Introduction of International Human Resource Management Assignment
Get free written samples by subject experts and Assignment Writing Help in UK.
In the wake of the COVID-19, every organization has been jolted, creating a demanding and complicated environment for managers and human resource management (HRM) professionals, who must devise innovative solutions to ensure survival of their organizations and the well-being of their employees in the face of this unprecedented crisis (Foss, 2020). The COVID-19 pandemic has had a significant impact on the energy, resources, and industrials (ER&I) sector, with the health issue itself being compounded by a fall in demand and a decline in the price of commodities.
Even though it is an absolute requirement for business owners operating in this sector to have robust contingencies in place to ensure that operations remain operationally effective, in the past these have often been focused on dealing with much more isolated cases of crisis management, such as replying to natural disasters and trying to deal with local political instability (Novikov, 2020). As a result, the COVID-19 pandemic's sheer global scope and velocity, as well as the effect on commodity prices in many sections of the industry, have been unprecedented, necessitating an equally extraordinary reaction from all parts of the organization. From the standpoint of international mobility, this has resulted in severe project interruption and large displacement of workers, with many individuals 'stranded' in or out of a location for an undetermined amount of time as a consequence of the situation.
Impact of Covid-19 on entire International Human Resource Management
Implications of Covid-19 in the number of international Assignments
As the COVID-19 pandemic got underway, this steady progression was unexpectedly halted. COVID-19 has had a devastating impact on the global economy, with global commerce declining, travel restricted, firms struggling to stay afloat, and employees being laid off or even fired in significant numbers, to mention just a few of its negative repercussions (Yaghi, 2022). Global employees are a major concentration of organisations that operate across borders, and the decrease in cross-border business activity has a direct impact on them, especially in terms of global physical mobility and work routines. As a result, it is essential to understand their current situation, as well as any changes or challenges that may arise in the wake of the crisis. A period of great upheaval for expatriates, as both their personal and professional life are affected by their time away from home. Work-life balance might be difficult for expats, but it is also possible to achieve it. Worldwide, the pandemic's impact is being felt, and there is no exception for the global transportation businesses throughout the world have effectively altered their operations, including such changing their safety measures and telecommuting policy, despite the fact that there are many unknowns.
Actually, since the end of February, Microsoft Teams and Zoom have had huge user growth of 894 percent and 677 percent. Businesses with operations worldwide are also reevaluating their overseas assignment requirements and whether or not they still justify a person on-site in order to save money and resources (Przytu?a, Strzelec, and Krysi?ska-Ko?cia?ska, 2020). The relevance of overseas assignments to a company's development is too critical to eliminate them altogether, even if certain jobs may be performed remotely. However, the environment has changed, and companies must modify their candidate selection and training procedures in order to assure successful assignments in the future, whether it's due to travel constraints or shifting perceptions among workers about potential assignments. An unprecedented set of problems confronted many expatriates during the COVID-19 epidemic. During this period, assigned expatriates were able to work from home, spend more time with their families, and benefit from a variety of lifelong learning opportunities (Susskind and Vines, 2020). When work and home life were brought together, people had an opportunity to reflect on how they coped with the lengthy commutes and long workdays, which were now apparent to coworkers and superiors.
When expats are sent abroad, they encounter a variety of work-life balance challenges that may either help them develop professionally and personally, or exacerbate existing tensions and resentments in their personal relationships. The stresses of worldwide assignments, which leave families exposed to internal strife, cannot, therefore, be neglected in expatriation. International human resource managers ought to take action to prevent the negative effects of expatriate psychological withdrawal on the enterprises, their assignees, and the families they leave behind. Understanding the root causes of this problem is critical. For employees, international assignments mean leaving behind their customary support network of coworkers and friends as well as the comfort of their own homes. A lack of familiarity with their new environment, social isolation, and an increase in duties are all factors contributing to the greater levels of work-life conflict experienced by expats. With the help of their partners and families, expatriates may deal with the stress and demands of their jobs while maintaining a healthy balance between work and home. As Susskind and Vines, (2020) argued, expats enjoy work-life enrichment when beneficial influences are exerted on their professional and personal lives. This enrichment is felt by expatriates, not just for themselves, but for their families as well. Therefore, the number of international assignments working has thus decreased as there is less optimism than before and travel restrictions has in turn impacted the global mobility all across the world.
Alternatives to managing international locations and workforces – locally, remotely and internationally
Before delving further into alternate ways of doing business around the world, let's take a quick look at how the broader economic environment, organisational variables, and individual considerations all played a part. A reduction in the "effective distance" between the many regions of the globe and the availability of more flexible types of coordination has been made possible by the widespread adoption of lower-cost, faster broadband data connections. Because of the historical propensity for control via expatriation found in MNCs, many small and medium-sized businesses (SMEs), non-profit organisations (NGOs), and other international organisations (NGOs) have to expand their worldwide reach as well (Susskind and Vines, 2020). Historical issues and the significant expenses connected with traditional expatriation are major motivators at the organisational level. It is costly to expatriate, both directly in terms of assigned compensation and indirectly in terms of local hostility to foreign personnel.
Despite the fact that the actual amount of expatriate failure is still up for debate and there is little current reliable empirical research, practitioner data suggests that failure rates are high nevertheless (Darma et al., 2020). In order to sustain expatriate performance, the centralized coordination required to maintain expatriate performance (such as creating and maintaining an acceptable talent management system just at international level and procedures for repatriation) is costly and difficult to manage. These new types of international labour are also fostered by other individual considerations. Classical expatriation, and also the belief that such transfers have a good impact on one's future career, has become more and more disillusioned. Boundaryless, protean, and patchwork or spiral careers are becoming more popular as career choices (Azizi et al., 2021). More and more people, especially those with advanced degrees, have multiple careers, making it more difficult for them to relocate.
Managing foreign teams in a variety of ways:
- Acknowledge and openly address cultural differences.
Be accessible and aware of the cultural variations amongst the team members. It's important that they work with the rest of their co-workers to understand how these differences could effect how well the team works together. The team will become more effective if these distinctions can be mapped.
- Maintain regular and frequent communication.
All groups must keep in close touch on a regular basis. The importance of this is amplified for global and multi-national teams. Teams may benefit from regular meetings in that they can then learn from each other's experiences, as well as keep everyone updated on the progress of their own organisations. Integrating cultural differences into the way you interact with your team. Engage in video calls and document sharing, for example, and use a variety of channels to communicate with one another (Zhong et al., 2021). It's critical to develop a foundation for frequent communication by establishing a shared language. Include overseas travel in their spending plan as well. All teams need face-to-face meetings to establish trust and foster productive working relationships. For international teams, this is much more critical to consider. To be a good listener is just as essential as being a good boss. To assist one and others better comprehend, ask questions and listen attentively with an open mind. A willingness to push yourself beyond of the comfort zone and an open mind are two keys to opening yourself up to new experiences and points of view.
Employees may be better communicated with in four ways:
- Provide ample participation opportunities for all team members.
They need to assess how their team functions as whole devise tactics for improving involvement and communication in meetings (Susskind and Vines, 2020). Tactics for resolving disputes or conflicts constructively, and also strategies for balancing involvement, might be included here. Every team member's degree of participation in meetings may vary whether there was a language or fluency discrepancy. To promote both participation and inclusion in meetings, it is important to establish clear guidelines for communication.
- Strengthen the structure and be cognizant of the impression of power
People who work remote or in the same languages as the rest of the team may be seen as a dominating force in multinational teams because of the difficulty of feeling like a true member of the whole. This can lead to animosity, misinterpretation, and a lack of cooperation. Be able to remind everyone that their team is working together to accomplish one goal. Map out how each person's contribution contributes to the project's overarching strategy and result. Use this technique often, whether as part of scheduled meetings or as part of ongoing discussions within the team.
- Establish trust in the team by clarifying their basic principles.
Consider how the team and the individual may work together to meet their own and the team's deadlines and goals. Encourage people to get to understand one another on a more personal level. Unstructured time is critical for fostering healthy team chemistry while imposing structure for project deliverables (Foss, 2020). Whenever the group is all assembled, promote conversation. Conversations regarding work and personal life in a relaxed setting help team members connect on a more intimate level. A manager's ability to build trust with his or her team members is equally vital. Make sure your employees are aware of one’s management style even though that they can give you honest feedback and take part in team meetings and one-on-one conversations.
- Encourage and motivate efforts to increase diversity
If available, take advantage of management diversity training sessions. Consider assigning global team members similar tasks so they may learn from one another and get to know one another.
Training requirements, based on changes to managing an international workforce in current and post-pandemic time.
As per the changes in the work procedures due to the covid-19 restriction on the workplaces, there are various requirements that need to be implemented for empowering the employees. The human resource managers need to provide the employees with effective training and coaching to meet the current and post-pandemic needs of the workplace. The requirements of training are described in the following:
Training for technological development
With the growing development and advancement of technology, it has become mandatory to have technical skills among the employees. Also, the Covid-19 pandemic has emphasized the technological usage for the workplace function to a large extent. This is because as per the closure of organizational operations, it has become a must to work through technical support. The virtual meeting, working in online workplace culture, operating various technical devices and software all these operations are mow operated through technological development (Donati et al., 2021). For working with these features, the employees need to be equipped with technological support. The employees thus need to be provided with technical training for increasing their skills and knowledge in technical operations.
Various paperwork is now operated with technical software like document sharing, record storing, data and information recording, sharing relevant information to the team members. All of these functions totally depend on technical knowledge. To state as an example, the employees need to have knowledge in file saving, file sharing, document formatting, joining virtual meetings, etc. Usage of AI and machine learning for analyzing the market trends, customers' demands, buying behavior, and purchasing pattern for understanding the current situation, the HR needs to develop some training strategies for the employees that can meet these requirements (Donati et al., 2021). These processes are largely dependent on technological skills and knowledge.
Training for digital marketing
As all the organizational functions are operated using technology and people are also fond of using technical devices, marketing through digital mode is also a very popular fashion. Digital and online marketing have become one of the major business focus for attracting customers as people spend a large portion of their time in the social as well as online media platforms (Bala, and Verma, 2018). It becomes easy to capture the attraction of the customers. Therefore, HR can provide necessary training to the employees about digital marketing.
Development of skills for new supply chain requirements
Supply chain processes have also been changed due to the covid-19 pandemic. As per the restrictions on travel internationally, the organizational members face challenges in the supply of the products and raw materials as well as importing and exporting. An organization like Tesco delivers its services to international marketplaces. For this, the employees and managers need to possess the skills to operate the supply chain effectively without affecting the government rules and guidelines. The supply chain has become digital and autonomous which makes it important to have knowledge in the digital supply chain (Shamout et al., 2022). The autonomous supply chain process using robotics in the warehouse, driverless trucks, and forklifts, the automated planned delivery system has also been developed (Jaiswal, Arun, and Varma, 2022). The HR needs to develop training and coaching facilities for the employees on these matters for helping them operate these functions effectively.
Training for remote working
Remote working has also been operated within the workplace to maintain the workflow as well as business operations. For operating services at the international as well as national work stations effectively, the managers need to provide training to the employees who are working from home or out of workstations (Yang et al., 2022). Skills in remote working are mostly important for the employees for operating international clients of functions. For example, Amazon has to operate its global operations even in this pandemic situation. Therefore, the HR department of the company needs to focus on the development of the skills of the workers regarding remote working (Donati et al., 2021). They need to be advanced in operating virtual workplace requirements including client demands and needs as per their comments through various digital and social media platforms.
Training for teamwork and collaboration
Another important training which is required for the employees working virtually with international workplace functions is teamwork and collaboration. As the employees are working virtually and in remote places, they should cooperate with the team members. In this case, teamwork is very crucial for the employees (Yang et al., 2022). They may face issues while working with various employees virtually, it is the responsibility of the HR department to guide the employees in working with the other team members.
Implications for employees and employers in relation to the flexible working arrangement
In this remote workplace, certain things have become very crucial for the workplaces whether these are international or national. Among many other things, the most important thing is flexibility in the workforce. Flexibility is required for both employers and employees. Setting a flexible workplace for operating international business operations not only reduces the work burden of the employees but also can maintain their productivity as well as efficiency.
Flexibility in work culture
The managers of the HR department need to develop a good and flexible work culture in which the employers do not make the work pressure burdensome to the employees. The managers need to create a balanced and flexible work environment so that the employees can work with ease and comfort. A healthy relationship and communication system need to be developed within the workplace to maintain flexibility while the employees feel to contact others in an emergency (Aburumman et al., 2020). A flexible work environment follows the rules through which the employers, as well as employees, can connect with the team members in need.
Flexibility in workload
In some cases, the employees may face excessive work pressure in some functions. They may face issues and challenges while working overtime. HR needs to set flexible working hours for the employees to help them deal with the workload (Inegbedion et al., 2020). The employees also need to work on the scheduled working hours for maintaining a good organizational culture. It can also impact positively on organizational growth and development. The HR can also provide some holidays and leave for the employees to make them productive and lead a balanced work life. Flexibility in the work pressure thus can be overcome by the effective strategies of the HR department (Ozkeser, 2019). The Fair Labour Standard Laws can be implemented by HR to generate flexible wages and working hours for the employees. As per this law, the employees can get sufficient compensation and remuneration as well as flexible time to complete their tasks. It can benefit the employees by enhancing their satisfaction.
Flexibility in scheduling
By setting a flexible work hour, compressed work duration, setting shift work, providing part-time working facilities, and sharing tasks among the team members, the HR or employers can develop a flexible schedule for the employees in which they can work with flexibility. It also helps increase the satisfaction and productivity of the employees (White, and Maniam, 2020).
Setting flexibility with legal obligations
The managers need to develop equal and fair employment and promotion opportunities for the employees to promote flexibility within the workplace. The managers need to allocate fair and sufficient opportunities to the employees. It is also important while working with international workplaces, the managers maintain non-discrimination, fair wages, culturally diverse workplace structures, careful documentation, and other policies effectively (White, and Maniam, 2020). It thus can help in promoting a flexible working arrangement.
Location flexibility generally suggests that the managers have developed a working arrangement in which the employees can work remotely. The main two factors of remote working are telecommuting is the most popular form of flexible work arrangement. Employers can provide the employees with computers, technical devices, and access to the internet connection and software for helping the employees work with flexibility in remote working (White, and Maniam, 2020). Also generating a robust communication system with the team members can help the employees work with flexibility by getting information and support whenever they require it.
Therefore, it can be concluded that the organizational changes as per the pandemic situation have brought it mandatory for setting a well-defined workplace, the managers of the Human resource department plays a very major role. Even in the face of a pandemic, flexible working may help with hiring and retention, promote corporate diversity programs, encourage ethical behavior, and support the company's efforts to be socially responsible. Employers can expect cost savings, improved participation and performance, and higher employee loyalty. As firms grasp the benefits of these arrangements, they appear to be becoming more common. Flexibility may help attract, retain, and motivate high-performing and competent employees while also increasing diversity and inclusion in the workplace. Offering such solutions might decrease tardiness, increase profitability, save operating expenses, and ensure that services are maintained in the case of an emergency. In this situation, the managers need to develop training opportunities for the employees with effective facilities. Technical skills development is very important for boosting the employees with the flexibility to work with ease remotely or operating the autonomous and digital supply chain and marketing operations at the international level effectively.
Aburumman, O., Salleh, A., Omar, K. and Abadi, M., 2020. The impact of human resource management practices and career satisfaction on employee’s turnover intention. Management Science Letters, 10(3), pp.641-652.
Azizi, M.R., Atlasi, R., Ziapour, A., Abbas, J. and Naemi, R., 2021. Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon, 7(6), p.e07233.
Bala, M. and Verma, D., 2018. A critical review of digital marketing. M. Bala, D. Verma (2018). A Critical Review of Digital Marketing. International Journal of Management, IT & Engineering, 8(10), pp.321-339.
Darma, D.C., Ilmi, Z., Darma, S. and Syaharuddin, Y., 2020. COVID-19 and its Impact on Education: Challenges from Industry 4.0. Aquademia, 4(2).
Donati, S., Viola, G., Toscano, F. and Zappalà, S., 2021. Not All Remote Workers Are Similar: Technology Acceptance, Remote Work Beliefs, and Wellbeing of Remote Workers during the Second Wave of the COVID-19 Pandemic. International Journal of Environmental Research and Public Health, 18(22), p.12095.
Foss, N.J., 2020. The impact of the Covid?19 pandemic on firms’ organizational designs. Journal of Management Studies.
Inegbedion, H., Inegbedion, E., Peter, A. and Harry, L., 2020. Perception of workload balance and employee job satisfaction in work organisations. Heliyon, 6(1), p.e03160.
Jaiswal, A., Arun, C.J. and Varma, A., 2022. Rebooting employees: upskilling for artificial intelligence in multinational corporations. The International Journal of Human Resource Management, 33(6), pp.1179-1208.
Novikov, P., 2020. Impact of COVID-19 emergency transition to on-line learning onto the international students’ perceptions of educational process at Russian university. Journal of Social Studies Education Research, 11(3), pp.270-302.
Ozkeser, B., 2019. Impact of training on employee motivation in human resources management. Procedia Computer Science, 158, pp.802-810.
Przytu?a, S., Strzelec, G. and Krysi?ska-Ko?cia?ska, K., 2020. Re-vision of future trends in human resource management (HRM) after COVID-19. Journal of Intercultural Management, 12(4), pp.70-90.
Shamout, M., Ben-Abdallah, R., Alshurideh, M., Alzoubi, H., Kurdi, B. and Hamadneh, S., 2022. A conceptual model for the adoption of autonomous robots in supply chain and logistics industry. Uncertain Supply Chain Management, 10(2), pp.577-592.
Susskind, D. and Vines, D., 2020. The economics of the COVID-19 pandemic: an assessment. Oxford Review of Economic Policy, 36(Supplement_1), pp.S1-S13.
White, C. and Maniam, B., 2020. Flexible working arrangements, worklife balance, and working women. Journal of Business and Accounting, 13(1), pp.59-73.
Yaghi, A., 2022. Impact of online education on anxiety and stress among undergraduate public affairs students: A longitudinal study during the COVID-19 pandemic. Journal of Public Affairs Education, 28(1), pp.91-108.
Yang, L., Holtz, D., Jaffe, S., Suri, S., Sinha, S., Weston, J., Joyce, C., Shah, N., Sherman, K., Hecht, B. and Teevan, J., 2022. The effects of remote work on collaboration among information workers. Nature human behaviour, 6(1), pp.43-54.
Zhong, Y., Li, Y., Ding, J. and Liao, Y., 2021. Risk management: Exploring emerging Human Resource issues during the COVID-19 pandemic. Journal of Risk and Financial Management, 14(5), p.228.