HRM Assignment代寫參考：Cultural Training and Human Resource Management

HRM Assignment代寫參考-文化培訓與人力資源管理。本文是一篇留學生國際人力資源管理assignment寫作范例，主要內(nèi)容是講述全球化必須使公司了解計劃在全球市場擴張時所面臨的跨文化挑戰(zhàn)。同時，重要的是培訓員工，讓他們做好應對這些文化挑戰(zhàn)的準備。本篇assignment包括對跨文化調(diào)整和訓練技巧的文獻和理論的全面回顧。然后，本作業(yè)在研究這些理論的同時，探討了U Mobile外籍人員的準備和培訓。下面就是這篇HRM Assignment格式范文的全部內(nèi)容，供參考。

Abstract 摘要

Globalization has to lead the companies to understand the cross-cultural challenges they face when planning to expand in the global markets. At the same time, it is important to train the employees so they are ready to face these cultural challenges. The assignment consists of a comprehensive review of literature and theories about cross-cultural adjustments and training techniques. The assignment then looks into preparing and training the expatriates of U Mobile while looking at these theories.

The assignment gives an in-depth review of training models for both pre-departure and posts departure training of the expatriates. For pre-departure training, the aim is to provide very general cultural training ` whereas the post-departure training is focused on the host country’s culture. The post-departure training will also include the language training. The assignment also suggests a further more comprehensive post training and ways to make the overall training more cultural based.

該報告深入審查了外籍人員離職前和離職后培訓的培訓模式。出發(fā)前培訓的目的是提供非常一般的文化培訓，而出發(fā)后培訓的重點是東道國的文化。離職后培訓還將包括語言培訓。該報告還提出了進一步更全面的崗位培訓，以及如何使整體培訓更加基于文化。

Introduction 引言

The world is moving fast with technology overcoming the geographical barriers. People are communicating worldwide in a blink of an eye. The corporate world is also facing these challenges of globalization where if they need to survive, the need to make sure they have footings worldwide. Companies are expanding by opening their outlets in foreign countries or by having a merger with existing companies. Researchers have shown companies prefer merger in case of countries having strong legal restrictions (Raihan and Azeem, 2011).

隨著技術克服地理障礙，世界正在快速發(fā)展。人們眨眼之間就在世界各地交流。企業(yè)界也面臨著全球化的這些挑戰(zhàn)，如果他們需要生存，就需要確保他們在全球范圍內(nèi)立足。公司正在通過在外國開設分支機構(gòu)或與現(xiàn)有公司合并的方式進行擴張。研究人員表明，在國家有嚴格法律限制的情況下，公司更喜歡合并。

With the expansion of companies in other countries, the employees face cross-cultural issues. Where the company’s prevailing culture differs from that of new company’s subsidiary country. The employees need to be trained in order to cope with the cross-cultural challenges.

隨著公司在其他國家的擴張，員工面臨著跨文化問題。公司的主流文化與新公司的子公司所在國的文化不同。員工需要接受培訓，以應對跨文化挑戰(zhàn)。

Training refers to preparing employee’s behavior, attitudes and knowledge in accordance with the current job role. Hence training increase employee’s effectiveness for the particular job role. Whereas development is a continuous process where the employee is not only prepared for any specific task but it help employee get ready to face challenged in future jobs and walk role. (Gomes, 2009)

培訓是指根據(jù)當前的工作角色準備員工的行為、態(tài)度和知識。因此，培訓可以提高員工在特定崗位上的工作效率。而發(fā)展是一個持續(xù)的過程，員工不僅要為任何特定任務做好準備，還要幫助員工做好準備，迎接未來工作中的挑戰(zhàn)，并扮演好角色。

Our company U Mobile plans to open a subsidiary in India. Hence we need to prepare our employees to face the cultural challenges that wait ahead of them in Indian subsidiary. The company needs to go for Cross Cultural Training. Cross culture training is necessary to equip employees for future job roles in India. Cross Cultural training is a process in which employees are given orientation and skill improvement mainly on Indian Culture and work life in the new environment. (Gomes, 2009)

我們公司U Mobile計劃在印度開設一個子公司。因此，我們需要讓員工做好準備，迎接印度子公司即將到來的文化挑戰(zhàn)。公司需要進行跨文化培訓?？缥幕嘤柺潜匾?，以使員工能夠勝任未來在印度的工作?？缥幕嘤柺菃T工在新環(huán)境下主要針對印度文化和工作生活進行定向和技能提升的過程。

The cost of sending an expatriate on an international assignment is always high. The cost incurred in the first year on expatriate is three times more than the local employee’s annual salary. (Shaffer, Harrison & Cilley, 1999), therefore the company will expect them to deliver likewise.

派遣外派人員執(zhí)行國際任務的費用總是很高。外籍員工第一年的費用是當?shù)貑T工年薪的三倍。因此該公司希望他們也能提供同樣的服務。

The assignment includes the type of training required by our current employees and the way these training will be scheduled. The assignment will also cover the important cultural, political, economic and institutional differences between Malaysia and India.

該報告包括我們現(xiàn)有員工所需的培訓類型以及這些培訓的安排方式。該報告還將涵蓋馬來西亞和印度之間重要的文化、政治、經(jīng)濟和體制差異。

Company Profile 公司簡介

U mobile is a Malaysian based telecommunication company which was founded in 1998. U mobile is a subsidiary of U Television Sdn Bhd. The company not only provides mobile telephony and mobile data but also offers a mobile TV service and Mobile Live Tv.

U mobile是一家總部位于馬來西亞的電信公司，成立于1998年。U mobile是U Television Sdn Bhd的子公司。該公司不僅提供移動電話和移動數(shù)據(jù)，還提供移動電視服務和移動直播電視。

In the initial five years of its operation, U Mobile was able to increase its subscriber base to over four million because of its competitive product innovation and value proposition. The major shareholders of U mobile are ST Telemedia and U tele media. Both the shareholders provide U Mobile with strategic relationships globally along with financial, technical and operating experience and expertise. U Telemedia’s has helped U Mobile to reach out to a wider audience, leveraging on Berjaya Group Berhad’s nationwide distribution channels and multiple retail outlets. 

在運營的最初五年，U Mobile能夠?qū)⑵溆脩羧涸黾拥?00多萬，這是因為其具有競爭力的產(chǎn)品創(chuàng)新和價值主張。U移動的主要股東是ST Telemedia和U Telemedia。兩家股東都為U Mobile提供了全球戰(zhàn)略關系，以及財務、技術和運營經(jīng)驗和專業(yè)知識。U Telemedia借助Berjaya Group Berhad的全國分銷渠道和多個零售店，幫助U Mobile接觸到更廣泛的受眾。

Analyzing the Host Market 市場分析

In order to successfully implement the training sessions, we first need to understand the differences between the environment and culture of the Malaysian market and the Indian Market.

為了成功實施培訓課程，我們首先需要了解馬來西亞市場和印度市場的環(huán)境和文化之間的差異。

Political Conditions 政治條件

The current political conditions of India are stable and it’s being predicted that it will remain stable in future also. The country, however, faces problems like corruption and religious issues and that corruption won’t create any issue for U Mobile (Ranga, 2013) but as the country faces issues on religious grounds therefore it can pose an issue. The recent deadly attacks against members of religious minorities are worrisome (Meinardus, 2015), as U Mobile is a Muslim country based company, we might have to face some problems in these areas.

印度目前的政治狀況是穩(wěn)定的，預計未來也將保持穩(wěn)定。然而，該國面臨著腐敗和宗教問題等問題，腐敗不會給U Mobile帶來任何問題，但由于該國面臨宗教問題，因此可能會帶來問題。最近針對宗教少數(shù)群體成員的致命襲擊令人擔憂，由于U Mobile是一家總部位于穆斯林國家的公司，我們可能不得不在這些領域面臨一些問題。

Economic Conditions 經(jīng)濟條件

The overall economic activity in India is starting to ease after demonetarization in October to December period of 2016. The exports rebounded in January 2017. The overall economic growth has slowed down in the year, reaching a three-year low of 6.9. However, the growth is predicted to go up after February 2017 up to 7.4%. (FocusEconomics, 2017)

印度的整體經(jīng)濟活動在2016年10月至12月的去貨幣化之后開始緩和。出口在2017年1月出現(xiàn)反彈。今年整體經(jīng)濟增長放緩，達到三年來的最低水平6.9。然而，預計2017年2月之后，增長率將上升至7.4%。

It will be feasible for Malaysian bases U mobile to open subsidiary in India, as Malaysai and India are the largest economic partners in South Asia. The bi lateral trade agreement between the two countries specially since India initiated liberation measures indicates two way trade has increased 17 times since 1992. U Mobile can also take advantage of this economic relation between the two countries. (Source: High Commission of India, Kuala Lumpur, Malaysia)

馬來西亞基地U mobile在印度開設子公司是可行的，因為馬來西亞和印度是南亞最大的經(jīng)濟合作伙伴。自印度采取解放措施以來，兩國之間的雙邊貿(mào)易協(xié)定表明，自1992年以來，雙邊貿(mào)易增長了17倍。U Mobile還可以利用兩國之間的這種經(jīng)濟關系。

Institutional Conditions 制度條件

The supply market conditions of human resource in India are very feasible. The Indian education system is very focused on higher education (Becker-Ritterspach, 2000). It has the most number of engineers and scientists in the world. These conditions are feasible for providing human resources for MNC’s in India.

印度的人力資源供應市場條件非?？尚小Ｓ《鹊慕逃w系非常注重高等教育。它擁有世界上最多的工程師和科學家。這些條件對于為在印度的跨國公司提供人力資源是可行的。

For Telecommunication Company like U Mobile, Indian labor market promises to provide talented and educated human resource at low cost. As far as the average wage is concerned, it is low comparative to the Malaysian market.

對于像U Mobile這樣的電信公司來說，印度勞動力市場承諾以低成本提供有才華和受過教育的人力資源。就平均工資而言，與馬來西亞市場相比，它是低的。

The only challenge an MNC would face is that human resource has a general lack of practical skills. This is because of India’s higher technical education system’s structure (Heitmann, 1995).   

跨國公司將面臨的唯一挑戰(zhàn)是人力資源普遍缺乏實用技能。這是因為印度的高等技術教育體系的結(jié)構(gòu)。

Cultural and social Factors 文化和社會因素

India has the world’s oldest civilization and also the most populated country in the world. Indians are mostly Hindu with Hindi as their national language. Most of them are vegetarians. People are tech savvy and are developing in the field of telecommunication and technology.

印度擁有世界上最古老的文明，也是世界上人口最多的國家。印度人大多是印度人，他們的民族語言是印地語。他們大多數(shù)是素食主義者。人們精通技術，正在電信和技術領域發(fā)展。

India faces two world-views when it comes to culture. There is one group of people who are modern Indians who wishes for a secular, liberal multi-religious culture. These are the people who want to exploit the myriad chances of cultural openness with respect to globalization.

在文化方面，印度面臨兩種世界觀。有一群人是現(xiàn)代印度人，他們希望擁有一種世俗、自由的多宗教文化。這些人希望利用全球化帶來的無數(shù)文化開放機會。

There is another group who are against the cross-cultural concept. The openly reactionary Hindu nationalist movement is one of them. They aim to have a strong Hindu nation and are not open to liberal civil liberties and religious pluralism. ( Zimmerman, 2015)

還有一個群體反對跨文化概念。公開反動的印度教民族主義運動就是其中之一。他們的目標是建立一個強大的印度教國家，對自由的公民自由和宗教多元化持開放態(tài)度。

The expatriates from U Mobile will face these cultural barriers, being nationals of Muslim country. The expatriates needs training to get knowledge of Indian norms and culture. Language will be a barrier too, training would be provided to help overcome it.

來自U Mobile的外籍人士將面臨這些文化障礙，因為他們是穆斯林國家的國民。外籍人士需要接受培訓，以了解印度的規(guī)范和文化。語言也將是一個障礙，將提供培訓來幫助克服它。

Literature Review 文獻綜述

Cross Cultural Management 跨文化管理

It is important for the companies to understand the cultural differences that are occurring due to their expansions from one region to another. The research in the field of psychology, sociology, and anthropology have shown that there are countless major differences among the cognitive process of individuals belonging to different cultures. In the era of globalization, where companies are expanding in different regions, it is utmost important for them to understand and recognize these cultural differences and appropriately use them in organizations. (Nancy & Robert, 1986)

對于公司來說，了解由于從一個地區(qū)到另一個地區(qū)的擴張而產(chǎn)生的文化差異是很重要的。心理學、社會學和人類學領域的研究表明，不同文化的個體在認知過程中存在著無數(shù)的重大差異。在全球化時代，公司在不同地區(qū)擴張，對他們來說，理解和認識這些文化差異并在組織中適當利用這些差異至關重要。

The companies need to understand the cross-cultural management, as it would greatly benefit them considering the cognitive aspect of culture in managerial practice.

企業(yè)需要了解跨文化管理，因為在管理實踐中考慮文化的認知方面會對他們大有裨益。

Cross-cultural management is all about managing work teams in a way where the difference in culture, preferences of the consumers, and the practices are managed to keep in view the global and international context. The cross cultural management deals with cultural issues at individual level as well as for the company as whole. At the individual employee level these include cross cultural psychology, sociology and anthropology and for general organization as a whole or at a broader prospect it includes broader disciplines of management and organizational behavior and related international human resource management. It also studies the influence of culture on organizational structure and management across nations and cultures. (Thomas, 2014)

跨文化管理就是以一種管理工作團隊的方式，管理文化、消費者偏好和實踐的差異，以考慮全球和國際背景。跨文化管理處理個人層面以及整個公司的文化問題。在員工個人層面，包括跨文化心理學、社會學和人類學，對于整個組織或更廣泛的前景，包括更廣泛的管理和組織行為學科以及相關的國際人力資源管理。它還研究了文化對不同國家和文化的組織結(jié)構(gòu)和管理的影響。

International Human Resource Management 國際人力資源管理

Global expansion of companies have raised the need to understand importance of international Human resource management. It is all about managing the human resources in order to face the challenges of global expansions. The cultural differences are of the top most importance. Human resource is the base of any company, which if not trained and allocated properly, can hinder the success of the overall company’s ressources.

公司的全球擴張?zhí)岣吡巳藗儗H人力資源管理重要性的理解。這一切都是為了管理人力資源，以應對全球擴張的挑戰(zhàn)。文化差異是最重要的。人力資源是任何公司的基礎，如果沒有得到適當?shù)呐嘤柡头峙?，可能會阻礙整個公司資源的成功。

MNCs need to understand the factors that affect the multinational corporations while they expand in different regions. These include assembling and training the international staff, designing policies which are appropriate for personnel and organization, working of trade unions in different countries, and devising an international labor division. (Harzing & Ruysseveldt, 1996)

跨國公司需要了解影響跨國公司在不同地區(qū)擴張的因素。其中包括召集和培訓國際工作人員，制定適合人員和組織的政策，在不同國家開展工會工作，以及制定國際分工。

There have been a number of changes in the field of IHRM which have changed the nature of careers at MNCs. (Dickmann, 2005). IHRM has also impacted employee’s attitude towards the company and they tend to accept international assignments. (Hugh, David & Patrick, 2007)

HRM領域發(fā)生了許多變化，這些變化改變了跨國公司職業(yè)生涯的性質(zhì)。IHRM也影響了員工對公司的態(tài)度，他們傾向于接受國際派遣。

Employment Relation 雇傭關系

The legal relationship between the employer and employee is termed as employment relation. This is not just the legal written contract of employment, but also the psychological contract between the employee and the company. This provides a framework for the issues of fairness and trust that lies between the employee and the employer. (David, 2004)

雇主和雇員之間的法律關系稱為雇傭關系。這不僅僅是法律上的書面雇傭合同，也是員工與公司之間的心理契約。這為雇員和雇主之間的公平和信任問題提供了一個框架。

Companies need to invest in their employees in the form of trainings. Researches have shown that employees perform better on given tasks and demonstrate more citizenship behavior if they work in the environment where employer invests on them. (Tusi & Pearce, 1997)

公司需要以培訓的形式對員工進行投資。研究表明，如果員工在雇主投資的環(huán)境中工作，他們在特定任務上表現(xiàn)得更好，并表現(xiàn)出更多的公民行為。

Why Multinationals Prefer an Incorporated Subsidiary, Not Just a Branch 為什么跨國公司更喜歡注冊子公司，而不僅僅是分支機構(gòu)

Companies prefer going for subsidiary in the host country rather than a branch. There are number of reasons for choosing to open subsidiary instead of a branch. It is because by opening incorporated subsidiary, it protects the parent company from any liabilities which are imposed on the host country’s subsidiary. Subsidiary simplifies accounting and bookkeeping. It also makes the tax compliance less costly and more efficient and also enables a company to qualify in local contracts. (Gordon, 2005)

公司更喜歡在東道國設立子公司，而不是分支機構(gòu)。選擇開設子公司而不是分支機構(gòu)有很多原因。這是因為通過開設注冊子公司，可以保護母公司免受東道國子公司的任何責任。子公司簡化了會計和記賬。它還使稅務合規(guī)成本更低、效率更高，還使公司能夠獲得當?shù)睾贤馁Y格。

Recruitment Strategies: Managing and Effecting the Recruitment Process 招聘策略：管理和影響招聘過程

It is essential for any company to hire the right candidates in order to successfully run its operations. With an increase in global competition, it is of utmost importance to hire competent employees who can perform for the company in the long run. (Richardson, 2006)

任何公司都必須雇傭合適的候選人才能成功運營。隨著全球競爭的加劇，聘請能夠長期為公司工作的有能力的員工至關重要。

Companies follow a complete recruitment process while they hire right candidates. There are basically two types of recruitment; internal and external recruitment. Internal recruitment is done when company plans to hire from within a company whereas, external recruitment is when company plans to generate the pool of individuals from outside the organization (Schuler, 1986)

公司在招聘合適的候選人時，遵循完整的招聘流程。招聘基本上有兩種類型；內(nèi)部和外部招聘。內(nèi)部招聘是指公司計劃從公司內(nèi)部招聘人員，而外部招聘是指企業(yè)計劃從組織外部產(chǎn)生人才庫

When companies go for internal recruitment they post ads in newsletter, job posting on board, and usually by word of mouth. Whereas when opting for external recruitment companies can take help from external recruiter, post a job ad in newspaper, social media and recruitment websites (Richardson, 2005).

當公司進行內(nèi)部招聘時，他們會在時事通訊、招聘板上發(fā)布廣告，通常是通過口口相傳。而當選擇外部招聘時，公司可以從外部招聘人員那里獲得幫助，在報紙、社交媒體和招聘網(wǎng)站上發(fā)布招聘廣告。

Research Methodology and Research Design 研究方法與研究設計

Cross Cultural Training of Expatriates 外籍人士的跨文化培訓

When a company decides to open a subsidiary in any other country of choice, the first thing that is required is training the employees according to the challenges they might face in performing their role efficiently in the host country. There are a number of trainings that can be provided to the expatriates, broadly speaking, pre-departure training program and post arrival training program. (Hanberg and Osterdahl, 2009)

當一家公司決定在任何其他國家開設子公司時，首先需要的是根據(jù)員工在東道國高效履行職責時可能面臨的挑戰(zhàn)對他們進行培訓?？梢詾橥饧耸刻峁┒喾N培訓，廣義上講，包括出發(fā)前培訓計劃和抵達后培訓計劃。

Pre-Departure Training 出發(fā)前培訓

Cultural Adjustment 文化調(diào)整

Expatriates who are being send to a foreign country, are expected to stay there for a longer time period. They need to adjust according to the culture of the host country. In our case, employees will be sent to India, therefore before their departure, they need to be trained in order to be aware of the culture of India. (Black & Gregersen, 1991)

被派往外國的外籍人士預計將在那里停留更長的時間。他們需要根據(jù)東道國的文化進行調(diào)整。在我們的案例中，員工將被派往印度，因此在他們離開之前，他們需要接受培訓，以了解印度的文化。

Cross Cultural Training Methods 跨文化培訓方法

To enable the employees to effectively y interact with the people of host country, companies use a number of methods to guide their expatriates for cross cultural skills. For doing so, companies use the following training methods: ( Hanberg and Osterdahl, 2009)

為了使員工能夠有效地與東道國人民互動，公司采用了多種方法來指導其外籍人員掌握跨文化技能。為此，公司采用以下培訓方法：

Didactic Training 教學訓練

Didactic training is focused on factual information of general culture of host country; in our case India. This training is performed by giving lectures and informal briefings. This method of training can be adopted before departure and also for post arrival training.(Hanberg and Osterdahl, 2009)

教學培訓側(cè)重于東道國一般文化的事實信息；在我們的案例中是印度。這種培訓是通過授課和非正式情況介紹來進行的。這種訓練方法可以在出發(fā)前采用，也可以用于抵達后的訓練。

Experiential Training 體驗式培訓

This training method focuses on practical learning and enable an employee to gain knowledge of cultural specific adjustments. These trainings are performed by workshops, simulations and look-see trips arranged for the employees. (Hanberg and Osterdahl, 2009)

這種培訓方法側(cè)重于實踐學習，使員工能夠獲得特定文化調(diào)整的知識。這些培訓通過研討會、模擬和為員工安排的參觀旅行進行。

Attribution 歸因

These type of trainings are also cultural specific, where expatriates learn to think and act as a national of host country. These are pre departure trainings and provided as cultural assimilator technique. (Sulmer, 1998)

這些類型的培訓也是針對特定文化的，外籍人士在這里學習作為東道國國民的思考和行動。這些是出發(fā)前的培訓，作為文化同化技術提供。

Language 語言

This training is very important to enable the employee to effectively communicate in host organization. This is also a pre departure training process, provided to the employees in a way of traditional teaching style. (Hanberg and Osterdhal, 2009)

這種培訓對于員工在東道國組織中進行有效溝通非常重要。這也是一個離職前培訓過程，以傳統(tǒng)的教學方式提供給員工。

Cultural awareness 文化意識

The aim of this training session is to help expatriate understand culture of the host country as a concept. It is also a pre departure training program conducted in the form of role plays and self-assessment exercises.( Hanberg and Osterdhal, 2009)

本次培訓的目的是幫助外籍人士將東道國文化理解為一個概念。這也是一個以角色扮演和自我評估練習的形式進行的出發(fā)前培訓計劃。

Interactive Trainings 交互式培訓

These trainings focus on employee’s learning from previous expatriates of the company. These are also cultural specific trainings provided before departure of an expatriate. These are mostly on-job trainings.( Hansberg and Osterdhal,2009)

這些培訓側(cè)重于員工向公司以前的外籍員工學習。這些也是在外籍人士離開之前提供的針對文化的培訓。這些主要是在職培訓。

Cognitive Behavior Modification 認知行為矯正

This training focuses on learning to focus on rewarding activities. These are pre-departure trainings and are given in the form of counseling.( Selmer, 1998)

本培訓的重點是學習如何專注于有回報的活動。這些是出發(fā)前的培訓，以咨詢的形式提供。

Sequential Training 順序訓練

The training method focuses on synergies from combined training, where different types of training methods are combined.(Selmer, 1998)

培訓方法側(cè)重于聯(lián)合培訓的協(xié)同作用，不同類型的培訓方法被結(jié)合在一起。

U Mobile will be providing its expatriates with basic didactic training, where the employees will be given cultural overview of India. It will enable the employees to keep realistic expectation of the culture in the host country and help them not to face cultural shock. (Selmer, 1998)

U Mobile將為其外籍員工提供基本的教學培訓，讓員工了解印度的文化概況。這將使員工對所在國的文化保持現(xiàn)實的期望，并幫助他們不面臨文化沖擊。

Methods Of Pre-Departure Training 出發(fā)前培訓方法

The best pre-departure training would be attribution and cultural awareness. As it will give a complete overview of the Indian culture to the expatriates before leaving to take up their roles in Indian subsidiary.

出發(fā)前最好的培訓是歸因和文化意識。因為它將在外派人員離開印度子公司之前向他們?nèi)娼榻B印度文化。

The expatriates will be provided with language training. It will focus on both social language and business language of India, as business language is not always same as social language. (Claydon, 2009) They will be provided at least 20 hours of language training sessions.

外派人員將接受語言培訓。它將關注印度的社交語言和商業(yè)語言，因為商業(yè)語言并不總是和社交語言一樣。他們將接受至少20小時的語言培訓。

The expatriates will be sent to India at least once to have firsthand information of the country. In this way they will get a general idea of the culture and people of India.

這些外籍人士將至少被派往印度一次，以獲得該國的第一手信息。通過這種方式，他們將對印度的文化和人民有一個大致的了解。

Method for Post- Arrival Training 抵達后培訓方法

The Post arrival training program that must be adopted by the company is Interactional learning. It will provide expatriate an authentic cultural context. It will enable expatriates to realize the actual challenges he/she will face. (Grove and Torbion, 1985)

公司必須采用的到達后培訓計劃是互動學習。它將為外籍人士提供真實的文化背景。這將使外籍人士認識到他/她將面臨的實際挑戰(zhàn)。

An Induction program will be performed when the expatriate arrives in India. It will be a general program to help expatriates understand the true organizational culture in India. (Claydon, 2009)

外籍人員抵達印度后，將執(zhí)行入職培訓計劃。這將是一個幫助外籍人士了解印度真實組織文化的通用項目。

Challenges in Recruiting Expatriates 招聘外籍人員面臨的挑戰(zhàn)

Recruiting the right candidate is one of the most essential job of Human Resource Department epecially, when hiring an expatriate, it is of utmost importance to recruit the best possible candidate as companies have failed to prosper when they hire the wrong candidate.

招聘合適的候選人是人力資源部最重要的工作之一，尤其是在招聘外籍人士時，招聘盡可能好的候選人至關重要，因為公司在招聘錯誤的候選人時未能成功。

The HR department must make sure they hire the candidate having expertise in the field. MNCs face problem with technical knowledge of the candidate. The expatriate must be aware of the culture of the Host country. He must be able to overcome the barriers of language, and religion.

人力資源部門必須確保他們雇傭的候選人在該領域具有專業(yè)知識?？鐕久媾R候選人技術知識方面的問題。外籍人士必須了解東道國的文化。他必須能夠克服語言和宗教的障礙。

One of the major challenge in international hiring is, especially in state like India, people are narrow minded when it comes to religion. Hiring an expatriate having in depth knowledge of religious beliefs of Indian community is an important aspect.

國際招聘面臨的主要挑戰(zhàn)之一是，尤其是在印度這樣的國家，人們在宗教問題上心胸狹窄。雇傭一名對印度社區(qū)宗教信仰有深入了解的外籍人士是一個重要方面。

Another challenge in international recruiting or recruiting the expatriate is time frame. At times, expatriates face difficulty in attaining the work permit visa. In this time, the concern of the employer is to keep the position open and they also lose revenues. It takes time to fulfill legal obligations for employee in the host country.

國際招聘或外籍人員招聘的另一個挑戰(zhàn)是時間框架。外籍人士有時難以獲得工作許可簽證。在這個時候，雇主關心的是保持職位空缺，他們也會損失收入。員工在東道國履行法律義務需要時間。

Not every candidate is willing to relocate, therefore its challenging for the MNC to find the right candidate, who is also willing to relocate and work in a completely different environment. At times it also effects the work-life balance of the employees. Expatriates have difficulties managing to live without family in a foreign country.

并不是每個候選人都愿意搬遷，因此跨國公司很難找到合適的候選人，他也愿意搬遷并在完全不同的環(huán)境中工作。有時，它也會影響員工的工作與生活平衡。移居國外的人很難在沒有家人的情況下生活。

The local employees of a subsidiary are at times not welcoming for the expatriates. 子公司的當?shù)貑T工有時不歡迎外籍人士。

Training and Development of Global Leaders 全球領導者的培訓和發(fā)展

MNCs must prepare suitable training plans for their global leaders. If MNCs send wrong people without proper training and development, it can hinder company’s success and will be a waste of time and resources (Goodman, 2016).

跨國公司必須為其全球領導者制定合適的培訓計劃。如果跨國公司在沒有經(jīng)過適當培訓和發(fā)展的情況下派出錯誤的人員，可能會阻礙公司的成功，并浪費時間和資源。

Companies which have well defined global leadership development programs have proven to be more profitable than those who don’t invest in training future leaders.

事實證明，那些制定了明確的全球領導力發(fā)展計劃的公司比那些不投資培訓未來領導者的公司更有利可圖。

The MNC’s training and development program must aim to create long and short term international projects. These programs must help their leaders to immerse in another culture. The global leader must be trained to see the world from the prospect of other cultures (Goodman, 2016).

跨國公司的培訓和發(fā)展計劃必須旨在創(chuàng)建長期和短期的國際項目。這些項目必須幫助他們的領導人融入另一種文化。全球領導者必須接受培訓，從其他文化的角度看待世界。

The international training programs should be included in the early years of the candidate’s career. Leading MNC’s have created intricate global immersion programs for high potential young leaders. (Goodman, 2016)

國際培訓項目應包含在候選人職業(yè)生涯的早期階段。領先的跨國公司為極具潛力的年輕領導者創(chuàng)建了復雜的全球沉浸式項目。

MNC must ensure continuous contact process between the local leaders of the home country and the global leader expatriate. If the company fails to communicate proper plans and international strategies, there are greater chances of the expatriates to leave their job.

跨國公司必須確保母國當?shù)仡I導人和全球領導人外派人員之間的持續(xù)聯(lián)系過程。如果公司未能傳達正確的計劃和國際戰(zhàn)略，外籍人士離職的機會就會更大。

Global leaders must be trained to maintain work-life balance. Not only the expatriate, but their families should be trained to face the challenge of cross cultural relocation. They must be adaptable to the whole change in social and cultural context, as the culture in Malaysia and India is almost different.

全球領導者必須接受培訓，以保持工作與生活的平衡。不僅是外籍人士，他們的家人都應該接受培訓，以應對跨文化搬遷的挑戰(zhàn)。他們必須適應社會和文化背景的整體變化，因為馬來西亞和印度的文化幾乎不同。

Role of Global Leader 全球領導者的角色

The role of Global leader has become more challenging with time. It is because the MNC’s are expanding a lot on global grounds, and the global leaders need to be aware of cultures and social norms of different regions. The approaches of leadership have changed, where employees just not follow you because you are on top position, they will only accept you as a leader if you have multiple constituencies and decide in a more consensual manner. (Gotham, 2012)

隨著時間的推移，全球領導者的角色變得更加具有挑戰(zhàn)性。這是因為跨國公司在全球范圍內(nèi)不斷擴張，全球領導人需要了解不同地區(qū)的文化和社會規(guī)范。領導方式已經(jīng)發(fā)生了變化，員工不會因為你處于最高職位而追隨你，只有當你有多個支持者并以更協(xié)商一致的方式做出決定時，他們才會接受你作為領導者。

The companies need to invest in their global leaders if they want to be successful. The role of Global leader has amplified with time where he is expected to lead in a way that he sets examples for his sub ordinates. The role of a global leader is important locally and internationally both, these roles are discussed as under:

如果這些公司想取得成功，就需要對其全球領導者進行投資。隨著時間的推移，全球領導者的作用越來越大，他將以一種為自己的下屬樹立榜樣的方式發(fā)揮領導作用。全球領導者的作用在當?shù)睾蛧H上都很重要，這些作用討論如下：

Local Role of Global Leader 全球領導者的本地角色

Global leader’s most important attribute is his loyalty with the parent company. It is his role to design strategies which are in benefit of both parent company and the subsidiary. Global leader must be fully aware of the company’s strategies and mission and set future goals accordingly. He must act as a bridge between the local company and its subsidiary. (Vilet, 2013)

全球領導者最重要的特質(zhì)是他對母公司的忠誠。他的職責是設計有利于母公司和子公司的戰(zhàn)略。全球領導者必須充分了解公司的戰(zhàn)略和使命，并據(jù)此制定未來目標。他必須充當當?shù)毓九c其子公司之間的橋梁。

Global Leader’s role In International Context 全球領導者在國際環(huán)境中的作用

In context of international human resource, a global leader must be able to perform following: (Reiche, 2016)在國際人力資源的背景下，全球領導者必須能夠做到以下幾點

Must know the risks and opportunities of environmental and social trends. he must be aware of the response of the sector’s stake holders 必須了解環(huán)境和社會趨勢的風險和機遇。他必須意識到該行業(yè)利益相關者的反應

Must be capable of aligning social and environmental objectives with financial goals of the company 必須能夠?qū)⑸鐣铜h(huán)境目標與公司的財務目標相一致

capable of integrating social and environmental trends into strategic decision making 能夠?qū)⑸鐣铜h(huán)境趨勢納入戰(zhàn)略決策

Must be able to identify major stakeholders who have an influence on company 必須能夠識別對公司有影響的主要利益相關者

Understand the impact of organization in negative and positive way.以消極和積極的方式理解組織的影響。

Must have exceptional communication skills to engage in effective dialogue.必須具備卓越的溝通技巧，才能進行有效的對話。

He must understand the importance of internal and external stake holders and build partnership with them 他必須了解內(nèi)部和外部利益相關者的重要性，并與他們建立伙伴關系

He must engage in public policy and contribute towards it.他必須參與公共政策并為此作出貢獻。

The global leader must not be biased when making policies. He must ensure the interest of parent company’s and local subsidiary employees.全球領導人在制定政策時決不能有偏見。他必須確保母公司和當?shù)刈庸締T工的利益。

Conclusion 結(jié)論

Globalization has created a number of challenges for the orgamizations and the Human Resurce department. For the efficient performance of the organization, it is important to hire the right candidates for the job. The expansion of companies in other countries and region has increased the work of Human Resource department, creating a need for international human resource strategies.

全球化給組織和人力資源部帶來了許多挑戰(zhàn)。為了組織的高效績效，雇傭合適的候選人是很重要的。公司在其他國家和地區(qū)的擴張增加了人力資源部的工作，產(chǎn)生了對國際人力資源戰(zhàn)略的需求。

U Mobile will give importance to cross cultural training of the expatriates. Proper training and development of an expatriate can lead to the success of the subsidiary. In order for U Mobile to expand in India, we need to make sure our 20 employees are aware of the cultural differnces and the organization structure and culture prevailing in India.

U Mobile將重視外籍人士的跨文化培訓。對外籍員工進行適當?shù)呐嘤柡桶l(fā)展可以使子公司取得成功。為了讓U Mobile在印度擴張，我們需要確保我們的20名員工了解印度的文化差異、組織結(jié)構(gòu)和文化。

The selected expatriates of U Mobile will be given pre departure trainings focusing on the culture, language and social aspects of Indian market. On their arrival to India, they will go through a well organizaed induction plan. This will also focus on the attributes of the organizational structure, the social and legal constraints of the host country.

U Mobile選定的外籍人員將在出發(fā)前接受培訓，重點是印度市場的文化、語言和社會方面。抵達印度后，他們將接受一個組織良好的入職計劃。這也將側(cè)重于組織結(jié)構(gòu)的特點、東道國的社會和法律限制。

U Mobile will plan and train its global leader. The expatriates will be recruited keeping in view their roles in India.Training and developing him in a way that he can overcome and face challenges of cross cultural environment. He must be able to communicate efficiently and effectively between the parent company and its subsidiary in India. He must be able to balance work -life otherwise the global leader wont go long way with the company. Not only the expatriates but their families also needs to be trained to help cope up with the challenges of cross cultural and social differences. There are examples in the global world where if expatriate were not trained, it led to the failure of subsidiary.

U Mobile將規(guī)劃和培訓其全球領導者。外籍人士將根據(jù)他們在印度的角色進行招聘。培訓和培養(yǎng)他，使他能夠克服和面對跨文化環(huán)境的挑戰(zhàn)。他必須能夠在母公司及其在印度的子公司之間進行高效、有效的溝通。他必須能夠平衡工作和生活，否則這位全球領導者將不會在公司中走很長的路。不僅外籍人士，他們的家人也需要接受培訓，以幫助應對跨文化和社會差異的挑戰(zhàn)。在全球范圍內(nèi)，有一些例子表明，如果外派人員沒有接受培訓，就會導致子公司倒閉。

Therefore, for U Mobile subsidiary to be successful in India, the HR department will play an active role in recruiting the right candidates and training them in a way they out perform in the international market.

因此，為了使U Mobile子公司在印度取得成功，人力資源部將發(fā)揮積極作用，招聘合適的候選人，并以他們在國際市場上表現(xiàn)出色的方式對他們進行培訓。

Recommendations 建議

The expansion of MNCs in global market is a challenging task. The companies must train and develop exisiting employees and expatriates. Following are some recommendations for U Mobile:

跨國公司在全球市場的擴張是一項具有挑戰(zhàn)性的任務。公司必須培訓和培養(yǎng)現(xiàn)有員工和外籍人士。以下是對U Mobile的一些建議：

When recruiting, give importance to the local Indian candidates too. Not all postions will be filled by expatriates, therefore, HR department must make strategies where locals and expatriates are treated equally.

在招聘時，也要重視當?shù)氐挠《群蜻x人。并非所有職位都由外籍人士擔任，因此，人力資源部必須制定策略，平等對待當?shù)厝撕屯饧耸俊?/p>

The Global leader hired must have all functional and technical knowledge. He must be trained in a way that he can take extra benefits from the local market. He must be trained to overcome the cultural differences of the employees.

聘用的全球領導必須具備所有職能和技術知識。他必須接受培訓，才能從當?shù)厥袌霁@得額外利益。他必須接受培訓以克服員工的文化差異。

The company must ensure a hybrid system, that is a combination of centralized authority and local empowerment. The ranks of global managers and executives must be fully integrated.

該公司必須確保一個混合系統(tǒng)，即集中權力和地方授權的結(jié)合。全球管理人員和執(zhí)行人員的隊伍必須完全一體化。

The company must ensure it retain its expatriates. And this can be done only when employee see his future is secured with the company. HR department must make proper succession plan for its expatriatres. Where they are trained from their initial years to take role of global leader in future.

公司必須確保留住外籍員工。只有當員工看到自己在公司的未來有保障時，才能做到這一點。人力資源部必須為外籍員工制定適當?shù)睦^任計劃。在那里，他們從最初的幾年開始接受培訓，以在未來扮演全球領導者的角色。

Personal Reflection 個人反思

Working in an international environment is both challenging and exciting. The international exposure not only gave me opportunities to develop my work role, but also helped me develop my personal traits, like confidence, learning different cultures and adopting cross cultural challenges.

在國際環(huán)境中工作既富有挑戰(zhàn)性又令人興奮。國際接觸不僅給了我發(fā)展工作角色的機會，還幫助我發(fā)展了個人特質(zhì)，比如自信、學習不同文化和接受跨文化挑戰(zhàn)。

I had to face language barriers, as when you are working in an international domain, you get to communicate with people of different origins, speaking different languages. We had to learn to express our thoughts and ideas in a way which is understood by all. Another advantage of working in an international organization is you get exposure to different cultures and social norms. We acquire new possibilities to move forward in corporate world. People from different cultures help me understand the way they approach life. These bring in new ideas and approaches to increase my intellectual capabilities.

我不得不面對語言障礙，因為當你在國際領域工作時，你可以與不同出身、說不同語言的人交流。我們必須學會用一種所有人都能理解的方式來表達我們的想法和想法。在國際組織工作的另一個好處是你可以接觸到不同的文化和社會規(guī)范。我們獲得了在企業(yè)界前進的新可能性。來自不同文化的人幫助我理解他們對待生活的方式。這些帶來了新的想法和方法來提高我的能力。

Multinational environment works best in increasing social collaborations and relationship between people from different social and cultural backgrounds. It enables us to understand and acknowledge ideas and thoughts of others. Creating an environment where people respect one another.

跨國環(huán)境最能促進來自不同社會和文化背景的人之間的社會合作和關系。它使我們能夠理解和承認他人的想法和想法。創(chuàng)造一個人們相互尊重的環(huán)境。

A multinational culture give you exposure and increase your value in the eyes of other employers. your market value increases locally and internationaly. Having international experience has made me more attractive for the employers and there are more chances of me being involved in interesting international projects and become a part of expansion projects of employer in the furture.

跨國文化讓你在其他雇主眼中有曝光率，增加你的價值。您的市場價值在本地和國際范圍內(nèi)都在增長。具有國際經(jīng)驗使我對雇主更有吸引力，我有更多機會參與有趣的國際項目，并在未來成為雇主擴張項目的一部分。

Therefore, working in multinational organization has been fruitful in developing me as an employee and also as an individual. It has enable me to face global challenges technically and functionally. Multi national environment has helped in boosting my confidence when dealing with people of different culture, race, age, religious beliefs and thought process. I have learned to respect others opinion and thoughts and to mold myself according to the needs of international market.

因此，在跨國組織工作對我作為一名員工和個人的發(fā)展都是卓有成效的。它使我能夠在技術和功能上面對全球性挑戰(zhàn)。在與不同文化、種族、年齡、宗教信仰和思維過程的人打交道時，多民族的環(huán)境有助于增強我的信心。我學會了尊重他人的意見和想法，并根據(jù)國際市場的需要塑造自己。

I have learned that if you want to b successful in the corporate world, you must have the ability to change and mold yourself with the global trends. You just cannot restrict yourself to one place or one region. You learn through experience and exposure and for that you need to work in multi national environment, where you team up with people with different cultural and social background.

Therefore, I must say that I have improved as a human being, an employee and a future leader by working in an international environment.

References 參考文獻

Nancy J. Adler, and Robert Doktor, and Redding, S. Gordon (1986), ” From Atlantic to Pacific Century: Cross Cultural Management Reviewed”, Research Article.

Zimmermann, Kim Ann (2015), “Indian Culture: Traditions and Customs of India”, Live Science Contributor

Meinardus, Ronald (2

Assignment作者了解到，如果你想在企業(yè)界取得成功，你必須有能力隨著全球趨勢改變和塑造自己。你不能把自己限制在一個地方或一個地區(qū)。你通過經(jīng)驗和接觸來學習，為此你需要在多個國家的環(huán)境中工作，在那里你可以與不同文化和社會背景的人合作。

因此HRM Assignment總結(jié)，通過在國際環(huán)境中工作，作為一個人、一名員工和一名未來的領導者已經(jīng)有所進步。

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