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  3. Ladies and gentlemen, To talk about the importance and effectiveness of the global human resource management, I would like to

Ladies and gentlemen, To talk about the importance and effectiveness of the global human resource management, I would like to

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问题    Ladies and gentlemen,
   To talk about the importance and effectiveness of the global human resource management, I would like to take Coca-Cola Company as a quintessence.
   The Coca-cola Company is one of the most successful multinational enterprises. With operations in close to 200 countries and nearly 80 percent of its operating income derived from business outside the Unites States, Coca-Cola is typically perceived as the quintessential global corporation. Coca-Cola, however, likes to think of itself as a "multi-local" company that just happens to be headquartered in Atlanta but could be headquartered anywhere and that presents the Coca-Cola brand with a "local face" in every country where it does business. The philosophy is best summarized by the phrase " think globally, act locally," which captures the essence of Coca-Cola’ s cross-boarder management mentality. Coca-Cola grants national businesses the freedom to conduct operations in a manner appropriate to the market. At the same time, the company tries to establish a common mind-set that all its employees share.
   Coca-Cola manages its global operations through 25 operating divisions that are organized under six regional groups: North America, the European Union, the Pacific Region, the east Europe/Middle East Group, Africa, and Latin America. The corporate human resource management (HRM) function is charged with providing the glue that binds these various divisions and groups into the Coca-Cola family. The corporate HRM function achieves this in two main ways: (1) by propagating a common human resources philosophy within the company, and (2) by developing a group of internationally minded mid-level executives for future senior management responsibility.
   The corporate HRM group sees its mission as one of developing and providing the underlying philosophy around which local businesses can develop their own human resource practices. For example, rather than have a standard salary policy for all its national operations, Coca-Cola has a common salary philosophy — the total compensation package should be competitive with the best companies in the local market. Twice a year the corporate HRM group also conducts a two-week HRM orientation session for the human resource staff from each of its 25 operating divisions. These sessions give an overview of the company’s HRM philosophy and talk about how local businesses can translate that philosophy into human resource policies.
   As much as possible, Coca-Cola tries to staff its operations with local personnel. To quote one senior executive: "We strive to have a limited number of international people in the field because generally local people are better equipped to do business at their home locations. " However, expatriates are needed in the system for two main reasons. One is to fill a need for a specific set of skills that might not exist at a particular location. The second reason for using an expatriate is to improve the employee’s own skill base. Coca-Cola believes that because it is a global company, senior managers should have had international exposure.
   The corporate HRM group has about 500 high-level managers involved in its " global service program. " Coca-Cola characterizes these managers as people who have knowledge of their particular field, plus knowledge of the company, and who can do two things in an international location — add value by the expertise they bring to each assignment and enhance their contribution to the company by having international experience. Of the 500 participants in the program, about 200 move each year. To ease the costs of transfer for these employees, Coca-Cola gives those in its global service program a US-based compensation package. They are paid according to US benchmarks, as opposed to the benchmark prevailing in the country in which they are located. An ultimate goal of this program is to build a cadre of internationally minded high-level managers from which the future senior managers of Coca-Cola will be drawn.
   The above is my observation of Coca-Cola’s HRM. Thank you for your attention.
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答案女士们、先生们： 我想把可口可乐公司作为一个典范来谈谈全球人力资源管理的重要性和有效性。 可口可乐公司是最为成功的跨国企业之一。它在近200个国家经营，而近80％的营业收人来自美国以外的业务，已被视为跨国公司的典范。然而，该公司却把自己看成是一家“多本土性”公司，其总部设在美国亚特兰大只是偶然，其实可以设置在世界上任何一个地方，只要它代表了可口可乐品牌，就可以以任何一个国家的地方面目出现。“全球思维，地方行为"这句话最能概括这种理念，因为它正好反映了可口可乐公司跨国管理的精神实质。一国之内，凡适合市场的合理经营都会得到可口可乐公司的许可。它同时也努力在全体员工中建立一种统一的思维模式。 可口可乐公司通过25家业务部门来管理其全球业务，这些业务部门受控于六个区域集团，即北美集团、欧盟集团、太平洋地区集团、东欧／中东集团、非洲集团以及拉美集团。公司人力资源管理的职能在于主要把不同的部门和集团凝聚在可口可乐大家庭里。人力资源管理部门通过两种途径来达到这个目的：(1)在公司里宣传一种共同的人力资源理念；(2)培养一群具有国际化思维的中层经理，作为未来高级管理的后备人员。 公司人力资源管理层的全部人员把培养和提供基础理念作为己任。有了这样的基础理念，其他各地分公司就能够制定自己的人力资源管理办法。譬如，可口可乐公司不为一国之内的业务经营设立标准薪酬政策，而是确立一种普遍的薪酬理念，即总的薪酬利益应该能与当地市场上最优秀的公司一比高低。此外，公司的人力资源管理部每年为25家业务部门的人力资源管理人员举办两次为期两周的指导性会议。这些会议主要是回顾公司的人力资源管理理念，并讨论如何能把这些理念变为各地方业务部门的人力资源政策。 可口可乐公司总是尽一切办法招募当地人员来从事业务部门的经营。引用一位高级经理的话说：“我们努力限制本行业的国际人员数量，因为一般来说本土人员更适合从事设在他们本地的业务。”然而，出于两方面的主要原因，该系统仍然需要聘用一些外派来人员。这样做一方面是为了填补本土不具备的某些技术。聘用外派来人员的另一方面原因是为了提高员工的整体技术水平。可口可乐公司认为，既然自身是一家全球化公司，自己的高级经理就应该适应国际化环境。 可口可乐公司的人力资源管理部拥有约500名专门从事“全球服务项目”的高层经理。公司认为这些人员不仅具有专业知识，同时也十分了解公司的情况，他们能在世界范围内做两件事情，一是通过自己的专门技术给每项任务增值；二是通过自己的国际经验提高对公司的贡献。在这500名项目人员中，有200名每年都在流动。公司为了缓解这些人员流动的费用，制定了一项以美国为标准的项目人员薪酬政策。他们的薪酬水准是参考美国的，而不是所在国家或当地的。这整个项目的最终目标是培养一支具有国际化思维的高水平经理队伍，可口可乐公司未来的高级管理人士就从他们当中选拔。 以上是我对可口可乐公司人力资源管理的了解和认识。 谢谢大家!
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