Tài liệu Corporate Reputations, Branding and People Management 26 pptx

234 Corporate Reputations, Branding and People Management

Box 7.1 Geocentric HR practices at UBS and Unilever

Polska

UBS: UBS, now the sixth largest financial services group, operates on a

global basis. The organizational structure reflects this with country man￾agers representing the business and functional areas, such as HR. For

example, the Global Head of Resourcing, based in London, reports to

the Global Head of Talent Management, based in New York. UBS has

around 80 000 employees, with 6–7000 based in the UK. According to

interviews, globalization had been a major issue for the business for many

years. The drivers were based on a desire to integrate the company across

borders, efficiencies of scale and demands from clients for a ‘one-stop

shop’. The challenge for the HR teams was to use ‘global principles’ to

govern processes. As an example, the following principles are used as

part of a global governance framework for employee resourcing:

■ Vacancies are always advertised internally before commencing an

external search

■ HR manages relationship with head-hunters, not the line manager

■ Head-hunters are only used for jobs above a certain grade

One of our interviewees commented that ‘the more you look for areas of

commonality, the more you find them’. This approach means that when

employment policies are adapted or created, there is an immediate

engagement with country managers from design through to implemen￾tation. The challenges for the HR function within UBS are less on

developing a ‘global mindset’ and more on the role and capability of the

HR function and its relationship with the business as a strategic partner.

Unilever Polska: According to the National Personnel Director of

Unilever Polska, ‘Unilever Polska is very much a reflection of the

global thing, with certain different shading. The fact that it is called

MNEs as part of the USA’s ‘economic imperialism’ at various

points in recent history and in certain regional contexts with par￾ticularly good effect (though not in the case of AT&T in our open￾ing chapter and Wal-Mart in the previous chapter). So, like all

two-by-two forms of ‘boxology’, these categories are an oversim￾plification of the strategies employed by MNEs, which are often

more complicated in reality, reflecting an intricate web of influ￾ences (Tayeb, 2003).