¶ … U.S., the organization discussed below has increasingly been interacting with businesses in other cultures. In fact, the company is seriously pursuing a joint venture in Asia to expand its production. This means that the human resources manager will be responsible for a more diverse employee population. How does she feel she must prepare for this change in her position? She realizes that globalization has made the human resources position much more complex. It has created new challenges, such as managing a much wider base of personnel and overseeing employee regulations in different countries and cultures. First, she says, it is important to look at the broader picture of the two businesses and how they will succeed in the future. She must base this on the company's overall strategy, goals and mission. She must consider such questions as how the present policies, practices, and various ways of thinking within organizational culture have a different meaning and impact on each culture. More importantly, she must decide what organizational changes will meet the varied needs of this new globally diverse workforce. The goal is to maximize the employees' potential.

Personally, she must have an understanding and acceptance of managing diversity concepts. If necessary, this may take additional training and education. She must come to terms with her own thoughts...

Does she hold any biases or prejudices? Only then can she make sure that diversity is woven through every aspect of management and there are no barriers because of differences in background and experiences. Her company must maintain its relationships and communication with all the employees consistent with its mission 1) that people are the wealth of the business and 2) developing employees is just as important as developing products. The way this is done may have similarities or differences in each country depending on the specific needs of the culture.
When the globalization of companies took off at the turn of the century, Arthur Anderson did a benchmarking survey to determine the differences between what companies were doing in human resources. The study found that companies change the focus of their human resource services at different stages of organizational development. Based on information from HR executives at 76 companies in North America and Europe, the study examined differences in HR functions at international, multinational, and global companies. Attracting and retaining talented employees was the biggest challenge noted by HR professionals in organizations at all three development stages. The study stated that over 50% of respondents at multinational and global companies said they are focusing on developing key people as part…