Discuss about the Integrating Global Talent Management.
Within a company, the employees belong to different social-cultural backgrounds. This difference is also applicable in case of the requirements and approach towards the allocated tasks. Aligning it with the case study, differentiation in the requirements of the telecom operators is one of the major issues, which the company, Telequip is facing. Herein lays the appropriateness of the instance in the case study where the conflicts between the Australian and Taiwanese expats. Affirmation with these different needs would mean incorporation of new features with the network system (Artuç et al. 2015). Prior to all this, the company, at the initial stage needs to engage into a 6 months contract, so that it can adopt latest and modern network channels for competing with the contemporaries.
Shortage of staffs along with the increased demands from the other projects has aggravated the complexities of the company. Inadequate knowledge of the present staffs is an addition to these complexities. As a matter of specification, the newly hired staffs were the subcontractors from India, who were unfamiliar with the actual scenario of the telecom industry. Along with this, frequent collapse of the systems stalled the productivity of the company, adding more burdens on the employees (Lutz et al. 2017). Incapability to tackle the workload compelled the company, Telequip to encounter major crisis.
Incapability of the workers like Jonathan and Malcolm to manage the allocated projects attaches an interrogative parameter to the roles and responsibilities of the managers. This incapability highlights the lackadaisical attitude of the managers towards the convenience and wellbeing of the employees, which broadens the gap in their relationship. On the other hand, getting impatient and angry on the mistakes of the staffs is also a major issue, which has created a negative image about the managers in the minds of the employees. In view of these issues, communication gap is an obvious aspect (Cuaresma 2017).
Inaccessibility over the projects has deprived the shareholders from the latest trends undertaken by the company. “Convincing employees” can be considered as side parting by the managers in terms of fulfilling their individual requirements. On the other hand, inclusion of personal things in the business projects, like settling in the new house, within the official schedule, destroys the integrity of the company’s structure. Internal conspiracy is evident from Andrew’s decision to pretend that he has agreed with Malcolm’s proposal. Monetary benefits are the major drive behind the acceptance of the offer (Gaudet, Brown and Lunsford. 2017).
Kicking out the employees, upon failing in the first chance, is a kind of negation by the managers, which has demotivated the efforts of the employees in terms of performing according to the identified benchmark. Moreover, missing deadlines and the manufacture of poor quality products intensifies the major issues identified. Incapability to meet the requirements of the stakeholders degraded the brand image, adding vulnerability to the market position. Here, one of the greatest threats is that if modifications are not made immediately, all the beneficial projects would be cancelled (Kim and Glinow 2017). This threat has demotivated Andrew and his staffs in terms of the capability to undertake challenging tasks. One of the worries here is the obstacle towards business expansion. In such a situation, thinking that the colleagues would work hard delays the completion of the tasks. This thought adds a negative perspective to the aspect of collaborative working.
Demanding work schedule cannot be accounted as one of the challenges. This is because in terms of crisis, demanding work schedule is obvious in terms of reaching to the benchmark level of performance for the companies including Telequip. Setting long hours for the completion of the project, in spite of uncertainty in meeting the deadlines reflects the lack of oriental approach from the employees in terms of the efficient execution of the business activities (Pelster and Schwartz 2017). This is simply a wastage of time, depriving the stakeholders and shareholders from getting their orders at the right time.
Appearance of the project as “being cancelled”, in the first instance reflects the lack of confidence among the employees in terms of conducting the allocated works in an efficient and effective manner. Along with this, non-compliance towards the identified and the specified objectives can be linked with the aspect of communication gap. Lackadaisical attitude of the employees towards the allocated responsibilities deprived the customers of their needs, demands and requirements. In spite of knowing that this fulfillment would take time, this kind of approach is not at all appropriate in terms of achieving success (Albanesi, Olivetti and Prados 2015).
Overlooking the deficiencies and starting off with the second round of deliveries suggests the lack of planning in terms of doing the projects in an efficient and effective manner. Terminating 20% of the staffs in the crisis period is an immature act of Telequip managers. This step put the company amidst huge losses. In view of the personal turmoils in life, Andrew emerged incapable of maintaining the balance between personal and professional life.
Typhoon missed the city of Taipei; however, the personnel of Telequip were compelled to fall sick due to the hot and humid climate. This typhoon phobia left all the employees of Telequip with uncertainty regarding returning to work (Benko, Spiegelhoff and Walkinshaw 2014).
Extreme levels of pollution are the major drive behind this typhoon. The intensity of the pollution levels compelled persons like Andrew to take offs on weekend. This destructed the organized manner of the managerial tasks.
The cancellation of the Telequip project demotivated the employees and the managers of the efforts, which they had put for making the project a success. Curses from wife, which Andrew had to listen, are a practical example of this demotivation. As a matter of specification, unrealistic expectations between Andrew and his wife is an obstacle for Andrew in terms of concentrating on business activities. Frequent alterations of the per diem were one on the other reasons for deviating from the focus (Kasemsap 2016). Reduction in the concentration has destroyed his eagerness and passion towards Chinese classes.
Along with this, financial crisis is one of the major issues, which has engulfed Telequip. One of the major crises is the tax liabilities. Even the expats in Taipei are not spared from these liabilities. These liabilities includes refund costs and debate processes, which has destroyed the systematized financial parameter. The project, Taipei failed to enhance the clarity of the team members regarding its functionality. This failure detaches the validity of the project in terms of its usage (Boudreau and Cascio 2017). Absence of credit card is also an issue, depriving higher authority people like Andrew from possessing quality and branded products. No warning from the company has acted as an allowance for the employees in terms of making illegal transactions.
Along with this, lack of mobility in business is a serious challenge for Telequip business. This is because, a company, in terms of knowing the actual business scenario, needs to be mobile enough. The word lack here adds an interrogative parameter to the security of the market position of the company. Moreover, it nullifies the aspect of business expansion. Improper internalization is also an agent, which poses as a threat for the company in terms of expanding the scope and arena of business. The mentality “improper” reflects the careless attitude of the personnel of Telequip in terms of attaining fame and glory (Boudreau and Cascio 2017).
Lack of selection criteria can be one of the other issues encountered by Telequip in the parameters of human resource management. Herein lays the lack of planning regarding the utilization of efficient and effective means for selecting the right candidates. This lack projects the mismanagement of Telequip managers in the aspect of recruitment and selection. Poor performance of the employees reflects the lack of training. This lack nullifies the preposition “pre” and “post”. Exposure of careless attitude in spite of seeing that the employees are not performing well is an example of the lack of assignment management. This attaches an interrogative parameter to the role of the managers in terms of preparing the employees according to the identified and specified requirements (Kasemsap 2016).
As a matter of specification, Taicom was not happy with the progress of the business activities. The major drive behind this is the mismanagement in terms of the executing the allocated duties and responsibilities in an efficient and effective manner. Miscommunication between Taicom and Malcolm aggravates the complexities in terms of maintaining the stability in the relationship between the two countries (Boudreau and Cascio 2017). The result of this mismanagement is missing the stipulated deadlines, which destroyed the stability in the relationship between the stakeholders and the native company. Delving deep into the aspect, invisibility distorts the productivity of the company in terms of managerial issues.
Poor intercultural skills and abilities of Jonathan compel the company to encounter the issues of conflicts, discriminations and harassments. Along with this, inadequate technical skills of Malcolm intensify the burden of the managers to track the performance of the employees. Apart from this, hiring the Indian contractors, who lack the basic management skills, proved to be an error of judgement in case of the managers (Kasemsap 2016). This acted as a biggest challenge for the company in terms of executing the project related tasks in an efficient and effective manner.
There was a lack of pre-departure training for the expats, which reflects the estimation for the recruitment and initiation of the project. Along with this, the expats were not provided information regarding the RLcP and RJP. This exempted them from basic information regarding the ways and means of doing the project.
Here, one of important issues is the unavailability of credit cards for the convenience of the employees. Inflexible reimbursement system along with the obscurity in the financial support system compelled the company to encounter severe financial crisis (Benko, Spiegelhoff and Walkinshaw 2014). Along with this, disruption of the communication channels detached the familial bondage for the employees, who have landed up in Australia for the sake of employment. This lack increased the difficulties of managers like Andrews to find a suitable accommodation in an unknown place. This raises concerns over the safety of the non-resident Indians. The lackadaisical attitude of the personnel in terms of insuring the lives of the foreigners reflects their immature attitude towards the wellbeing of the customers. One of the typical examples of this immaturity is unavailability of quality places to teach Chinese to the foreigners. All these issues have generated stress within the employees as well as the managers regarding handling the business. This has aggravated the stress levels; however, it is no value as there is no hope for its reduction (Albanesi, Olivetti and Prados 2015).
The company managers are not concerned about the situations, through which the employees are going. Typical evidence of this lies in the lack of repatriation facilities for the expats. The most striking fact is the incapability of the company managers in terms of providing facilities to Andrew in terms of his repatriation and mitigation of stress levels. In such a situation, untimely visits in between the project activities seem inappropriate, as it distracts the concentration of the employees from the allocated duties and responsibilities (Arora 2014).
Miscommunication between the employees is one of the major issues, which contradicts the aspect of collaborative output. This reflects the lack of strategic vision towards the management of the business activities. Careless attitude towards this direction attaches an interrogative parameter to the aspect of the globalization in case of the company. Herein, the lack of training is the most reflected in terms of the failed morale of the staffs (Bay and Rozman 2015).
Theoretical perspective possesses flexibility to enhance the clarity of the businesspersons in terms of exposing the appropriate approach towards the business activities. Taking a cue from the aspect of approach, behavioral theory can be included within the discussion. In the workplace, the employees including the managers are expected to expose matured behavior towards the execution of the roles and responsibilities. However, delving deep into the case scenario, terminating the staffs in times of crisis is an immature step taken by the managers (Bay and Roseman 2015). On spite of knowing the company is facing crisis, lack of rationality and consciousness in terms of maintaining efficiency in the business activities nullifies the stages of development in case of the managers like Andrew. In view of such a perspective, complaints regarding the improper provision of the facilities cannot be considered as a mistake in case of the employees.
In terms of the differentiation in the needs of the operation managers, Maslow’s hierarchy of needs can be included. This is because; the managers are expected to know the tactics for solving the needs, demands and requirements of the stakeholders and shareholders (Vomberg, Homburg, and Bornemann 2015). Exercising self-assessment helps the managers to evaluate their performance in terms of the identified and specified objectives.
Crisis phase is an examination for the personnel in terms of exposing the preconceived and the gathered skills, expertise and knowledge. In this phase, if the managers do not practice rational thinking in the business activities, it adds a negative connotation to the cognitive learning theory as well as the goal setting theory. In spite of seeing that the projects are missing the deadline and there are gaps between the managers and employees, it nullifies this rationality, adding an interrogative parameter to the offered position in case of the employees (Dimov and Dimov 2017). On the other hand, if the managers and the board of directors take keen initiatives to organize discussions and open forums, positivity is added in the perceptions of the managers in terms of the mentality of the employees.
Motivational theories can be related with the issue of kicking out the employees upon failing in the first instance. The managers need to encourage the employees, so that they can achieve a better grasp over the workplace environment and expose better performance. The case study is exactly the opposite. The managers like Andrew threatened the employees, that is, if they fail to do the projects properly, they would be fired. This indicates the immatured mentality of the managers (Acemoglu, Gallego and Robinson 2014). Herein, the aspect of motivation attains a negative connotation, which also broadens the gap between the managers and the employees.
Viewing it from the other perspective, provision of adequate motivation and encouragement invokes the leader within them. On the contrary, threats act as an obstacle in this process of invocation. This obstacle is a matter of personality for the managers as well as the employees, which reverts the discussion back to the point of behavioral theory. Lack of oriental approach towards the adoption of transactional or transformational leadership makes the managers a misfit within the workplace of Telequip (Arora 2014).
Communication gap is the hot burning issue in the workplace of Telequip. This gap has aggravated the complexities of the company in terms of maintaining the efficiency in the business activities. This communication gap has blurred the vision of the employees in terms of the needs, demands and requirements of the operators. Apart from this, kicking out the employees can be given the second place in terms of the major issues. This reflects the lack of trust, dependence and loyalty on the employees (Collings 2014). Herein, a relevant issue is lack of consciousness towards the different needs, demands and requirements of the operators. Along with this, incapability in terms of maintaining the balance between the personal and the professional life attains an important position within the potential issues, which Telequip is facing currently.
All of these issues can be tied in the same thread, as it aggravates the complexities of the personnel in terms of doing the workplace activities in an efficient and effective manner. Delving deep into the aspect, the common aspect in all of these issues is the balance. This can be achieved by exercising self-assessment skills. This would help in evaluating the appropriateness, effectiveness and feasibility of the exposed performance in terms of the identified and specified requirements (Acemoglu, Gallego and Robinson 2014). Taking into consideration the checklists and templates would prove beneficial in terms of exposing a clear vision towards the activities, which are being performed.
In terms of the different needs, organizing open forums and discussions would help the managers in bringing unity and coordination within the workplace environment. This unity and coordination is needed, so that the projects are successfully completed within the stipulated deadlines. For this, the employees need to be provided with safe and comfortable workplaces, so that they can expose better performance (Vomberg, Homburg and Bornemann 2015). If the workers are satisfied with the quality of the jobs, it would be easy for them to maintain the balance between the personal and the professional life.
One of the most important recommendations in the present business context is evaluation. Evaluation would bring to the forefront the major drawbacks, which are acting as an obstacle in enhancing the productivity. Spontaneity is required towards the modifications of these drawbacks, as delays can deprive the stakeholders and shareholders from getting their orders within the deadlines. Within this evaluation, training occupies an important position in terms of making the employees familiar with the actual market scenario (Bay and Rosemann 2015). Division of the courses in segments would help the employees to attain an easy grasp over the basic ways of doing the business activities. Here, assessment needs to be done as to check whether the employees are grasping the concepts correctly. Herein lays the appropriateness of the post-training tests, which would ease the burden of the managers in terms of this assessment. Most importantly, the managers need to instigate the employees for practicing partnership working, as it would generate cooperation among them (Boudreau and Cascio 2017).
Training and evaluation are the two recommendations proposed for the issues encountered by Telequin. The position of the recommendations does not matter in terms of their functions. Undertaking the aspect of training after the evaluation of certain drawbacks seems appropriate in terms of restoring the lost productivity. On the contrary, evaluating after providing training to the employees is also apt. However, frequency needs to be maintained in the execution of evaluation (Kasemsap 2016). This is in terms of keeping time in hand for modifying the drawbacks before going to the second set of activities. In view of this perspective, time management can be recommended along with evaluation and training. Setting short-term goals would improve the focus of the personnel, allowing them to move towards setting long-term goals. This enhances confidence within the employees regarding the capability to undertake challenging and enduring tasks (Benko, Spiegelhoff and Walkinshaw 2014).
References
Acemoglu, D., Gallego, F.A. and Robinson, J.A., 2014. Institutions, human capital, and development. Annu. Rev. Econ., 6(1), pp.875-912.
Albanesi, Stefania, Claudia Olivetti, and María José Prados. “Human Capital and Economic Opportunity Global Working Group.” (2015).
Arora, Aarti. “Human capital management: global strategies and challenges.” International Journal of Management Research and Reviews 4, no. 1 (2014): 50.
Artuç, Erhan, Frédéric Docquier, Çaglar Özden, and Christopher Parsons. “A global assessment of human capital mobility: the role of non-OECD destinations.” World Development 65 (2015): 6-26.
Bay, Serhiy I., and Anna M. Rozman. “HUMAN CAPITAL AS A FOUNDATION FOR ENTERPRISE VALUE GROWTH.” Aktual’ni Problemy Ekonomiky= Actual Problems in Economics 174 (2015): 248.
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Boudreau, John, and Wayne Cascio. “Human capital analytics: why are we not there?.” Journal of Organizational Effectiveness: People and Performance 4, no. 2 (2017).
Collings, David G. “Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities.” Journal of World Business 49, no. 2 (2014): 253-261.
Cuaresma, Jesús Crespo. “Income projections for climate change research: A framework based on human capital dynamics.” Global Environmental Change 42 (2017): 226-236.
Dimov, Dimo, and Dimo Dimov. “Towards a qualitative understanding of human capital in entrepreneurship research.” International Journal of Entrepreneurial Behavior & Research 23, no. 2 (2017): 210-227.
Gaudet, Cyndi H., H. Quincy Brown, and Dale L. Lunsford. “HRD curriculum meets global human capital challenge.” Advances in Developing Human Resources 19, no. 2 (2017): 124-137.
Kasemsap, Kijpokin. “Analyzing the roles of human capital and competency in global business.” International perspectives on socio-economic development in the era of globalization (2016): 1-29.
Kim, Kowoon, and Mary Ann Von Glinow. “Managing Non-traditional Human Capital in International Assignments: A Qualitative Analysis of the Talent and Innovation Gaps.” In Human Capital and Innovation, pp. 91-129. Palgrave Macmillan UK, 2017.
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