Recruiting for a Multinational Enterprise in China

Recruiting for a Multinational enterprise in China

A new HR team is formed to create and establish a new system for recruiting and selecting managers and factory workers for different positions throughout the company in China.

The CEO is not provided enough assurance that the hiring of 85 employees would be completed by the HR team and hence, he is micromanaging and interfering with the hiring process done by the team. The hierarchy levels were also violated where the CEO was communicating directly with members of the team. Also, for the different positions, line managers were excluded from the whole process.

There also should be more sensitization to different cultures so that people of different nationalities can work together without any disparity arising from misfits.

Racial Discrimination and Racial Harassment : SHRM 

Case establishes a scenario where racial discrimination can take place in an organization.

It highlighted the points where as an individual and as a HR one need to be sensitive about such issues and take pro-active steps to avoid any case of Racial discrimination.

The case provides us insights on how small incidents which we consider as small jokes can provoke feelings of racial description within an employee. As an HR, one should be aware of such incidents and try and make the employee aware of such aspects

Also, corrective measures should taken in case an employee feels that he has been discriminated.

We Googled you

The case talks about the CEO of a luxury apparel retailer who was looking to enter China’s luxury goods market and is looking for a team. The decision to hire Mimi, who seemed to be the perfect fit, was put on hold when they googled her and found out about her role as a protest group leader.

Basically, the case talks about how we should be careful about what we post online as they leave digital footprints making it very easier for recruiters to find out information about candidates’ past.

Meeting the diversity challenge at PepsiCo

This case raises the question of business strategy affecting the talent philosophy and rightly sensed the “customer” would become the key focal point.

Pepsi recognized the importance of people as a resource in increasing market share and devised marketing strategy to focus on minority markets.

Early diversity initiatives include changing the company from a performance-driven culture to one of ”people development”. Other initiatives include BMA, etc. to form an “inclusive” culture.