Competencies: Effective communication, problemsolving, critical thinking. Overman, S. (2016). Tapping talent around the globe. HR Magazine, 61(1), 46.
Dixit, A. (2013). Globalization & HR challenges. Human Capital, 36-40.
Managing Global Resources (36 min, 40 sec.) https://youtu.be/RRdKQhS2CLc
Discussions: Individual Activity
Topic: Mini Case Study – Global Strategic HR Management at IBM
In 2003, Sam Palmisano took over as the Chairman and CEO of IBM; a company that was in good financial shape. This helped Palmisano position IBM as a globally integrated company by capitalizing on the “strength of its human capital,” and not only its products (Grossman, 2007, p. 54). Palmisano called for IBM to create an on demand global supply chain that provides IBM customers with services and products whenever and wherever they need it. Palmisano then eliminated layers of management bureaucracy, and shifted IBM’s workforce nearer to its global customers to enhance the company’s service delivery competitiveness. Palmisano centered IBM’s global strategy on the assumption that its human capital will continue to be the company’s key differentiator in global markets, and that HR and talent management, rather than products and services are IBM’s core business (Grossman, 2007). As of today, IBM generates more than $ 81 billion revenue from continuing operations (IBM, 2016), and employs more than 378,000 people worldwide (Statista, 2015).
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