HR Certification Institute-GPHR Module 1 Instructor : Organization : Date :
HR Certification Institute-GPHRModule 1
Instructor :Organization:Date :
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GPHR Exam Content Outline
HR Certification Institute (2015). Certification Policies and Procedures Handbook.
Strategic HR Management 25%
Global Talent Acquisition and Mobility 21%
Global Compensation and Benefits 17%
Talent and Organizational Development 22%
Workforce Relations and Risk Management 15%
Strategic HR Management
Global Strategic Management
1 Organization and Globalization
2
Culture in Global Organizations3
Global HR Strategy and Measures4
HR Transformation and Technology5
Strategic HR Management1.1.27 In which of the following stages in globalization is the policy of
headquarters simply exported abroad??
a). Ethnocentric.
b). International
c). Multinational.
d). Domestic.
Answer: bTransnational organizations are truly global in perspective, and they balance the dichotomies that global enterprises often face. Examples of these tensions are standardization and localization, and short- versus long-term perspectives.
Stages of Globalization
Daft, R.L. (2013). Organization Theory and Design. Mason, OH: South-Western, Cengage Learning.
I.Domestic
II.International
III.Multinational
IV.Global
Strategic Orientation Domestically
orientedExport-
orientated, multi-domestic
Multinational Global
Stage of Development Initial foreign
involvementCompetitive positioning Explosion Global
Structure Domestic structure, plus
export department
Domestic structure, plus international
division
Worldwide geographic,
productMatrix,
transnational
Market Potential
Moderate mostly
domesticLarge, multi-
domesticVery large,
multinational Whole world
FOUR STAGES OF INTERNATIONAL INVOLVEMENT
Strategic HR Management1.1.24 Which stage in globalization does the best job of balancing the
pressures of standardization and localization?
a). International.
b). Transnational.
c). Multinational.
d). Global.
Answer: bTransnational organizations are truly global in perspective, and they balance the dichotomies that global enterprises often face. Examples of these tensions are standardization and localization, and short- versus long-term perspectives.
Global Orientations
GlobalStrategy
Maximizeworld-scale system
TransnationalStrategy
Balance global with local concerns
Multi-DomesticStrategy
Encourage local autonomy
Home Replication
StrategyReplicate its home-market
success
High
High
Low
Low
Need for Global
Integration
Need for Local Responsiveness
Briscoe, D. & Schuler, R., & Tarique, I. (2011). International Human Resource Management. New York, NY: Routledge.
Strategic HR Management1.1.26 The PRIMARY advantage of a matrix structure is that it
a). requires a strong, centralized approach.
b). is easily understood by employees.
c). requires less communication among managers.
d). balances local needs with global economies of scale.
Answer: dA matrix structure has ties to both product and geographic divisions. Therefore, it attempts to balance local needs with global economies of scale.
Global Organizational Structure
Matrix Org.
Functional based
Divisional
/Geographic based.
President
Director of products
VPdesign
VPmfg
VPfinance
VPmarketing
Humanresources
Productmanager A
Productmanager B
Productmanager C
Productmanager D
Strategic HR Management1.1.20 A primary benefit of establishing centers of excellence within the global
HR function is to:
a). Centralize administrative activities..
b). Increase communication across locations.
c). Ensure that parent-country HR practices are followed.
d). Share HR best practices among locations.
Answer: dShare HR best practices among locations. A"centers of excellence" (CoE) model aligns specific expertise within the' human resource function to serve as "internal consultants" in dealing with organizational challenges. Thus, the opportunity to share best practices across locations is the major benefit. Centers of excellence may be combined with a call center or shared services environment, in which administrative activities are centralized, but they are not the same. And although increased communication may also result, that is not the major benefit of the centers of excellence model.
Global HR Organization
Urlich, D., Young, J., & Brockbank, W. (2008). The twenty-First-Century HR Organization, Human Resource Management, 47(4), 829-850.
DedicatedHR
BusinessOrganization
HR Organization
HoldingCompany
Allied/DiversifiedOrganization
Single/FunctionalBusiness
CorporateFunctional
HR
SharedServices
Most Common
In sync
In sync
Global HR Structure
Global HR StructureGlobal Regional Local
Global HR leadershipSenior-level geographic and/or
operating unit HR representation
Global centers of expertise
Global centers for each keyspecialized functional area
Regional centers of expertise
Experts in each of the COEfunctional areas with regional
and local knowledge
HR business partnersStrategic partners to business leaders, generally organized by
business unit
Local HR service delivery
HR generalists and support todeliver HR services locally
HR shared service centers
Employee transaction andcustomer service centers basedregionally, provided internally,
externally or using acombination of both
Line managersSupervisors conducting HR
processes and transactions fortheir employees
Global technology platformGlobally consistent systems, employee and manager self-service, analytics and reportingMercer Point of View (2009). Raising its game: HR transforms to play a central role in global
business success , Human Capital Perspective, issue 1.
THANKS FOR YOUR ATTENTION
International Human Resource Certification Institute, IHRCI
www.ihrci.org