Career Planning and Management for Vodafone PLC

Posted on Nov 11, 2013

Performance and effectiveness of a employee is not a single quality but it is a collective outcome of various internal and external factors impact the working of a employee. In many cases employees who are good performers in their home country are not able to perform even half in a foreign country. This degradation in performance is associated not only with cultural differences or inability to cope with the environment but sometimes it is also associated with personal and family reasons or inability of a person to stay away from his family.

Non alignment between personal goals and organizational goals are also a reason for such development in performance of an employee. For example if a employee is aiming to develop his career in field of project management and he is sent on a international assignment of training and develop then there is a high probability that he would develop internal conflict about the entire overseas project and not able to perform in a optimal manner.

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Career planning and management for Vodafone PLC

Career planning and management can be explained as the choices made by a person regarding his professional career which will help him in growing in organization in a planner manner. In a successful and enriching career management system a employee should be able to achieve his goals professionally as well as personally. He should be able to maintain a fine work and life balance without any personal sacrifices and most importantly a person should be able to achieve his financial security and safety. It can be said that career planning is a subset of career management system of an individual. In career planning strategic planning and marketing concepts are used to determine and guide the future path of an individual’s career growth and goal accomplishment.

In order to develop an entire career management system each employee whether belonging to a semi skilled labor category or top management member of the organization has to undertake a series of activities and development procedures. First step is to develop overall goals and objectives of career. Each employee should be able to objectively describe and express what his ultimate aim and objective from this post is. For example an individual join an organization as a junior or fresher engineer. If he is asked about his overall goal and objective then he might say to be the head of department of a technological development Centre etc. he cannot say that he wants to be a marketing head or a chief executive officer because for that post he needs to go for a managerial role from a engineering role and that would change his career direction entirely.

Second step in development of career management system is to describe a general strategy which is needed or employed to attain the long term goals and objectives of career. A strategy can be switching jobs from one company to other; a strategy could be giving internal exams and promotion tests to gain early promotions, a strategy could be achieving all targets and outperforming other members of organization to be recognized as a true performer and being selected for career growth or in case career goals are not very distant then just working in a run of the mile way and getting promoted as and when it is done. Third step is to develop a specific means to achieve goals and objectives like following rules and policies, working extra time or giving more efforts for measurable objectives etc. Final step of a robust career management system is to conduct a systemic evaluation of the growth and development of an employee towards his career goals and objectives and if it is observed that there is a non alignment of strategy with the goals and objective then modifications in the strategy can be done.

Key challenges to International HRM in Vodafone

Some of the key challenges to international HRM faced by Vodafone which limits the role of international human resource management in the organisation can be given as below:

  • There is high rate of expatriates and repatriates due to which organisations need to face various issues related to project delay etc
  • Another major challenge is to get the right kind of mix for the organisation in order to have required knowledge and skill regardless of the geographical locations of the candidate
  • It is difficult to manage the critical knowledge flow and information flow in case of the international human resource management process due to location of the candidates
  • Identification and recruitment of required talent pool which can accomplish the requirement for various job role of the organisation
  • International ethics and language related barriers are also there for international human resource management
  • Difference in labour laws (–Go here for law subjects–) and political climate  poses serious challenge for HR managers
  • Difference in technological advancement would create problem for the organisation in order to manage the international human resource

Recommendation for future action

HRM department of the company has been effectively using the approach pertaining to cross-cultural issues which satisfy the various stakeholders of the company i.e. share holders, employees, Statutory organizations who are directly or indirectly involved in monitoring the working of the organization.  Due to changing scenario there is always a space for improvement. Therefore, there is a need to develop and implement a charter of policies for improving the cross-culture approach of the organization, where in senior management are been updated for critical factors from time to time. Recommendations that can be proposed for the effective benefits of the company who has foot prints in more than one country.

  • HRM department Policies: For any organization employees are the assets; and rightly classification of the assets right from the start where the employee is been recruited and the ongoing process of training; rewards; recognitions plays an important role which directly or indirectly helps the organization to achieve the organization goals.
  • Employee swapping: Most of the MNC organizations are swap employees for the same job role from one location to another location to be more specific from cultural environment to different cultural environment. This is a part of HRM department policies which helps the HRM department to implement the common policies across the organization. Secondly organization gets benefit as the employee who has shifted will share and implement the best policies which he/she has seen at his previous location/country.
  • Succession Planning: Succession planning is been done long back may be 3 to 4 yrs back from the retirement of the MD & Chairman as they are responsible for each and every activity decision mapping within the organization. And direction of task always comes from the management and is been downloaded to the respective employees of the various department.  The top management experience and way of running the organization also plays important role in getting funds for the organizations. The management will always promote the employees who are not only eligible for running the organization but also has personal goodwill in the market.
  • Training of employees: Training is important for every organization that has been successful or is in the race of been successful.  HRM department also schedules training from time to time for employees of various departments. Sometimes immediate superior is been given task to identify the skills which his immediate juniors should develop and sometimes the chart of training is been floated where employees chooses the training in consultation with his seniors. MNC always has training module which helps the staff to effective inter personal relationship pertaining to cross-cultural environment and can not only be able to face the critical situation but also  to overcome the unexpected challenges.
  • Identifying the needs of external as well as internal stake holders: Organization always strives to identify the needs of stakeholders such as employees and customers which are different from the local market needs which changes if the location of the market changes. Thus identification of right needs will benefit and provide clear understanding of the requirement of the local market which directly indirectly helps in handling cross cultural challenges in more efficient manner.
  • Head Employment strategy: The company HRM should be working of different level where in employees are been identified and been recruited for lower level work; Middle level management and senior management. The separate team works on head hunting where in candidates has to be recruited basis on the knowledge about the local markets. The company should hire the candidate who is well fit into the list of expectations and has capability to prove him to work in the cross-cultural environment.
  • Employment to local people: Even if the cross- cultural approach is been considered, most of the employees hired should be from the country where the operations is been carried out.  For the growth of the organization the local attachment within people plays major role due to communication. Communication plays a major role for example if product is flawless but features for the same if not been able to communicate in the rightful manner than the product will not be sale. In most of the scenario the product is been sold basis on the local relationship

This research was conducted by the team of HRM experts at Locus RAGS. For similar help in HRM assignments or assignments of other subjects, visit the contact page or upload your assignment directly.

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