Therefore, Alpha could perhaps send suitable expatriates from HQ that had gone through appropriate training as well as being flexible enough to enable decision-making processes to be more localised without deviating from the HQ's core values, to make sure of cost-effectiveness while it also could improve the poor perception regarding Indian companies as employers in foreign lands. In addition, Alpha could also encourage the mobility of talent by sending suitable expatriates who disregard nationality, gender etc. to staff the key positions in subsidiaries while complying with local regulations.
Even though Alpha took the polycentric method towards the HR policies and practices, some still feel a bit much-centralised HQ power influence and a more Indian centric approach is taken during decision making. Perhaps localisation is yet to be fully implemented in the subsidiaries despite prioritising local talents for the recruitment of senior positions.
Hi,
I like how you didn't just mention the success of Alpha, rather looked at it through a different lens on what improvements could be made with their approach, and what shortcomings they could improve upon. Great work!
I like how you didn't just mention the success of Alpha, rather looked at it through a different lens on what improvements could be made with their approach, and what shortcomings they could improve upon. Great work!
Great analysis