Case Study Analysis Spanning the Globe PDF

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Independent University, Bangladesh “Spanning the Globe” Case Study Analysis

Submitted To: Shafiqul Alam Lecturer School of Business Independent University, Bangladesh

Submitted By: Md. Shoumik Sadman ID: 1220326

“Spanning the Globe”  Company Overview “Tex-Mark” a spin off firm from dell computers started in late 1970’s. PC - San Antonio (Texas, USA) HC - Mexico, Hong Kong, India, Israel, China, Scotland, France, Tennessee, Australia & Brazil.

Corporate Strategy - Provide an excellence in engineering in the printer and optical scanner industry. Business Strategy - offering outstanding institutional sales staff, cost effective production and pricing.

Eric Christopher, Associate director of global HR development at Tex-Mark. Fred Banks, One of the last “Dell legacies”. A Dell engineer stayed with Tex-Mark after the spin off in 1978.

 Explicit and Underlying Issues  Problem in expatriate policy  Repartition turnover  The cost and effectiveness

 Recommendation Expatriate policy need to be reviewed and changed. In terms of the issues, changes should be done in the different level of the policy

I.

Pre-departure activities Country briefings: As its outsourced to a consulting firm, it’s pretty much cost effective and they have experience in dealing with the country where Tex-Mark operate but the time line is too short.

So, the time line need to be increased and in addition to cut cost, they should use in house staff like repatriates who has knowledge about expatriate assigned country rather than using outsourcing. Reading Assignment: Getting books based on the assigned country and spouse consideration are good but reading three to four books is a lot to read. So, by providing maybe one resourceful book and implementing something new like seminar can provide selective information and insight about the region of assignment which will be huge cost effective and less time consuming. Interviews and conversations: all aspects are good here but interviews and conversation are informal. So, they should make it formal. Language course: Providing survival level language courses which last from 8 to 12 weeks with 3 course meeting per week will definitely help the expatriate on their assigned country. Spouse consideration is one of the key aspect in this section but this course is elective and schedule is fixed. So, this course should be mandatory and schedule should be flexible and they should think about children consideration as well.

II.

In country training and development

Finding spouse job, schooling for children and providing social support network are very good aspect but those are all short term. So, Tex-Mark should come up with some ideas for long term like monitoring and support for the expatriate entire stay abroad.

III.

Repatriation

Debriefing and career counselling with HR staff will keep the repatriates focused but the period between re-entry and counselling are way too long. So, debriefing and career counselling should be done in one or two weeks. They should put an option for expatriate to return home country when necessary. Some facilities should be added like housing, schooling for children, finding spouse job after re-entry.

 Conclusion As Eric, change to Tex-Mark current approach to culture integration and by implementing more pre and post departure activities will gain better willingness for expatriates and provide better support for repatriates. By cutting of few things and putting those money to few new things will increase productivity and retention of employees which can be considered as a good economic investment.

 Eric’s personal background assist in his assessment of the problem he faced Eric Christopher, an associate director of global HR development at Tex-Mark, who had a vast knowledge and experienced background. A collage graduated student with a major in history and minor in Spanish spent several summer times backpacking around Europe. His facility for language is impressive and had an excellent working use of other language like Spanish, French, Italian and German. He adopted Cantonese by working in a noodle company during university. He also started a tutorial course in mandarin. After graduation, he traveled Europe and South America. He returned to Dallas after running out of money, started a ticketing job at Southwest Airlines and soon moved to the training units. After four successful years he was contacted by headhunter and appointed as a global development assistant. As he been through so many countries, he knows what is the importance of language, what could be the culture differences for the expatriates, what expatriates needs to overcome those barriers. For ex: He traveled to France several times. Without knowing the French language he couldn’t survive. So if he is sending an expatriate to France, He knows how important it is for the expatriate to know that HC language. That’s why language courses in expatriate policy should be mandatory. He had a bucket full of working experience so he know what employees wants, what could be their potential needs. If they don’t get those things they might go for job rotation. That’s why he added few facilities in the expatriate policy that could be demand by expatriates and repatriates.

 Approach to the situation in different way All the strategies that used by Tex-Mark like expatriate policy are short time based. It’s only focusing on efficiency and usefulness of expatriates and repatriates. By using this strategies Tex-Mark will get the best effectiveness and output from them but there is no retention planning or inspirational aspect that will keep the employees pleased. So, my approach to this situation will be implementing some long term strategies with balance sheet approach. Mostly provide benefits to expatriates and repatriates like hardship premium, allowances and bonus or maybe promotion after three or four successful assignment. It will gain willingness and keep the expatriate motivated and retention of repatriate solving repartition turnover....