent to value, the best talent should be shifted into critical value-driving roles. That means moving away from a traditional approach, in which critical roles and talent are interchangeable and based on hierarchy.
Getting the best people into the most important roles requires a disciplined look at where the organization really creates value and how top talent contributes . Consider Tesla’s effort to create a culture of fast-moving innovation, or Apple’s obsessive focus on user experience. These cultural priorities are at the core of these companies’ value agendas. The roles needed to turn such priorities into value are often related to R&D and filled with talented, creative people.
To enable this shift, HR should manage talent rigorously by building an analytics capability to mine data to hire, develop, and retain the best employees. HR business partners, who articulate these staffing needs to the executive management team, should consider themselves internal service providers that ensure high returns on human-capital investments. For example, to engage business leaders in a regular review of talent, they can develop semiautomated data dashboards that track the most important metrics for critical roles.
Companies know that a better employee experience means a better bottom line. Successful organizations work together with their people to create personalized, authentic, and motivating experiences that tap into purpose to strengthen individual, team, and company performance.
The HR team plays a crucial role in forming employee experience. Organizations in which HR facilitates a positive employee experience are 1.3 times more likely to report organizational outperformance, McKinsey research has shown . This has become even more important throughout the pandemic, as organizations work to build team morale and positive mindsets .
HR should facilitate and coordinate employee experience. Organizations can support this by helping HR evolve, strengthening the function’s capability so that it becomes the architect of the employee experience. Airbnb, for instance, rebranded the CHRO role as global head of employee experience. PayPal focused on HR’s capability and processes to create a better experience for employees, including coaching HR professionals on measuring and understanding that experience, and using technology more effectively.
Culture is the foundation on which exceptional financial performance is built. Companies with top-quartile cultures (as measured by McKinsey’s Organizational Health Index ) post a return to shareholders 60 percent higher than median companies and 200 percent higher than those in the bottom quartile.
Culture change should be business-led, with clear and highly visible leadership from the top, and execution should be rigorous and consistent. Companies are more than five times more likely to have a successful transformation when leaders have role-modeled the behavior changes they were asking their employees to make.
To strengthen an organization’s identity, HR should ask the following questions:
Organizational agility improves both company performance and employee satisfaction . HR can be instrumental in shifting an organization from a traditional hierarchy to a marketplace that provides talent and resources to a collection of empowered small teams, helping them to achieve their missions and acting as a common guiding star.
For instance, as a part of a multiyear agile transformation, a large European bank worked to establish an in-house agile academy led jointly by coaches and the HR function to drive capability building for the transformation.
To be successful, a transformation should touch every facet of an organization—people, process, strategy, structure, and technology. HR can help create an iterative approach by developing core elements of the people-management process, including new career paths for agile teams, revamped performance management, and capability building. It should lead by example as well, by shifting to agile “flow to work” pools in which individuals are staffed to prioritized tasks.
Because many roles are becoming disaggregated and fluid, work will increasingly be defined in terms of skills . The accelerating pace of technological change is widening skill gaps, making them more common and more quick to develop. To survive and deliver on their strategic objectives, all organizations will need to reskill and upskill significant portions of their workforce over the next ten years.
According to a 2018 McKinsey survey , 66 percent of executives said that “addressing potential skills gaps related to automation/digitization” within their workforces was at least a “top ten priority.” HR should help prioritize these talent shifts.
In a more recent survey McKinsey conducted with global executives about the postpandemic workforce, more than a third of respondents said that their organizations were unprepared to address the skill gaps exacerbated by automation and digitization. The shift to digitization has accelerated during the pandemic: 85 percent of companies have picked up the pace of their digitization (including a 48 percent rise in the digitization of customer channels). In light of these trends and the need to shift skills, there is a clear business rationale behind workforce strategy and planning.
HR should be a strategic partner for the business in this regard, by ensuring that the right talent is in place to deliver on core company objectives. HR can also drive workforce planning by reviewing how disruptive trends affect employees, identifying future core capabilities, and assessing how supply and demand apply to future skills gaps.
Moving to a skills focus also requires innovative sourcing to meet specific work-activity needs (for example, the gig economy and automation), and changing which roles companies need to source with traditional full-time-equivalent positions and which can be done by temporary workers or contractors. In the survey with global executives, about 70 percent said that two years from now they expect to use more temporary workers and contractors than they did before the COVID-19 crisis.
During the pandemic, we’ve seen how organizations have come together to utilize talent with transferable skills. For instance, McKinsey has supported Talent Exchange , a platform that uses artificial intelligence to help workers displaced by the crisis.
Companies that make decisions at the right organizational level and that have fewer reporting layers are more likely to deliver consistently on quality, velocity, and performance outcomes and thus outperform their industry peers. The pandemic has trained the spotlight on the power of fast decision making, as many organizations have had to move dramatically more quickly than they had originally envisioned. For example, one retailer had a plan for curbside delivery that would take 18 months to roll out; once the COVID-19 crisis hit, the plan went operational in just two days.
HR can help with strong decision making by empowering employees to take risks in a culture that rewards them for doing so. McKinsey research revealed that employees who are empowered to make decisions and who receive sufficient coaching from leaders were three times more likely to say that their companies’ delegated decisions were both high quality and speedy .
Companies are experimenting with a wide variety of approaches to improve how they manage performance. According to a McKinsey Global Survey , half of respondents said that performance management had not had a positive effect on employee or organizational performance. Two-thirds reported the implementation of at least one meaningful modification to their performance-management systems.
We identified three practices—managers’ coaching, linking employee goals to business priorities, and differentiated compensation—that increase the chances that a performance-management system will positively affect employee performance. HR plays an important role in embedding these practices in performance management by supporting the goal-setting process, decoupling the compensation and development discussion, investing in manager’s capability building, and embedding technology and analytics to simplify the performance-management process.
To strengthen an organization’s agility, HR should ask the following questions:
The new normal of large, rapidly recurring skills gaps means that reskilling efforts must be transformational, not business as usual or piecemeal.
Effective reskilling and upskilling will require employees to embark on a blended-learning journey that includes traditional learning (training, digital courses, job aids) with nontraditional methods (enhanced peer coaching, learning networks, the mass personalization of change , “nudging” techniques).
For instance, Microsoft shifted from a “know it all” to a “learn it all” ethos, incorporating open learning days, informal social learning opportunities, learning data for internal career paths, and new platforms and products for its partner network.
To drive and facilitate these workforce initiatives, HR must transform itself first. Talent is consistently ranked as a top three priority for CEOs, yet many lack confidence in HR’s ability to deliver. 3 Dominic Barton, Dennis Carey, and Ram Charan, “People before strategy: A new role for the CHRO,” Harvard Business Review , July– August 2015, Volume 93, Number 7–8, pp. 62–71, hbr.org. The HR function is often overburdened with transactional work and not well equipped to create value for the enterprise.
Yet people-first organizations look at business problems from the perspective of how talent creates value, and HR is well positioned to bring data-driven insights to talent decisions. HR can arm itself with data-driven insights and people analytics to support talent-driven transformation, and HR business partners can then consistently make talent decisions based on data.
McKinsey analysis has shown that a preponderance of executives recognize how much external partnerships help companies differentiate themselves. Increased value can be created through ecosystems where partners share data, code, and skills. Success now requires “blurry boundaries” and mutually dependent relationships to share value. The need of the hour is for HR to collaborate on and leverage the landscape of HR tech solutions across the employee life cycle—from learning, talent acquisition, and performance management to workforce productivity—to build an effective HR ecosystem.
To strengthen an organization’s scalability, HR should ask the following questions:
As the organization of the future takes shape, HR will be the driving force for many initiatives: mapping talent to value; making the workforce more flexible; prioritizing strategic workforce planning, performance management, and reskilling; building an HR platform; and developing an HR tech ecosystem. For other initiatives, HR can help C-suite leaders push forward on establishing and radiating purpose, improving employee experience, driving leadership and culture, and simplifying the organization.
Given the magnitude of the task and the broad portfolio of value-creating HR initiatives, prioritization is critical.
In May of 2020, HR leaders attending a McKinsey virtual conference indicated that over the next two years, they wanted to prioritize initiatives that strengthen agility and identity. That included 27 percent who said that they would focus on responding with agility and 25 percent who prioritized driving leadership, culture, and employee experience. Next came mapping talent to value and establishing and radiating purpose, each at 13 percent (Exhibit 2).
At a second conference for HR leaders, 4 Survey of human-resources leaders at “Reimagine: Organizing for the future,” a McKinsey virtual conference held in June 2020. about half of the assembled CHROs said that they were focusing on reimagining the fundamentals of the organization and rethinking the operating model and ways of working in the next normal.
We see organizations making this shift. Throughout the pandemic, HR has played a central role in how companies build organizational resilience and drive value . CHROs and their teams can continue on this path by connecting talent to business strategy and by implementing changes in the three core areas of identity, agility, and scalability, as well as the nine imperatives that flow from them.
A more flexible and responsive model will also help organizations meet coming demographic shifts and other workforce changes. Millennials are becoming the dominant group in the workforce (with Gen Z close behind), creating novel challenges for organizations to meet their needs. The prominence of the gig economy and alternate models of working will only grow, with 162 million workers in the European Union and the United States working independently— 70 percent of them by choice . And the rapid spread of digital technology and automation is dramatically reshaping the global economy, with half the tasks people perform already automatable today.
These trends are not new, but they are approaching tipping points, placing organization at the top of the CEO agenda. CHROs can help leadership by transforming their own HR organizations: developing and reinforcing clear priorities; embracing new ways of working, including rapid iteration and testing with the business and seeking explicit feedback; and revamping the HR skill set by embracing agility and digital capabilities.
While clearly a trial by fire, the pandemic also provides an opportunity for HR to accelerate its shift from a service to a strategic function, helping to shape a more dynamic organization that is ready to meet the postcrisis future.
Asmus Komm is a partner in McKinsey’s Hamburg office, Florian Pollner is a partner in the Zurich office, Bill Schaninger is a senior partner in the Philadelphia office, and Surbhi Sikka is a consultant in the Gurugram office.
The authors wish to thank Talha Khan for his contributions to this article.
This article was edited by Barbara Tierney, a senior editor in the New York office.
Related articles.
Course info, instructors.
Strategic hr management, assignments, course schedule.
Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.
Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.
Assignment Questions
Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.
Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.
Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.
Session 4: The Role of the HR Function
Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.
Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018
Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.
Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.
Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines
Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.
Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.
Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.
Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).
Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.
Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.
Session 10: Diversity Case: The Case of the Part-time Partner.
Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.
Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.
Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)
Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.
Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.
Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.
Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.
Session 15: Non-Profit Management Case: The John Snow Institute.
Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.
Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.
Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.
Session 18: Review & Wrap-up
Assignment Question
Summary of Class Sessions and Assignment Due Dates ( PDF )
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.
Error message details.
Request permission to republish or redistribute SHRM content and materials.
International assignment management is one of the hardest areas for HR professionals to master—and one of the most costly. The expense of a three-year international assignment can cost millions, yet many organizations fail to get it right. Despite their significant investments in international assignments, companies still report a 42 percent failure rate in these assignments. 1
With so much at risk, global organizations must invest in upfront and ongoing programs that will make international assignments successful. Selecting the right person, preparing the expatriate (expat) and the family, measuring the employee's performance from afar, and repatriating the individual at the end of an assignment require a well-planned, well-managed program. Knowing what to expect from start to finish as well as having some tools to work with can help minimize the risk.
Business Case
As more companies expand globally, they are also increasing international assignments and relying on expatriates to manage their global operations. According to KPMG's 2021 Global Assignment Policies and Practices Survey, all responding multinational organizations offered long-term assignments (typically one to five years), 88 percent offered short-term assignments (typically defined as less than 12 months), and 69 percent offered permanent transfer/indefinite length.
Managing tax and tax compliance, cost containment and managing exceptions remain the three principal challenges in long-term assignment management according to a 2020 Mercer report. 2
Identifying the Need for International Assignment
Typical reasons for an international assignment include the following:
The goal of the international assignment will determine the assignment's length and help identify potential candidates. See Structuring Expatriate Assignments and the Value of Secondment and Develop Future Leaders with Rotational Programs .
Selection Process
Determining the purpose and goals for an international assignment will help guide the selection process. A technical person may be best suited for transferring technology, whereas a sales executive may be most effective launching a new product or service.
Traditionally, organizations have relied on technical, job-related skills as the main criteria for selecting candidates for overseas assignments, but assessing global mindset is equally, if not more, important for successful assignments. This is especially true given that international assignments are increasingly key components of leadership and employee development.
To a great extent, the success of every expatriate in achieving the company's goals in the host country hinges on that person's ability to influence individuals, groups and organizations that have a different cultural perspective.
Interviews with senior executives from various industries, sponsored by the Worldwide ERC Foundation, reveal that in the compressed time frame of an international assignment, expatriates have little opportunity to learn as they go, so they must be prepared before they arrive. Therefore, employers must ensure that the screening process for potential expatriates includes an assessment of their global mindset.
The research points to three major attributes of successful expatriates:
According to Global HR Consultant Caroline Kersten, it is generally understood that global leadership differs significantly from domestic leadership and that, as a result, expatriates need to be equipped with competencies that will help them succeed in an international environment. Commonly accepted global leadership competencies, for both male and female global leaders, include cultural awareness, open-mindedness and flexibility.
In particular, expatriates need to possess a number of vital characteristics to perform successfully on assignment. Among the necessary traits are the following:
Trends in international assignment show an increase in the younger generation's interest and placement in global assignments. Experts also call for a need to increase female expatriates due to the expected leadership shortage and the value employers find in mixed gender leadership teams. See Viewpoint: How to Break Through the 'Mobility Ceiling' .
Employers can elicit relevant information on assignment successes and challenges by means of targeted interview questions with career expatriates, such as the following:
Securing Visas
Once an individual is chosen for an assignment, the organization needs to move quickly to secure the necessary visas. Requirements and processing times vary by country. Employers should start by contacting the host country's consulate or embassy for information on visa requirements. See Websites of U.S. Embassies, Consulates, and Diplomatic Missions .
Following is a list of generic visa types that may be required depending on the nature of business to be conducted in a particular country:
Preparing for the Assignment
An international assignment agreement that outlines the specifics of the assignment and documents agreement by the employer and the expatriate is necessary. Topics typically covered include:
Expatriates may find the reality of foreign housing very different from expectations, particularly in host locations considered to be hardship assignments. Expats will find—depending on the degree of difficulty, hardship or danger—that housing options can range from spacious accommodations in a luxury apartment building to company compounds with dogs and armed guards. See Workers Deal with Affordable Housing Shortages in Dubai and Cairo .
Expats may also have to contend with more mundane housing challenges, such as shortages of suitable housing, faulty structures and unreliable utility services. Analyses of local conditions are available from a variety of sources. For example, Mercer produces Location Evaluation Reports, available for a fee, that evaluate levels of hardship for 14 factors, including housing, in more than 135 locations.
Although many employers acknowledge the necessity for thorough preparation, they often associate this element solely with the assignee, forgetting the other key parties involved in an assignment such as the employee's family, work team and manager.
The expatriate
Consider these points in relation to the assignee:
To help the expatriate succeed, organizations are advised to invest in cross-cultural training before the relocation. The benefits of receiving such training are that it: 3
See Helping Expatriate Employees Deal with Culture Shock .
As society has shifted from single- to dual-income households, the priorities of potential expatriates have evolved, as have the policies organizations use to entice employees to assignment locations. In the past, from the candidate's point of view, compensation was the most significant component of the expatriate package. Today more emphasis is on enabling an expatriate's spouse to work. Partner dissatisfaction is a significant contributor to assignment failure. See UAE: Expat Husbands Get New Work Opportunities .
When it comes to international relocation, most organizations deal with children as an afterthought. Factoring employees' children into the relocation equation is key to a successful assignment. Studies show that transferee children who have a difficult time adjusting to the assignment contribute to early returns and unsuccessful completion of international assignments, just as maladjusted spouses do. From school selection to training to repatriation, HR can do a number of things to smooth the transition for children.
Both partners and children must be prepared for relocation abroad. Employers should consider the following:
The work team
Whether the new expatriate will supervise the existing work team, be a peer, replace a local national or fill a newly created position, has the existing work team been briefed? Plans for a formal introduction of the new expatriate should reflect local culture and may require more research and planning as well as input from the local work team.
The manager/team leader
Questions organization need to consider include the following: Does the manager have the employee's file on hand (e.g., regarding increases, performance evaluations, promotions and problems)? Have the manager and employee engaged in in-depth conversations about the job, the manager's expectations and the employee's expectations?
Mentors play an important role in enhancing a high-performing employee's productivity and in guiding his or her career. In a traditional mentoring relationship, a junior executive has ongoing face-to-face meetings with a senior executive at the corporation to learn the ropes, set goals and gain advice on how to better perform his or her job.
Before technological advances, mentoring programs were limited to those leaders who had the time and experience within the organization's walls to impart advice to a few select people worth that investment. Technology has eliminated those constraints. Today, maintaining a long-distance mentoring relationship through e-mail, telephone and videoconferencing is much easier. And that technology means an employer is not confined to its corporate halls when considering mentor-mentee matches.
The organization
If the company is starting to send more employees abroad, it has to reassess its administrative capabilities. Can existing systems handle complicated tasks, such as currency exchanges and split payrolls, not to mention the additional financial burden of paying allowances, incentives and so on? Often, international assignment leads to outsourcing for global expertise. Payroll, tax, employment law, contractual obligations, among others, warrant an investment in sound professional advice.
Employment Laws
Four major U.S. employment laws have some application abroad for U.S. citizens working in U.S.-based multinationals:
Title VII, the ADEA and the ADA are the more far-reaching among these, covering all U.S. citizens who are either:
USERRA's extraterritoriality applies to veterans and reservists working overseas for the federal government or a firm under U.S. control. See Do laws like the Fair Labor Standards Act and the Family and Medical Leave Act apply to U.S. citizens working in several other countries?
Employers must also be certain to comply with both local employment law in the countries in which they manage assignments and requirements for corporate presence in those countries. See Where can I find international employment law and culture information?
Compensation
Companies take one of the following approaches to establish base salaries for expatriates:
Some companies also allow expatriates to split payment of their salaries between the host country's and the home country's currencies. The expatriate receives money in the host country's currency for expenses but keeps a percentage of it in the home country currency to safeguard against wild currency fluctuations in either country.
As for handling expatriates taxes, organizations usually take one of four approaches:
To prevent an expatriate employee from suffering excess taxation of income by both the U.S. and host countries, many multinational companies implement either a tax equalization or a tax reduction policy for employees on international assignments. Additionally, the United States has entered into bilateral international social security agreements with numerous countries, referred to as "totalization agreements," which allow for an exemption of the social security tax in either the home or host country for defined periods of time.
A more thorough discussion of compensation and tax practices for employees on international assignment can be found in SHRM's Designing Global Compensation Systems toolkit.
How do we handle taxes for expatriates?
Can employers pay employees in other countries on the corporate home-country payroll?
Measuring Expatriates' Performance
Failed international assignments can be extremely costly to an organization. There is no universal approach to measuring an expatriate's performance given that specifics related to the job, country, culture and other variables will need to be considered. Employers must identify and communicate clear job expectations and performance indicators very early on in the assignment. A consistent and detailed assessment of an expatriate employee's performance, as well as appraisal of the operation as a whole, is critical to the success of an international assignment. Issues such as the criteria for and timing of performance reviews, raises and bonuses should be discussed and agreed on before the employees are selected and placed on international assignments.
Employees on foreign assignments face a number of issues that domestic employees do not. According to a 2020 Mercer report 4 , difficulty adjusting to the host country, poor candidate selection and spouse or partner's unhappiness are the top three reasons international assignments fail. Obviously, retention of international assignees poses a significant challenge to employers.
Upon completion of an international assignment, retaining the employee in the home country workplace is also challenging. Unfortunately, many employers fail to track retention data of repatriated employees and could benefit from collecting this information and making adjustments to reduce the turnover of employees returning to their home country.
Safety and Security
When faced with accident, injury, sudden illness, a disease outbreak or politically unstable conditions in which personal safety is at risk, expatriate employees and their dependents may require evacuation to the home country or to a third location. To be prepared, HR should have an evacuation plan in place that the expatriate can share with friends, extended family and colleagues both at home and abroad. See Viewpoint: Optimizing Global Mobility's Emergency Response Plans .
Many companies ban travel outside the country in the following circumstances:
Once employees are in place, the decision to evacuate assignees and dependents from a host location is contingent on local conditions and input from either internal sources (local managers, headquarters staff, HR and the assignee) or external sources (an external security or medical firm) or both. In some cases, each host country has its own set of evacuation procedures.
Decision-makers should consider all available and credible advice and initially transport dependents and nonessential personnel out of the host country by the most expeditious form of travel.
Navigating International Crises
How can an organization ensure the safety and security of expatriates and other employees in high-risk areas?
The Disaster Assistance Improvement Program (DAIP)
Repatriation
Ideally, the repatriation process begins before the expatriate leaves his or her home country and continues throughout the international assignment by addressing the following issues.
Career planning. Many managers are responsible for resolving difficult problems abroad and expect that a well-done job will result in promotion on return, regardless of whether the employer had made such a promise. This possibly unfounded assumption can be avoided by straightforward career planning that should occur in advance of the employee's accepting the international assignment. Employees need to know what impact the expatriate assignment will have on their overall advancement in the home office and that the international assignment fits in their career path.
Mentoring. The expatriate should be assigned a home-office mentor. Mentors are responsible for keeping expatriates informed on developments within the company, for keeping the expatriates' names in circulation in the office (to help avoid the out-of-sight, out-of-mind phenomenon) and for seeing to it that expatriates are included in important meetings. Mentors can also assist the expatriate in identifying how the overseas experience can best be used on return. Optimum results are achieved when the mentor role is part of the mentor's formal job duties.
Communication. An effective global communication plan will help expatriates feel connected to the home office and will alert them to changes that occur while they are away. The Internet, e-mail and intranets are inexpensive and easy ways to bring expatriates into the loop and virtual meeting software is readily available for all employers to engage with global employees. In addition, organizations should encourage home-office employees to keep in touch with peers on overseas assignments. Employee newsletters that feature global news and expatriate assignments are also encouraged.
Home visits. Most companies provide expatriates with trips home. Although such trips are intended primarily for personal visits, scheduling time for the expatriate to visit the home office is an effective method of increasing the expatriate's visibility. Having expatriates attend a few important meetings or make a presentation on their international assignment is also a good way to keep them informed and connected.
Preparation to return home. The expatriate should receive plenty of advance notice (some experts recommend up to one year) of when the international assignment will end. This notice will allow the employee time to prepare the family and to prepare for a new position in the home office. Once the employee is notified of the assignment's end, the HR department should begin working with the expatriate to identify suitable positions in the home office. The expatriate should provide the HR department with an updated resume that reflects the duties of the overseas assignment. The employee's overall career plan should be included in discussions with the HR professional.
Interviews. In addition to home leave, organizations may need to provide trips for the employee to interview with prospective managers. The face-to-face interview will allow the expatriate to elaborate on skills and responsibilities obtained while overseas and will help the prospective manager determine if the employee is a good fit. Finding the right position for the expatriate is crucial to retaining the employee. Repatriates who feel that their new skills and knowledge are underutilized may grow frustrated and leave the employer.
Ongoing recognition of contributions. An employer can recognize and appreciate the repatriates' efforts in several ways, including the following:
Measuring ROI on expatriate assignments can be cumbersome and imprecise. The investment costs of international assignments can vary dramatically and can be difficult to determine. The largest expatriate costs include overall remuneration, housing, cost-of-living allowances (which sometimes include private schooling costs for children) and physical relocation (the movement to the host country of the employee, the employee's possessions and, often, the employee's family).
But wide variations exist in housing expenses. For example, housing costs are sky-high in Tokyo and London, whereas Australia's housing costs are moderate. Another significant cost of expatriate assignments involves smoothing out differences in pay and benefits between one country and another. Such cost differences can be steep and can vary based on factors such as exchange rates (which can be quite volatile) and international tax concerns (which can be extremely complex).
Once an organization has determined the costs of a particular assignment, the second part of the ROI challenge is calculating the return. Although it is relatively straightforward to quantify the value of fixing a production line in Puerto Rico or of implementing an enterprise software application in Asia, the challenge of quantifying the value of providing future executives with cross-cultural perspectives and international leadership experience can be intimidating.
Once an organization determines the key drivers of its expatriate program, HR can begin to define objectives and assess return that can be useful in guiding employees and in making decisions about the costs they incur as expatriates. Different objectives require different levels and lengths of tracking. Leadership development involves a much longer-term value proposition and should include a thorough repatriation plan. By contrast, the ROI of an international assignment that plugs a skills gap is not negatively affected if the expatriate bolts after successfully completing the engagement.
Additional Resources
International Assignment Management: Expatriate Policy and Procedure
Introduction to the Global Human Resources Discipline
1Mulkeen, D. (2017, February 20). How to reduce the risk of international assignment failure. Communicaid. Retrieved from https://www.communicaid.com/cross-cultural-training/blog/reducing-risk-international-assignment-failure/
2Mercer. (2020). Worldwide Survey of International Assignment Policies and Practices. Retrieved from https://mobilityexchange.mercer.com/international-assignments-survey .
3Dickmann, M., & Baruch, Y. (2011). Global careers. New York: Routledge.
4Mercer. (2020). Worldwide Survey of International Assignment Policies and Practices. Retrieved from https://mobilityexchange.mercer.com/international-assignments-survey
HR must always include human intelligence and oversight of AI in decision-making in hiring and firing, a legal expert said at SHRM24. She added that HR can ensure compliance by meeting the strictest AI standards, which will be in Colorado’s upcoming AI law.
The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict.
Learn how Marsh McLennan successfully boosts staff well-being with digital tools, improving productivity and work satisfaction for more than 20,000 employees.
News, trends, analysis and breaking news alerts to help HR professionals do their jobs better each business day.
Success caption
Academia.edu no longer supports Internet Explorer.
To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser .
Enter the email address you signed up with and we'll email you a reset link.
2017, Human Resource Management Assignment
Procter Frank Hamatuli
the paper explores the effectiveness of the Human Resources available to an organisation.
Jon Hairsine
Janice Baltor
Note: upload the soft copy of your assignment in Moodle for plagiarism checks first finalizing your submission Human resource management has never had so much significance in today's dynamic and competitive business environment than in the last decade. It has been acknowledged by
Slobodan Camilovic
Abstract: In the process of organizational adaptation to environmental demands, primarily through the anticipated outputs, human resources play a key role. The procuring of necessary human resources, their working commitment and development, are the basic assignments of the management of human resources. The appliance of a contemporary concept of management of human resources, based on theoretical and practical cognizance of successful organizations, contributes to a successful execution of these and other assignments. In order to develop such a concept it is necessary to provide, in addition to the relevant basics, a whole chain of professional and managerial activities.
Gihan Yatawatte
Review of Professional Management- A Journal of New Delhi Institute of Management
Teena Singh
Md. Ali Ahsan, PhD
James Sample-Marble
AMJAD ALI IKRAM
Dian Damayanti
Loading Preview
Sorry, preview is currently unavailable. You can download the paper by clicking the button above.
Zameer Mohamed
Vikram Nimboor
Anh Nguyễn Phương
International Journal of Training and Development
Niki Kyriakidou
khalida parveen
solo able18
Stavroula Panagiotaropoulou
Qamar Un Nisa
Lecture Notes on Human Resource Management
Dr. Osama M Elmardi
Benny Boikanyo Latlhang
International Journal of Applied Engineering and Management Letters (IJAEML)
Srinivas Publication
Rashmi Gupta
Warda Bachtiar
CENTRAL ASIAN JOURNAL OF MATHEMATICAL THEORY AND COMPUTER SCIENCES
Central Asian Studies
JRK software solutions
Human Resource Management Journal
David Guest
Abdur Rahman
deograsias paul
Ida Ayu Sutraningrat
International Res Jour Managt Socio Human
chifundo Makawa
Tonderai Jemedze
Tsholofelo Selaolane
IMAGES
VIDEO
COMMENTS
At the same time, the role (AG) is also assigned to the position. From this indirect role assignment, the user master comparison generates the direct role assignment to the user. See the following graphic. OM Model with the Organizational Object Type Employee. Evaluation Path US_ACTGR in Table T77AW with Organizational Object Type Employee
A. Employee and labor relations. B. Risk management. C. Equal employment opportunity. D. HR strategy and planning. C. Equal employment opportunity. This assignment will help you learn and apply human resource management skills. (30-60 minutes) Learn with flashcards, games, and more — for free.
AGR_ORG is a data element in SAP used for storing Flag: Assignment Comes From HR Organization Management data in table fields. Here is it basic details and list of tables using this AGR_ORG field in SAP. Data Element : AGR_ORG; Description : Flag: Assignment Comes From HR Organization Management; Data Type :CHAR
The Personnel Administration (PA) module of the SAP HR system holds the person related data in infotypes in the master data file. The Organization Management (OM) module looks at the organization's departmental structure and holds the data in object types. OM object types are a way of grouping similar data. The system assigns a code for each ...
Assignment of roles to users. AGR_USERS (Assignment of roles to users) is a standard table in SAP R\3 ERP systems. Below you can find the technical details of the fields that make up this table. ... Flag: Assignment Comes From HR Organization Management: AGR_ORG: CHAR: 1: 0: COL_FLAG: Flag: Assignment from composite role: AGR_COL: CHAR: 1: 0 ...
Flag: Assignment Comes From HR Organization Management: Check Table : Nesting depth for includes : 0 : Internal ABAP Type : C : Character String: Internal Length in Bytes : 1 : Reference table : Name of Include : Reference Field (CURR or QTY) Check module : NOT NULL forced : Any NULL or NOT NULL: Data Type in ABAP Dictionary : CHAR : Character ...
Flag: Assignment Comes From HR Organization Management: COL_FLAG: CHAR 1: Flag: Assignment from composite role: Normally, you can view the role in tcode SU01. Use SE16N and make used of the field AGR_USERS-UNAME to retrieve all the user roles at one go.
This table is used to view the roles assigned to users. It provides various details of the role name, user name in master record, user validity period, an assignment that comes from hr organization management, and assignment from the composite role. etc. SAP Table- AGR_PROF. This table is used to view the profile that is defined for roles.
Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and ...
Module Alignment. Assignment: Becoming a Changemaker. Module 1: The Role of Human Resources and Module 2: Human Resources Strategy and Planning. Assignment: Develop a Diversity Allies Program. Module 3: People Analytics & Human Capital Trends and Module 4: Promoting a Diverse Workforce. Assignment: Job Description Research and Development.
The following PDF options are available for this document: HCM solutions: SAP HCM for SAP S/4HANA. Reset. Object-Based Navigation for Roles in SAP Business Client. HR Administrator in SAP Business Client. HR Professional in SAP Business Client. Employee Self-Service (WDA) in SAP Business Client for HTML. ESS (SAPUI5) in SAP Business Client.
Flag: Assignment Comes From HR Organization Management. Position of field in table: 0010: Keyfield: No: Application Class: Mandatory: No: Check table: Used for foreign key relationship so that entries are restricted to those that appear within the primary key of the check table.
The table AGR_USERS (Assignment of roles to users) is a standard table in SAP ERP. It belongs to the package S_PROFGEN. Technical Information. Table: AGR_USERS: ... Flag: Assignment Comes From HR Organization Management: AGR_ORG: CHAR: 1: COL_FLAG: Flag: Assignment from composite role: AGR_COL:
To usher in the organization of the future, chief human-resources officers (CHROs) and other leaders should do nothing less than reimagine the basic tenets of organization. Emerging models are creative, adaptable, and antifragile. 1 Corporate purpose fuels bold business moves. "Labor" becomes "talent.".
Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto's hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70.
When it comes to international relocation, most organizations deal with children as an afterthought. Factoring employees' children into the relocation equation is key to a successful assignment.
Waxin 2007. Strategic HR Management of International Assignments 2 2 LEARNING OBJECTIVES Throughout this chapter, the student will be exposed to: The different approaches to staffing foreign operations The reasons for using international assignments: position filling, sharing and transferring knowledge, developing employees, and controlling and coordination of international activities The ...
Human resource management is tasked with the Cornelius Willem van der Westhuizen Unit A/615/2727 - Human Resource Management 4 fprocess of attracting and retaining the people of interest to the business, thus demonstrating the role of HR in improving organizational efficiency and effectiveness. The presence of the right human resource ...
Written Assignment - Unit 1 Human Resources Management University of the people. Introduction: Human resources nowadays considered as the key of success for every organization seeks for success and deals with human resources as an asset not a cost. We can see this clear in leading organizations that grew fast over the entire world by considering human resources and managing people ...
The law requires that people with physical or mental impairments be provided with "reasonable accommodations." The law specifies that the impairment must "substantially limit one or more major life activities." The ADA applies to both private and government employees working in organizations with more than 15 employees}
Human Resource Management Assignment 1: Individual Essay James Goh Wei Li 101221297. Human resource management (HRM) is recruiting, hiring, deploying, and managing employees in a business. A corporation's or organization's human resources department is typically in charge of establishing, implementing, and overseeing regulations that govern ...
Assignment HRM8130 Human Resource Management. Globalization has brought about significant changes in the business world, leading to the rise of cross- cultural interactions and increased competition. With such changes, organizations have to align their Human Resource Management (HRM) practices with the emerging needs of the global market.