HRMT20025 International HRM Report 2 Sample

HRMT 20025 International HRM Report 2

Human Resources – Report

Task

Scenario: You are a group of human resource (HR) Directors from international branches of a multinational corporation. Your group will be provided with a case study outlining the new HR policies or practices of the organisation. You will write a report on these HR policies or practices and also record a presentation to the Senior HR team at the organisation’s head office to outline the key elements of your report in a professional manner.

Step 1 – Group formation 

• Form your group of three (3) to four (4) members.

• Highly recommend you using the 'Group Formation Forum' available in the unit Moodle site to get to know your study-mates and agree on group membership.

• Please use the 'Group Registration' link in the Moodle site to register your interest by the due date for this step.

Step 2 – Preparing Group Report 

• Carefully read the case study and other related materials provided in the unit Moodle site.

• Each member of your group will adopt the role of the HR Director for one of the countries in which the organisation operates.

• You will work together to interpret and analyse the HR strategy provided by the organisation's headquarters (or case-study region), before working independently to apply this strategy to your own region or country.

• Your group will prepare a single report that combines each member's individual analysis relevant to the country s/he intends to represent.

• Your report should cite a minimum of 10 relevant peer-reviewed journal articles (post-2012), together with other organisational websites or relevant social media sources.

Group Report Structure

- Executive summary (appx. 200 words; not considered toward word limit)

- Introduction (appx. 200 words) clearly indicating the background, aim/purpose, and scope
(regions/countries it focuses on)

- 3-4 Country/region-specific sections (appx. 400 – 500 words each) – providing an overview of details specific to the country/region, analysis, and recommendations for implementing HR strategies.

- Conclusion (appx. 200 words) – drawing from analysis and recommendations across each
country/region-specific section, provide a final review of the approach the organization should take.

Solution

1. Introduction 

Cambridge, England serves as the headquarters for the multinational pharmaceutical company Unilever. The pharmaceutical and biotechnology sectors are the company's core focus, and they get the bulk of the company's products and services. People all across the world recognize its name since it produces so many sought-after products. Successful business operations have been going on there since the 1880s. It has a global reach, with operations in more than 100 countries and product distribution in more than 190, including several countries in Africa and Asia. As per the MBA Assignment Expert overview, It also develops four hundred different product lines. Seven out of every 10 households around the world use products made by Unilever. The goods sold by the company known as Unilever can be broken down into four categories: food, personal care, home care, and beverages (Laker, 2022). The Unilever Group is made up of two separate but equally significant companies: the United Kingdom-based Unilever PLC and the Netherlands-based Unilever N.V. The parent companies of each of these are also called Unilever. Each company operates as though it were a separate corporation, yet it reports to the same board of directors.

2. Overview of details specific to the country/region

2.1 India 

Recruitment refers to the actions used to find and attract suitable individuals to fill a vacant position. On the other end of the scale, the selection procedure focuses on finding the best person for the job based on their qualifications. According to research by Lievens and Chapman (2010), the success of integrative goals depends heavily on the unique contributions of individual employees. Therefore, it is argued, human resource management in India needs to place a premium on recruiting the most qualified candidates. According to data mined from 

2.2 United Kingdom 

Mládková, Zouharová, and Nov, (2015) present a number of conflicting arguments, and this article critically examines the idea that knowledge workers' insatiable appetite for knowledge and autonomy on the job has led to a build-up of multiple barriers associated with a decline in employee productivity. Within UK geographical conventions management of human resources faces not only health risks, but also the risks associated with a lack of motivation, disengagement from work, and isolation from other team members. As a result of heavy workloads, knowledge workers often neglect their personal health in favour of meeting their professional obligations (Patalas-Maliszewska, 2013). The four days trial at New Zealand reflects a significant shift in organizational structure are observable because of the presence of knowledge workers who are familiar with and adhere to established organizational norms. 

2.3 China 

Human resource management's best bet for dealing with the challenges presented by knowledge workers is a regimen of constant evaluation and monitoring, during which a framework is developed for motivating catalysts to be used as a tool (Bettencourt, 2022). Companies are under increasing pressure to provide attractive benefits and a more collaborative work environment in order to retain such individuals. China’s HRM ecosystem, companies that make an effort to attract and select the best possible candidates from a large pool of applicants demonstrate a higher level of maturity and professionalism. Competencies in hiring and selection are the sum of several efficient procedures that contribute to the proactive development of a pool of potential employees. 

2.4 United States of America 

In a hierarchical work environment, knowledge workers are expected to react negatively if they lack the necessary information to do their jobs effectively. However, it is safe to say that the advantages of having knowledge workers far outweigh the disadvantages. Human resource management within USA has a variety of tools at its disposal that it may employ to maximize the impact of its knowledge workers (Jemielniak, 2012). For example, in the USAy, monetary incentives like salary and bonus may be the driving force behind some workers, while non-monetary ones like praise and advancement may inspire others. 

3. Analysis

3.1 India 

It is thoroughly examined that the efficacy with which one acquires talented workers is of utmost importance in achieving the long- and medium-term goals set by top management. Recruiting high level workers, for example, takes coordination between a number of different parties and a significant investment of time and money, as evidenced by the data gleaned from the lecture. As a result, HR departments in Indian businesses must ensure that hiring practices are clearly articulated and optimised with a view to satisfying the requirements of all relevant stakeholder groups.

Ekwoaba, Ikeije, and Ufoma (2015) conducted a study that reflected on the effect of the recruitment and selection process on the efficiency of the organization, and their findings indicated that multiple developments within organizational conventions in real-world settings were devoted to improving human resource competencies. The perspectives, qualities, and values that make up India’s distinctive corporate culture make the workplace a crucial part of every company. The Unilever’s four days trial at New Zealand also shows that the aforementioned personality qualities can be an effective tool in the hands of an organization if the working parts are controlled well. This research delineates the existence of subjective judgement in recruiting and selection processes at a variety of global organizations based on a critical analysis of logic-driven arguments. However, the author also presented a counterargument suggesting that, regardless of the ultimate employability decision, treating job applicants in a positive and professional manner lays the groundwork for a positive image of the organization (Hamza et al., 2021). The four days trial at New Zealand identifies and excludes individuals who are crucial to the survival and achievement of the organization's competitive edge, recruitment and selection play a significant role in the linking of organizational capability with resource in strategies. It is safe to state that the major goal of recruitment is to assemble a group of highly compatible candidates from whom to make a more informed choice. Increasing the credibility of the selection process as a whole requires drawing in a large pool of applicants, which is where recruitment comes in (Abbasi et al., 2020). Because it aids in acquiring foods that are compatible with the working standards and ethical considerations followed within an organization, it is safe to say that efficiency in recruitment and selection is directly proportional to organisational growth.

3.2 United Kingdom 

As per Zou (2021), the market in which Unilever competes is fierce as it is, and it stands to get even cuter as new technologies emerge. Unilever's recently released 2016 annual report reveals the corporation made significant adjustments in an effort to boost its fast-moving consumer goods (FMCG) performance. This remains the case despite stiff competition in both the domestic and international sectors. The company is dedicated to continuing its tradition of providing superior returns to its shareholders through sustained market-leading growth, enhanced margins, and robust free cash flow generation (Zou, 2021).

Despite fierce competition and stringent standards, FMCG businesses like Nestle, P&G, and Unilever have risen to the top of their fields. Comparing Unilever's Total Shareholder Return (TSR) to that of other big consumer goods companies like Nestle and Procter & Gamble is performed. These two companies compete with Unilever because they produce and market similar consumer items in the same domestic market.

The Unilever’s four days trial at New Zealand shows workers whose knowledge and expertise are their primary assets are called knowledge workers. Knowledge workers include anyone whose job description includes activities like analysis, synthesis, and application of knowledge; this includes, but is not limited to, computer programmers, pharmacists, doctors, engineers, design thinkers, architects, scientists, accountants, academic scholars, and everyone in between (Lieu, et. al., 2021). The four days trial at New Zealand of knowledge workers relies heavily on human resource planning and execution. A research based on real-world examples provides the primary justification for this, as shown by Jemielniak (2012). The presence of knowledge workers has been shown to significantly increase operational productivity since these employees possess the tools necessary to complete their tasks effectively and efficiently. 

3.3 China 

Since they are integral members of the team, knowledge workers are given latitude in making decisions on their own. The presence of knowledge workers, who employ innovation as a central instrument in their work (Mládková, 2012), boosts the overall reliability of process in tChina. Knowledge employees typically produce high-quality work across the board. Human Resource Management must therefore ensure that knowledge employees are viewed as an invaluable asset rather than a drain on company resources. The demand for qualified people to fill niche roles presents challenges and opportunities. The difficulty lies in finding and keeping competent workers. With a predicted dearth of knowledge workers, businesses must devise innovative strategies to attract and retain the brightest minds.

3.4 United States of America 

Putting the examination epicenter behind real-time market scenarios, it's possible to conclude that there are various dynamic forces at play, making it crucial for businesses to keep and successfully manage knowledge-oriented working parts. In today's cutthroat business environment, organisations need the newest technical infrastructure and personnel able to effectively manage it (Mládková, 2012). As a result, it is critical for businesses to create divisions of labor that are amenable to working in a virtual environment, such as by making use of cloud computing infrastructure and carrying out managerial duties using videoconferencing tools like Zoom or Google Meet. It is also safe to state that managers in companies with knowledge workers need to place special emphasis on training and development processes and post-orientation team activities that assist set up a framework for teamwork and coordination among employees. 

Thus, by employing this strategy, businesses will be able to illuminate the dependability of operations through the coordinated efforts of team members and the ace productivity level of knowledge workers (Mládková, Zouharová, & Nov, 2015). The Unilever’s four days trial at New Zealand reflects that knowledge workers are shown to be very useful in controlling operational elements when given appropriate opportunities to do so. New opportunities to learn new skills and stretch one's imagination have opened up as the economy of the USA has shifted from one based on manufacturing to one based on knowledge work. Knowledge workers are increasingly able to choose where and when they work, with options including working from home, across time zones, at coffee shops, and even airline lounges.

4. Recommendations for implementing HR strategies

4.1 India 

The final employability decision rests at the end of selection processes, as is critically analyzed in light of data gathered from the Indian HRM environment. Because of this, it is crucial for a company to have a pretty well-designed system in place for identifying qualified applicants who are a good fit for the open positions. Employee referral systems, advertisements, campus recruitment, job portals, recruitment consultants, social media, company websites, and so on are just a few of the various recruitment methods currently in use (Ekwoaba, Ikeije, & Ufoma, 2015). It's been pointed out that companies all over the world employ a mix of the aforementioned methods to map out an exceptional hiring procedure.

A review of the research by Abbasi et al. (2020) shows that designing an effective workplace layout has a favorable impact on productivity throughout an organization. A trustworthy arrangement for hiring and selecting candidates is a major contributor to this aspect. An efficient recruiting and selection procedure guarantees the acquisition of the most compatible approach for maximizing operational efficiency, as is shown in this paper through a series of arguments based on real-world examples. The lack of effective recruitment and selection procedures is largely to blame for the high rates of employee turnover and absenteeism (Tien, 2019). 

The Unilever’s four days trial at New Zealand shows that the employability criteria have shifted dramatically, with real-world market conditions taking center stage in examinations. As operational workflows become increasingly digitized, more and more operational capabilities are being brought into the virtual realm. Therefore, HR managers need to understand how to leverage digital platforms to build a workforce that is adept at using digitalized processes (Hamza et al., 2021). For instance, a nationwide lockdown was instituted after the Covid-19 pandemic. Employees were told to stay at home and conduct business using virtual platforms like Zoom and Google Meets as part of the lockdown procedures. Therefore, the most effective organizations were those whose components were fully compatible with the use of digital instruments. The four days trial at New Zealand shows that there is also a large amount of diversity in the workforce demographics of multinational organizations (Abbasi et al., 2020). Adaptability testing and a bias-free selection procedure should be high on any organization's list of priorities when hiring new employees. 

4.2 United Kingdom 

After analyzing Patalas-Maliszewska's (2013) study's logical arguments, it becomes clear that companies face a number of problems related to knowledge management, such as the presence of outdated technology and a lack of employee motivation. Knowledge employees, as we've established, possess in-depth knowledge of a crucial aspect of their jobs. Therefore, it is reasonable to assume that they will become unnecessary once the way technology is used shifts. The children of knowledge workers are often seen as a sacrifice because of their parents' inability to conform to a specific code of conduct or technological requirement (Jemielniak, 2012). Furthermore, as was previously mentioned, the external environment of an organization is equipped with an accumulation of multiple dynamic forces, and new technologies prevail from all over the world on a daily basis. The Unilever’s four days trial at New Zealand shows that the knowledge employees have a natural inclination to ask for better pay and more monetary or non-monetary benefits, and businesses typically have to give in because of the value of their expertise. They are seen as more of a value to the Unilever than a standard worker because of their special talents and capabilities. The independence and variety of tasks required of knowledge workers, who are often their own bosses, provide a fertile ground for the development of their leadership skills (Shaikat, 2020). 

4.3 China 

The Unilever’s four days trial at New Zealand outlines that the overall monetary expenditure on acquisition and retention of such working elements is wasted if the technological infrastructure is disrupted. Therefore, in China the recruitment and selection process should screen for demographics demonstrating constructive adaptability (Mládková, 2012). In addition, a lack of motivation is one of the biggest issues facing companies with knowledge workers. Managerial components place an excessive amount of faith in knowledge workers, leading to a buildup of power in their midst.  As a result, other parts of the system see a decline in motivation. This suggests that theories and methods of motivation like Maslow's hierarchy need to be included into management practices. The four days trial at New Zealand highlights that the knowledge workers often operate independently, so it is important for human resource management to facilitate an environment where they may continue to collaborate. The Unilever’s four days trial at New Zealand, it is defined that the existence of knowledge workers in tandem with other working aspects positively effects the motivation level owing to the presence of expertise and hence positively adds to the gravity of organizational efficacy (Nisa, et. al., 2021).

The four days trial at New Zealand outlines that working within the organizational norms of a culturally diverse workforce increases the likelihood of conflict and complexity of issues related to integrating collaboration. Employees who are at ease collaborating with members of a wide range of backgrounds are more likely to be retained by companies that do thorough professional and personal evaluations prior to making a selection decision (Ekwoaba, Ikeije, & Ufoma, 2015). 

4.4 United States of America 

After analyzing the arguments made by Hamza et al. (2021) and considering how recruitment and selection affect an organization's efficiency, we conclude that HRM is most effective when it draws from a wide variety of tried-and-true techniques, such as internal recruitment (which includes things like job postings and employee referrals) and external recruitment (which includes both formal and informal methods). As a result, the selection process is incredibly reliable in establishing the acquisition criteria, allowing the organization to choose people who are highly compatible with the organization's code of conduct. Aptitude, teamwork skills, leadership skills, communication skills, and other such matrices, as well as sensitivity to cultural differences, must all be taken into account before making a final hiring decision (Lievens and Chapman, 2010). Therefore, utilizing a candidate who has undergone such screening processes will improve operational efficacy.

5. Conclusion 

It can be concluded that it's safe to assume that the incorporation of multiple perspectives into the decision-making process helps foster creativity because everyone in a varied workplace culture has a unique set of experiences and perspectives to offer. Consequently, in the Unilever’s four days trial at New Zealand concludes that the operational functionality of human resource management must center on filtering recruitment and selection for acquisition of a workforce that respects each other's culture. To achieve this goal, it is necessary to revise the recruiting and selection process to place more emphasis on preliminary screening and fundamental tests that reflect upon compatibility with a diverse environment.

6. References 

Abbasi, S.G., Tahir, M.S., Abbas, M. and Shabbir, M.S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs, p.e2438.

Bettencourt, A. S. D. A. (2022). Market share as a key sensitive factor to Unilever-s profitability (Doctoral dissertation).

Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on Organizational Performance.

Hamza, P.A., Othman, B.J., Gardi, B., Sorguli, S., Aziz, H.M., Ahmed, S.A., Sabir, B.Y., Ismael, N.B., Ali, B.J. and Anwar, G. (2021). Recruitment and Selection: The Relationship between Recruitment and Selection with Organizational Performance. International Journal of Engineering, Business and Management, 5(3), pp.1-13.
Jemielniak, D. (2012). The new knowledge workers. Edward Elgar Publishing.

Laker, B. (2022). What does the four-day workweek mean for the future of work? MIT Sloan Management Review.

Lieu, P. T. H., Arunjit, N., Buapradabkul, S., & Nathaniel, D. (2021). Unilever Company Strategic Business Analysis.

F. and Chapman, D. (2010). Recruitment and selection. The SAGE handbook of human resource management, pp.135-154.

Mládková, L. (2012). Leadership in management of knowledge workers. Procedia-Social and Behavioral Sciences, 41, pp.243-250.

Mládková, L., Zouharová, J. and Nový, J. (2015). Motivation and knowledge workers. Procedia-Social and Behavioral Sciences, 207, pp.768-776.

Nisa, D. K., Paksi, A. K., Hutami, A. N., & Fadilla, Q. Y. (2021). Unilever's contribution to achieving sustainable development goals 3 in Indonesia. In E3S Web of Conferences (Vol. 316, p. 01023). EDP Sciences.

Patalas-Maliszewska, J. (2013). Managing knowledge workers.

Shaikat, M. D. (2020). A case study on the financial outlook of Unilever in terms of stock valuation.
Tien, N. H. (2019). Comparative Analysis of Multidomestic Strategy of P&G and Unilever Corporation. International journal of foreign trade and international business, 1(1), 5-8.

Zou, S. (2021). Analysis on the Recovery of MNEs from the Financial Crisis: A Case Study of Unilever. In 1st International Symposium on Innovative Management and Economics (ISIME 2021) (pp. 121-128). Atlantis Press.