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Challenges Faced by Hr Manager's as a Result of Globalization

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"Challenges faced by "HR Manager's" as a result of Globalization"

As the area of human resource management becomes more strategic and more global it is becoming more important and critical to the organization. While not all companies are recognizing this yet, those that are most effective and most admired, seem to be the ones that are. As a consequence they are doing many things that make their management of human resources as effective as possible. In doing so doing, several things are being observed: 1) the roles that the HR department and its HR professionals have traditionally played are changing substantially; 2) the competencies required of the HR professionals to play these new roles are also changing rapidly with dramatic implications for the current HR staff and leaders; 3) the HR professionals are working more closely, in partnership, with line managers, employees, suppliers and representatives of labour unions, strategic partners and members of community organizations in order to be more effective in managing the firm's human resources; and finally, 4) the structure of the HR department and the HR function are being reshaped in order to better serve the various stakeholders of HR in order to make the management of people and the organization more effective.

Because all these observed trends are important and rather complex in nature, they are described in this chapter in some detail. We begin by providing an example of what these all mean to one of those effective and admired companies who also manages people rather well.

W. L. Gore & Associates, the company that manufactures GoreTexâ and other fabric-based materials, doesn't have bosses and it doesn't have employees. Instead, consistent with their flat structure and culture of creativity, they employ sponsors and associates who have no specified job titles. When Bill Gore, a research chemist, left his job of 17 years at DuPont to found the company, he worked out of his home's basement. Now, more than 50 years later, some 200 Gore manufacturing plants operate in 45 countries. Regardless of their location, all Gore work sites reflect the company's corevalues:

Fairness to each other and everyone with whom we come in contact.

Freedom to encourage, help and allow other associates to grow knowledge, skill, and scope of responsibility.

The ability to make one's own commitments and keep them.

Consultation with other associates before undertaking actions that could impact the reputation of the company by hitting it "below the water line."

HR professionals serve as caretakers of these values. Day in and day out, they champion the culture, guaranteeing that consideration for people plays into business decisions.

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