Beruflich Dokumente
Kultur Dokumente
Mehran Ali
Usman Khan (Group Leader)
Qasim Manzar
Abid Rauf
Shahan Hamza
Primary Industry:
Petrochemicals
Energy
Secondary Industry:
Mining,
Steel Automobiles
Banking Sector:
Islamic Banking is strictly observed
Telecommunications
Public Sector;
Foreign trade
Mining
Telecom
Banking
Insurance
Energy
Water Distribution Networks
Radio & Television
Airlines
Shipping and Railways
Co-operative Sector
Manufacturing
Distribution
Private Sector
Agriculture
Animal Husbandry
Commerce and Industry
Others
Natural Resources
Abundance in Oil, Gas and Minerals
Owns 10% of the Worlds Oil resources
Owns 16% of the Worlds Natural Gas resources
Demographics of Iran:
Cultural Practices
Individualism
Strong in Group-Collectivism
High Power Distance
High Performance Orientation
High male Orientation
Loyalty and Cohesiveness in Family and Close Friends
Considerable influence of Religious Values.
BEFORE 1979;
ISLAMIC REVOLUTION
AFTER 1979;
Process of Change
Commitment to HRM Agenda
HRM EVOLUTION
Strategic function
Competitive advantage
MNCs in IRAN
Difference in HRM understanding of Iranian management
and their MNC partners
Employee Retention
Discipline and Implementation
Using Corrective Actions
Reward or Incentives to High Performers
Workforce (Contd.);
According to MNC managers
Educated
Lack necessary skills
Lack work ethics
CULTURAL:
Private and Family-Owned Businesses
Relationship-Oriented Culture
Biased Recruitment and Selection Processes
Public Sector
Formal Channels
Some level of biasness in recruitment
MNCs;
Strict recruitment policies
Skill and competence based recruitment
Business Environment
Laws and Regulations
Vague HR systems
Difficult and Pro-employee Labor Laws
HR PRACTICES IN IRAN
Skills
Qualifications
Competencies
Behaviors
MNCs Approach;
Workshops
Coaching
On-job training
Courses etc
PUBLIC SECTOR;
Less Structured
Not linked to Performance Appraisals
Lecture Style Trainings are Focused
Most Popular Forms are leading to Academic Qualifications such as
MBA etc.
Developing ON-Job Trainings and Mentoring Programmes are under
consideration
PERFORMANCE APPRAISALS
MNCs Prospective;
Sophistically Structured
MNCs;
Clear
Structure
Transparent
Combination Intrinsic and Extrinsic Variables
Clear Performance-Based System
Higher Base Salary
Pay for Performance Concept
Complex
Not Transparent
Layers of Compensation and Rewards, not clear to staff
Less Benefits to Staff
Basic Coherence with the Labor Law
Slightly high Base Salary
Pay-for-Performance is not easy to adopt
Easy to transform into more Clear and Transparent system
Public Sector;
Lower Base Salary
Abundance of Different Benefits;
Food Allowances
Housing Allowances
Different Club Memberships
Loans etc.
PUBLIC SECTOR
National
CONVERGRNCE:
DIVERGENCE:
PRIVATE SECTOR
UNILEVER:
163,000 Employees.
170 Countries.
Think Local, Act Global.
48% Turnover from Developing & Emerging Countries
Estimated 1 Billion New Consumers till 2018.
Focused on personal care and products division.
5 Work Levels;
Level
1
Non Managers
Level
2
Managers
Level
3
Directors
Level
4
Vice Presidents
Level
5
Selection Process;
Checking and Selecting CVs
Telephone Interviews
Meeting/Interview with Line Managers, HR Directors and sometimes
CEOs Interview with HR or Higher Management for Higher Positions
Management Trainees take Online Intelligent Test
Shorter Selection Process for 1st level Employees.
Accenture recruits on ;
Function Profile or Job Description Provided
Standards of Leadership (SOL)
Functional Trainings;
Business Law, European Law, Professional Skills for Certain Levels & Functions.
PERFORMANCE APPRAISAL;
FOR 2nd LEVEL & ABOVE:
3+1 Analysis Tool
3 Business Targets;
Business Needs
Set by Western European Board
Roll Down to HQs & Subsidries
1 Development Target;
Individual & Team Development
e-HRM;
No Computer based e-HRM in UNILEVER Iran
ANY QUESTIONS