Performance management of international employees

IHRM

1. PERFORMANCE MANAGEMENT

2. FLOW/CONTENT

3. MEANING Performance management is a process. It enables the multinational to evaluate and continuously improve- individual, subsidiary unit and corporate performance - against clearly defined , pre-set goals and targets.

4. MULTINATIONAL PERFORMANCE MANAGEMENT Global multinational enterprises ( MNEs ) are companies that operate on a global scale, as opposed to  MNEs  that are regionally focused.

5. Multi National Performance Management Constraints Whole versus part Non-comparable data Volatility of the global environment Separation by time and distance Variable levels of maturity Control and performance management

6. MNE CONTROL & PERFORMANCE MNE HQ Subsidiary

7. Performance Management of International Employees Expatriate performance – PCN,TCN, & HCN. Issues –Short term & long term assignments. Factors – Nature of assignment, Family. Issues exist – Expatriates & Non- Expatriates

8. Factors affecting Expatriate Performance

9. Task “Hays 4 Tasks” 1. CEO directs the entire foreign operation. 2. Structure reproducer- Marketing(reproduce) 3. Trouble Shooter- individual -foreign subsidiary - solve a operational problem. 4. Operative - perform functional job –existing operational structure.

10. Compensation Package- Importance of reward = performance equation. Financial benefit-career progression. Level of Motivation. Cultural Adjustment- Difficulty in new environment. Impact on performance. Dilemma & Others Behavior.

11. Headquarters' support- Assignment Domestic V/S International. Individual V/S Family transfer. Natural cultural comfort zones. Career & Finance V/S Loyalty. Emotions V/S Unfamiliar situations. Host Environment- Social,legal,economic,technical demands. Type of goal & operation. Developing or Emerging market.

12. ROLE CONCEPTION-PCN

13. ROLE CONCEPTION-TCN

14. Performance Appraisal Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development.

15. Steps in Performance Appraisal Goal setting Qualitative goals – they are the attributes to be possessed by the employees . Quantitative goals – they are measurable goals. Performance appraisal :- in this step , the goals are measured on a state of 1 to 5 by the supervisor . Feed back:- appropriate feedback is given.

16. Performance Criteria Goals VS Performance appraisal criteria. Hard goals and Soft goals. Profit VS Interpersonal Behavioral

17. Who Conducts The Appraisal? Immediate S uperior Subsidiary Manager Subsidiary CEO Parent Company Evaluator

18. Standardized or Customized Performance Appraisal Performance Appraisal are designed carefully & often presumed to be static. The standard appraisal system when tested , reduces future development cost.

19. Frequency of Appraisal In practice the formal appraisal is commonly on a yearly basis . This yearly performance rating will determine the compensation.

20. Performance Feedback The important aspects of an effective performance management is the provision of timely feedback. The timely feedback helps the employees improve their performance.

21. HCN Role Conception

22. Issues In Appraisal Inability- quantifying performance. Cultural Factors. Who should appraise the Expatriate. Types of forms- standard or customized.

23. CONCLUSION