Consider and handle the following conflicts that arise in the months leading up to
opening the new offices and after they are open in Belgium and Bangladesh.
Conflict 1
The company is having trouble filling key positions for the division in Belgium. You
aren’t getting very many applicants, and the people who have applied are not
qualified. You need to fill these positions before the division can be fully operational.
Setbacks in hiring will also delay the opening of the factory in Bangladesh. What will
you do to recruit better applicants and select people to fill the open positions?
Conflict 2
The company is able to hire local workers for all but a few positions. An executive
and a manager position that weren’t filled are going to be filled by American workers
from XYZ Corp who have agreed to transfer to Belgium. The company wants to offer
all employees the same standard salary and benefits that are offered at the American
branch. The transfer employees are not happy that they aren’t getting any extra.incentive to move to another country. What would you recommend the company do
when it comes to salary and benefits offerings for employees at the Belgium
division? What do you need to consider?
Conflict 3
Karen is a manager of the new office in Belgium who transferred from New York.
There she managed 50 employees in her department. She now has a team of 10, but
works with each of them individually and in team. Part of her job is to complete
employee evaluations. After six months of working in Belgium, she begins to conduct
work appraisals, and gives four members of her team outstanding reviews for
showing an ability to work on their own. One team member was told that he needed
to focus more on work and less on conversations in the workplace because he only
works 6 hours a day. That employee complained to human resources that the new
manager was too hard on the office and did not understand the Belgium office
atmosphere. How could you, as an HR manager in the American office, help resolve
this conflict? How could you prevent similar conflicts in the future?
Conflict 1:
To recruit better applicants and fill the open positions in Belgium, I would recommend taking the following steps:
1. Review and revise the job posting and job description to ensure they accurately reflect the qualifications and requirements for the positions. This will help attract candidates who are better suited for the roles.
2. Expand the recruitment efforts by sourcing candidates from multiple channels, such as job boards, professional networks, and recruitment agencies. This will increase the pool of potential applicants.
3. Consider offering competitive compensation packages to attract qualified candidates. Offering attractive benefits, such as health insurance, retirement plans, and paid time off, can also make the positions more appealing.
4. Utilize employee referrals by encouraging current employees to recommend qualified candidates from their networks. Offering referral bonuses can further incentivize employees to refer quality candidates.
5. Streamline the selection process to ensure a quicker and more efficient evaluation of applicants. This can include conducting preliminary phone interviews or video interviews to assess candidates before inviting them for in-person interviews.
6. Offer training and development programs to current employees to bridge any skill gaps that may be preventing them from qualifying for the open positions. This can help promote internal promotions and transfers, reducing reliance on external recruitment.
Conflict 2:
When it comes to salary and benefits offerings for employees at the Belgium division, I would recommend the following:
1. Conduct a market analysis to determine the standard salary and benefits for similar positions in Belgium. This will ensure that the company remains competitive in the local job market and attracts qualified candidates.
2. Consider offering additional incentives or relocation packages specifically for the transfer employees. This could include things like housing allowances, transportation allowances, language training, or cultural integration support.
3. Communicate openly and transparently with the transfer employees about the reasons behind the salary and benefits offerings and explain the company's commitment to maintaining fair compensation practices. This can help manage expectations and alleviate any potential resentment.
4. Conduct regular salary and benefits reviews to ensure that the offerings remain competitive and aligned with market standards. This will ensure that employees feel valued and motivated to perform.
Conflict 3:
To help resolve the conflict between Karen and the employee who complained, as an HR manager in the American office, I would:
1. Schedule a meeting with Karen and the employee to discuss their concerns and mediate a resolution. Allow both parties to express their perspectives and encourage open communication.
2. Provide training and guidance to Karen on cross-cultural management practices and the office atmosphere in Belgium. This can help her better understand and adapt to the local work culture.
3. Conduct a thorough investigation into the employee's claim of being "too hard on the office" and ascertain if there are any grounds for the complaint. This may involve gathering feedback from other team members and assessing performance metrics.
4. Implement a performance management system that emphasizes clear communication, goal setting, and regular feedback. This will help prevent misunderstandings and ensure consistent evaluations.
5. Promote cultural sensitivity and awareness among all employees through diversity and inclusion training programs. This will help prevent similar conflicts in the future by fostering a more inclusive and understanding work environment.
6. Establish regular check-ins and communication channels between managers in different locations to facilitate knowledge sharing and understanding of local work cultures.
Overall, it is crucial to prioritize effective communication, cultural sensitivity, and fairness in handling conflicts in multinational offices to ensure a harmonious and productive work environment.