1
Many factors should be consider when companies decide to develop globally. With n the last century it has become normal to see some of the same companies that we deal
with in one country that years before you would never see. As businesses decide to take that leap it takes a lot of considerations before they can be well established.
A business plan needs to be implemented after the market has been researched and they know what the target audience is looking for. Also they must look at SUPPLIERS
and how they will be able to afford items and if the suppliers are able to keep up with demands. It is also crucial to get legal backing to make sure you are doing
everything correct not just by your standards but also the country’s market you plan to enter. Companies should also make sure they are willing to follow the cultural
beliefs and understand how people within the country operate. It takes a lot of planning to make sure all of these items are done and can be incorporated before a
business thinks about going into a different country’s market.
2.
I think one of the biggest factors when getting involved in developing that global brand is the necessity, the benefits and name recognition that would go along with
being a large multinational company that tries to pull in new blood to train for themselves. I think companies should focus on including every single one of their
employees in that “family” mentality, the book even made an example about IKEA, where the CEO told people to learn Swedish if they wished to advance. So, in all I
think companies should never say, look for a company that is that amazing middle ground of accommodating but not a push over, and will listen and include all employees
regardless if they speak the native language of the parent company. When workers feel like they cannot progress further in their career simply because of their
nationality, and also nowadays with the internet, the word of the employers short comings will very quickly fill peoples EARS. Personally I think it is the age of
making the company work for you in some manner, because the consumer has become smarter and more critical, and intolerance does not look good on the face of a
multinational corporation.
3.
An employee value proposition (also known as an EVP) is defined as “a set of associations and offerings provided by an organization in return for the skills,
capabilities and experiences an employee brings to the organization.” An EVP is usually developed in four steps. The first step is to Dissect your Data. In this step,
all current employee data would be reviewed and dissected. According to Andrew Collett (2014), “This might include employee engagement, onboarding or exit surveys and
recruitment and retention metrics.” The second step is to Discover and Dive Deeper. This step is considered to be the most IMPORTANT because it involves employee
development and includes key stakeholders, such as senior management, HR, marketing, and existing employees. The third step is to Develop your EVP. After the research
and review from the first two steps, the EVP is developed. Collett states, “At this stage you should also clarify the key areas of focus to support your EVP, such as
Career Development, Work-Life balance or CSR” (Collett, 2014). The last step is to Deliver your Message. In this step, the EVP is implemented. From here, the EVP can
be further developed as need be. While these four steps work locally, creating an EVP on a global basis would be difficult because cultural perspective changes from
region to region. It would be hard to develop an EVP that would encompass people from different regions and still work. In a global perspective, to create an EVP,
firms should consider the local culture and environment. They should research what items are valued and which ones are not. For example, does the culture value a
relaxed working atmosphere with a long lunch in the middle, like Spain. Or does the culture value a shorter work day and shorter lunch, like the US. I think the
structure of the EVP can be used on a global scale (essentially the bones). It’s what’s in the structure that should be dictated by the region.
4.
EVP is a human resource management term denoting, Employee Value Proposition. This colloquial term is most commonly used to describe the characteristics and
appeal of working for an organization; referring to everything from the corporate culture, to the benefits packages available, to the personal and professional benefit
of working for a particular company. This concept is extremely IMPORTANT in today’s dynamic global business environment because, “attracting and keeping talented
employees is vital for companies to compete today” (Black, 2007). This IMPORTANCE continues to gain momentum due to major population shifts across global economies
that have severely depleted experienced ‘talent’, such as in the case of the US and Europe which went, “from baby boom to baby bust and there just aren’t enough
qualified people to fill the jobs” (Black, 2007); and Asia where young economies with relatively young ‘talent’ have as yet failed to accumulate the needed numbers to
successfully sustain their business growth. Defining what is most appealing to employees in different countries is a difficult process. Cultural, familial,
professional and social expectations play a huge part of what an employee wants in an employer, and those factors are different in every country; and in fact in
different parts of the same countries. This makes EVP especially difficult to define on a global basis; yet it does not reduce the important of understanding EVP for
corporations; which must accommodate the expectations of the talent pool they wish to acquire internationally. As such organizations must put forth a concerted effort
to establish a flexible and diverse EVP protocol, which would allow for the organization to adjust its HR resources (in talent acquisition) to suit the needs and
expectations of their future international work force.
