New Orientation in Staffing
Sony relies on an ethnocentric orientation in staffing. The staffing orientation requires that managers from headquarters hold key organizational positions in new marketplaces. By employing individuals to work in places they understand better, Sony will empower the employees accordingly based on the organizational culture practiced in the specific country of doing business.
When recruiting individual for foreign operations, the company should employ competent individuals who understand the region better (Abraham 28). This will make it easier to cope with the culture of the people. Proper training and mentoring programs to the managers will ensure they are prepared for the international assignments.
Managing Talent in the Company
The presented analysis shows that Sony is facing challenges in finding the best talent for its organizational operations in Europe and China. If the company is to have an adequate pool of international talent and managers, the first approach is to embrace the issue of diversity.
The company should recruit managers from different backgrounds with knowledge and proper expertise towards management in the business (Abraham 28). The managers should also be familiar with the working environment and region where the business will operate.
This is because different cultures have varied cultural mindsets and organizational behavior. The idea entails promoting productivity and ensuring the greatest gains from the business. The company should also promote diversity in the workplace. This is an important to promote a global mindset thereby improve performance.
Sony’s Training Efforts
Sony’s training efforts is effective as applied currently. The company pursues programs to train its recruits and counsels them to do whatever they are passionate about and improve their talent. The company also offers an online training system. However, in light of the company’s multi-country operations, the company can take some steps to improve the training process. The first step is recruiting a diverse workforce.
A training program based on the expected performance and the unique knowledge of the recruits in needed. The other step involves mentoring and leading the employees to improve their talent (Abraham 27). Finally, the company’s 2-year eight-module training program covers all aspects of Sony’s business and operations. The program should train the employees about their specific works and departments they are working in.
Labor Relation Problems
In Indonesia, Sony faced some labor unrest thus affecting its output. In Britain and Mexico, similar cases of labor unrest and issues have been faced and the reason there is need to address them. If the management is to improve these labor relations, the first thing is to improve the working conditions of the employees and offer them good working environment.
This will improve the labor relations in the company. A proper human resource team should address the specific problems and issues faced by the workers (Abraham 28). The top management should design a standardized workplace norms catering for the needs and expectations of the employees. There should also be a long-term strategy to employ the required number of workers to avoid future lay-offs.
Sony’s Corporate Social Responsibility
The current integrity approach employed by Sony to maintain and retain a universal workplace standard is a good idea. The best thing for the company is to standardize its workplace conditions to create the best working environment internationally. This will result in equal opportunities for all employees and offer them a superior working condition.
While this is something acknowledgeable and effective, the company can consider doing more like promoting environment conservation programs, fighting poverty, and providing essential needs to individuals in the developing nations (Abraham 28).
The company should improve the working conditions in the emerging markets. This will make the company an industrial leader because it will manage its operations properly and achieve the greatest gains.
Works Cited
Abraham, Susan. Development of Employee Engagement Programme on the Basis of Employee Satisfaction Survey. Journal of Economic Development, Management, IT, Finance and Marketing, 2012; 4(1), 27-37. Print.