As the organization extends, it faces a range of issues that have to be solved immediately in order to maintain decent performance. It is of advantage that Tenore Presentium Solutions is already familiar with the global business operations, but it should be considered that each case of expatriation is unique and cannot be treated in the same manner. The experience that is already obtained by the organization allows evaluating the current situation and defining the gaps and possible problems that might be faced when the head-office manager will be sent to France. To be sure that the individual and the company are prepared for this assignment, and the ways to maintain proper performance management are defined, the peculiarities of executive, line and HR management will be discussed.
As the manager is to get a senior operational role, one is to reach the pre-set goals. TPS is to design a plan, according to which he will be able to conduct the actions needed to accomplish the tasks within the framework of three years period successfully. The company is to assess the work from the local area.
The manager has to know all his duties and understand what is to be done every day not to be confused and fail. The task of the CEO is to provide him with precise tasks and evaluate the performance (Sharpley, 2012). The executives are to realize that the assignments needed to reach one and the same target in France and America may differ due to the mentality. That is why it is crucial that they deepen into it, as the manager will have personnel management responsibilities.
To direct the operation, the CEO needs to implement sufficient policy and strategy (Berghe, 2012). So the decision of which strategy of international performance management to utilize depends on this person. There are three basic strategies:
- Adaptive strategy – develop unique PM and practices in each foreign unit;
- “Exportative strategy – develop the PM system in the home country and transfer it to foreign units;
- Integrative strategy – combine local PM practices with those within the region and around the world” (Briscoe, Schuler, & Tarique, 2012, p. 348).
As the manager is going to France, where the population is rather diverse, it will be more useful to utilize the integrative strategy, which combines the elements from all over the world. In this way, the implementation will be easier to manage. The employee who will be expatriated is likely to feel fewer difficulties while managing his activities, as he is already familiar with the local practices and the rest of his co-workers with region ones.
To oversee the foreign operation, the CEO is to gain the reports that reflect the work of the manager and the whole department. It is vital to receive the information rather often. The reports are to be presented each month. In this way, the CEO will be sure that the time is not wasted, the manager copes with his duties, and the company works effectively. In a case of some issues noted by the CEO or reported by the employee, the executive management team will implement changes so that no or minor losses will be experienced. If the problem occurs because of the HRM Department, the CEO will address it to them and give some time to find the way out. After repatriation, the CEO is to provide the general assessment of the manager’s work and make sure that one can cope with his duties in the local area again.
As the line manager is a person responsible for the activities conducted to achieve high performance regarding the particular line of services, one is to make sure that the employee will be able to cope with them. As one supervises and mentors the team, which includes this professional, they are to get prepared for the new kind of communication (Rims, Veres, Jackson, & Facteau, 2001). To get ready for the expatriate of the worker, the line manager is to define the best ways of maintaining the activities they undertake within the local framework. One is to make sure that the employee is ready to take particular tasks by evaluating the work and managing employee improvement. This person is to provide training to enhance the skills and knowledge of the individual (Nejati, Nejati, & Shafaei, 2008). In needed, such activities are to be conducted when the employee moves, so online communication is to be considered.
One is to allocate the work and monitor it. For this, they should get in touch at least once a week. The line manager will be sure how the things are going and will assess the performance to find out whether the improvement is needed. One also needs to receive the reports to define the quality of the work and to present them to the CEO (Fields, 2008).
Entering unknown environment, the employee can lose one’s confidence and desire to achieve mutual goals. That is why, the line manager is to motivate him and restore the feeling of belongingness. Without it, the worker’s performance will worsen, and one will face many difficulties when repatriate. So when this person comes back, the line manager should make sure that the distance between them is not crucial, and they are able to maintain the positive working environment. The person is to enter the team he has left before without any problems, but if they occur, the line manager is to find a solution.
IHR management is the department that is to be concerned about the employee’s expatriation even more than others. First of all, it is because they need to pay attention to numerous factors inside and outside the company (Dowling, Festing, & Engle, 2008). As the HR managers select the personnel, they are responsible for the employee’s ability not only to cope with the duties but also with the alteration of the working and living environment.
Before the manager leaves for France, one is to get needed training and education. The HR managers should design the plan to provide the employee with the most important information regarding the culture of French people, their typical views, values, and behaviors. It is crucial that the worker can adapt to them but not reject. Moreover, the language is to be trained. It is of advantage if the manager already knows French, but if not, one is to be taught to be able to cooperate with the new people.
Accompanied status is also to be considered, as family problems are likely to reflect on the performance of this individual. As his wife is already professionally employed, she may be reluctant to move. Having three children, the manager will not want to leave them. The solution of this issue is to be offered by the IHR management team. As one child is only one and a half years old, the manger’s wife might prefer to take care of him/her instead of working. Due to the fact that he gains a more senior, the family is likely to have enough money. Still, as other children attend school, and the wife may disagree to leave the home country, the manager is to be provided with the opportunity to visit the family once or several times a month. The possibility of online communication is also to be considered. The manager is to be explained all advantages one can gain while working in another country.
The HR management should also take care of the expatriate compensation and appraisal. Thus, they need to collect performance appraisal data regarding particular goals. The data can be collected within different periods of time (Sengupta, 2007). As the company has already faced problems with the employee’s expatriation, it is better to refer to the short cycles (each week/month). After evaluating the work of the employee, the HR managers are to provide the feedback, for him to know what is expected and whether he meets the expectations. Due to the geographical distance, it is better to use reports and interviews. On the basis of the results, the manager is to be motivated and rewarded.
Thus, possible issues regarding the international performance management in TPS will be prevented. All management will gain knowledge and skills that will allow them to manage new tasks successfully. Even if there would be some drawbacks, they will be noticed in time so that the alterations for improvement will be implemented before they become crucial.
References
Berghe, L. (2012). International standardisation of good corporate governance. New York, NY: Springer Science & Business Media.
Briscoe, D., Schuler, R., & Tarique, I. (2012). International human resource management: Policies and practices for multinational enterprises. New York, NY: Routledge.
Dowling, P., Festing, M., & Engle, A. (2008). International human resource management: Managing people in a multinational context. Stamford, CT: Thompson.
Fields, G. (2008). Bottom line management. New York, NY: Springer Science & Business Media.
Nejati, M., Nejati, M., & Shafaei, A. (2008). Issues in global business and management research. Boca Raton, FL: Universal Publishers.
Rims, R., Veres, J., Jackson, K., & Facteau, C. (2001). The challenge of front-line management. Westport, CT: Quorum Books.
Sengupta, N. (2007). International human resource management. New Delhi, India: Excel Books.
Sharpley, G. (2012). Basic executive management tips. Bloomington, IN: Xlibris Corporation.