From case studies, Alpha shows signs of adopting an ethnocentric approach.
If the economic and political winds continue to blow toward the end of globalization, multinational companies will inevitably have to take a more local approach.
First, the human resources department of a multinational company must become familiar with the nuances of local labor legislation. Labor laws and requirements vary from country to country, province to province, and city to city. Moreover, each city, province, country and even region has different and complex workforce issues that are inextricably linked to local economic conditions. A clear understanding of local realities is needed before dealing with local laws and workforce organizations such as unions, educational institutions and others.
In addition, HR departments need to continuously improve their ability to recruit employees remotely and go through the onboarding process. Global or not, not every potential employee lives nearby; some organizations may have realized that some of their best potential talent is in geographically distant locations. The importance of smart hiring and onboarding through virtual tools and applications will be on the agenda.
HR must be adept at using tools to facilitate employee development. According to the ADP Institute's report, "Workplace Evolution 2.0: Me vs. Us," employees in most countries believe their employers are not doing a great job of helping them with workplace planning and talent management. According to the report, only about half of Chinese employees give their employers high marks for talent management, including career development, compensation management, onboarding, succession planning and hiring strategy. The ADP Institute notes that "companies that are able to bridge the disconnect between management and employees and understand and address nuances across regions/countries will be in a better position to recruit and retain global talent in this highly competitive era."