January 10th, 2018
TNT’s HRM Strategy for Use in China|Employee Training and Development
Due to the increasing shortage of fresh talent to recruit, companies are realizing the importance of employee development and training (CIPD 2008; Hedger 2007). In such regards TNT has established an employee training and promotion program as delineated by its HR policy (TNT 2008a). Through ‘investors in people’ standards TNT has ensured that employees are awarded the required development opportunities to improve performance and create value for the firm (TNT 2009). Such training and development opportunities include individual coaching and supplementary training with annual evaluations based on “performance, behaviour and personal development” (TNT 2009, p. 173).
With surveys indicating that employers still find challenges in recruiting fresh candidates (CIPD 2008); entities have increasingly recognized the need to develop existing talents to fill up positions that fall vacant (Hedger, 2007). Factors that present challenges for fresh recruitment for instance include “lack of necessary specialist skills in candidates, higher pay expectations and insufficient experience (CIPD 2008, p. 2). Employee training and development thus provides one of the strategies that entities should capitalize on to develop leadership skills throughout the entity ladder that can aid in filling up vacant positions (Cohen 2004). For MNCs such employee development is further necessitated by the increased competition for talent that makes required fresh talent even more hard to find (Farndale, Scullion & Sparrow, 2010; Tarique & Schuller 2010). Such competition has meant that organizations must also maintain programs and policies that increase employee satisfaction thus reducing turnover as a result of better conditions offered by competitors (Farndale, Scullion & Sparrow, 2010; Tarique & Schuller 2010).
Development of effective talent management practices in an organization is thus a core concern for entities that focus on success in diverse markets. One way of driving such is through the development of empowered teams (Cohen 2004). With constant rewards for team efforts and non-discriminatory approach to inclusion; an organization can better employee satisfaction thus reduce turnover (Cohen, 2004). However where the situations preclude interpersonal interaction between workers and the executive leadership of the organisations; then ways of maximizing “the talent of individual employees as a unique source of competitive advantage” must be sought (Tarique & Schuller 2010, p. 123). It is in such aspects that structuring compensation and benefits to meet individual commitment and providing additional rewards for performance or innovation provides a method for the organization to inspire employees while inculcating satisfaction in their jobs (Hedger, 2007). For MNCs the use of such avenues to influence recruitment practices are however limited by other factors such as regiocentricism and striving to meet a given level of mix to achieve necessary strategic alliances (Tarique & Schuller, 2010). For training and development to serve as an effective tool for cross boarder staffing, other factors such as political, economic, and socio-cultural, technological, legal and economic distances between host and parent countries must be effectively bridged (Tarique & Schuller 2010). TNT can achieve this in China by training few persons of Chinese decent who can effectively communicate with employees in the entity’s operations.