HR Certification Institute-GPHRModule 1

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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