Global Hr Professional: A Prospective to enhance Employability in the context of changing environment Prof.

Samir Kumar
*Asst.Professor/Academic Head, Usha Martin Academy, Jamshedpur, Jharkhand
samir.kumar@ushamartinacademy.org

Abstract India is increasingly getting integrated into the global economy. Indian corporations are going more and more global. Foreign Direct Investment after 2001 has been pouring in. Indian firms are also investing in overseas corporations through acquisitions and mergers. In such a dynamic environment, the main differentiator for success of any firm is the human capital it has. The right HR professionals the firms have ably facilitate and sustain this winning advantage. In this article we aim to address this dimension on what does it take to be an effective global HR professional to go beyond the boundaries and also the process of global HR Management. The scope of this article is to explore this concept. Introduction HR, for several years as a global profession has been making the transition from being administrative, transactional, and sidelined in the "soft stuff" like training and employee engagement activities to "having a seat at the table". It is being one of the business decision makers. The paradigm of HR as a key part of the business is widely accepted around the world, even if we are still catching up on developing HR professionals to assume this more responsible role. It is parallel but perhaps radical thought: while being relevant to the business and understanding and acting upon operational challenges. It is also increasingly difficult for any HR professional to avoid the need to think, act, and plan globally. It doesn't matter if you're in charge of dealing with the Deputy Assistant General Manager of industry, doing an industrial relations job in a industry in Madhya Pradesh, Romania, or Texas, or have a job with "global" in the title where you have oversight for HR matters outside your country's border. Because business,

collaboration, and people movement is now increasingly across borders so is the typical HR job. From employees worried about outsourcing in Texas, to employees Doing outsourced work or building products for export in Rumania or Madhya Pradesh, there are few of us that are not touched either directly or indirectly by the "global village" the world has become. What attributes do you have to have to add value to - or in some cases, not detract value from to your company's global business? They can be even better, used in one's own country as well as dealing with people from another culture. There are three attributes of a Global Professional: 1. Role model for clear, precise, and effective communication across cultures and help others see and act on the need. A recent study mentioned on the Society for Human Resource Management stated that "effective collaboration" was one of the top challenges noted by global HR professionals. This can be within a company or with the company's customers-and mistakes can be costly. A very costly mistake that could have been prevented with better communication Dealing with other cultures is the subject of books and it can't be fully addressed in a short article. There is one of the most significant barriers to effective communication across borders that we have seen is electronic mail. It's not for complex issues or problem solving. It can so easily be misused that our personal rule is that we have traded emails more than three times, it's time to pick up the phone. Though we sometimes still get sucked into an "email war", the rule helps us do it less and less - and we have passed the idea on to my customers. The HR professionals dealing in a global world, we also have to recognize our role to step into the "white space" when we see misfires in cross cultural communication. We have to be willing to coach our business partners as well. It is often seen; people simply assume that others understand both their words and their meaning - when dealing cross culturally, this is rarely the case. We believe as HR professionals we significantly understate the importance of this to our own interactions as well as those of our business customers. We can add a lot of value to our organizations simply by acting as "steward" to this issue and bringing it to others' attention. In a country as diverse as India, this has applicability within the culture; it is given the different languages, customs, and backgrounds.

2. Lead in the building of a culture where people stick to agreements, followthrough and keep communicating if obstacles arise To paraphrase "We say 'yes' with our voice, but 'no' with our actions. We may agree to please the boss, but then when it comes time to do what we said, we let circumstances or many other things get in the way." We have seen this many times, and we have to say that in India, my follow-up system has improved a lot, since it has been necessary both personally and professionally. It is not a question of intent or that people are lying to us when they say they will carry through. But too often, they will agree to do something and then not do it in the way agreed - or at all. There may be many reasons. It may be that they find a problem to execute an instruction and run into a stumbling block. It may be that they personally disagree with the direction and don't want to say so, or simply don't find it as important as the person asking them. Rather than come back and say, "We ran into this problem" or "we thought about this and talked with the team, and we don't think it is a good idea for this reason" or "we need to renegotiate the deadline or our workload", they simply fail to act and fail to communicate. The worst examples of course is the person who accepts an employment offer, signs on the dotted line, and then doesnt show up - or even call to inform that they got a better deal elsewhere. In international business, this is, to put it simply, a killer. We believe it is an HR challenge to help management and employees deal with and reinforce a mindset of honoring commitments and, in line with the first point, communicating clearly about what the expectations are and how we will fulfils them. When dealing internationally, it's probably wise to adjust our behavior to the very toughest standard that we come across - in our own case that would be Japan, where the trains run to the second, not the minute. While cultures differ in this respect, we never run into a situation where doing more than people expected, or over communicating, got us in trouble! 3. Know how to say thank you in more than one language and style This is such a simple thought, and one of the most powerful tools of global business. Thank you which is an international lubricator it opens doors and creates goodwill in every environment; sometimes it is in unexpected ways. It does not matter what the culture, people look to be recognized and thanked.

The caution - and this is very important in a human resources context when we are designing employee recognition programs, compensation programs, or counseling our management---is that how you say thank you or show recognition is not the same in all cultures. It is not about saying thank you for everything .It knows the appropriate moment or occasion in that culture. For example, in some cultures, individual recognition in public is not appreciated, for it makes the person feel as if they are standing out from the team. They much prefer to be recognized or thanked privately, or with the entire group being acknowledged at the same time. Or it may be embarrassing to a lower level person to be thanked in front of the boss, even though this is quite acceptable and even desirable in other cultures. It is important to take the time to learn and understand these cross cultural differences. Mastering the art of saying thank you in such ways which is meaningful to the recipient is a lifelong process, if we are open to it, we continually learn new things. When things are delivered on time and properly? Though we have the language of observing a small thing and saying thank you to a person who may often hear only criticism when things go wrong. Of course, becoming a true global professional can take years - and experience outside one's own culture, whether managing people, travelling, or actually living in another country is of course very helpful and some might argue essential. a few basic things - communicate clearly, listen well, be open to challenge our own paradigms - and learn how to say thank you. New Global Market Place and Challenges to Thrive It is time C suite executives and the corporate planners to move from industrial-era insular corporate cultures, hierarchical organizational structures, and deterministic planning tools designed for more stable eras that will not thrive in a chaotic, unpredictable global business environment. Change is more driven to build a fluid and nimble organizational form that embodies. Need to build talent Type A well-rounded individuals who are globally savvy, self motivated, and demonstrate strong team facilitation skills. For instance, rather than staff with more technical experts, Motorola's CTO office worked with HR to recruit "T-shaped" engineers who boast deep technical expertise augmented by the strong project management skills needed to orchestrate globally dispersed R&D teams within Motorola's nascent global Innovation Network.

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