Global Human Resource Management: A Case of CERA

This study explores the role of diversity management at CERA, a global firm. It discusses the current problems with diversity management, the rationale for implementing diversity management, and the benefits of diversity management. The study also provides recommendations for CERA to improve its HR planning and business strategy, and the role of stakeholders in the selection process.

GLOBAL HUMAN RESOURCE MANAGEMENT
A case of CERA

TABLE OF CONTENT
PARTICULARS REMARKS
Introduction
Role that diversity management plays at
CERA
Current problems with management of
diversity
Rationale of business for management of
diversity
Present beneficiaries of diversity
management
Business strategy and HR planning at CERA
Role that stakeholders play in process of
selection
Recommendations
Conclusion
References

1. Introduction
CERA is a firm, which is working on very vast scale throughout the globe. This study
observes significance of management of diversity at the firm and explains relevancy of
diversity at the place of work. This also needs to involve a culture of proper diversity
management whilst establishing the organization. It must promote culture in a form in
which each and everyone could view the entire reflection of diversity within firm’s
culture as well as processes. CERA has also been actually working till date upon a very
traditional model of recruitment of personnel but there is a necessity to keep the doors
opened for people from several dissimilar upbringings with an aim to accomplish the
cultural differences.
2. Role that diversity management plays at CERA
It is suggested to Mark French to inculcate principles of diversity management at the
place of work with an aim to highlight all the vital aspects of management of human
resource. Several facets of management of diversity can be recruitment, performance,
selection, training and development and also appraisal. Firms require depicting a full
pledge towards diversity as well as must attempt to integrate properly flexible conditions
for working for its staffs with an aim to gain balance and equality at workplace1.
However, diversity at workplace and its management ensures building of a robust relation
with the society or community that also helps in increasing the general productivity of the
firm. This procedure even helps in enhancing the quality of the programs as well as
delivers a very effective and efficient service or product. CERA also needs to involve a
management program for cultural diversity management while carrying the business. It
must also promote the culture in a format that each and everyone could see and might be
able to analyze the diversity within their culture and process2. Success of the firm
depends on the capability of the business to adopt changing ecology and adjust in the
diversity as well as its ability of realizes the advantages of such diverse situations and
flexibility. With an aim to ensure selection of diverse group of talent it is always
suggested to enhance the firm’s HR policies that would create sufficient opportunities for
the business. Manager of HR must make sure about the recruitment of well-organized
staffs from several different groups of people via practicing appropriate management of

diversity at place of work. Selecting people from several different teams would enhance
1overall output3. Furthermore diversity management at the time of recruitment as well as
selection has been proven to be not a difficult task at all. Reexamining firm’s HR policies
and rules time to time as per competitive ecology throughout the globe is recommended
to attain the aims and objectives smoothly4.
3. Present issues with diversity management
Management of diversity within the firm focuses upon assembling g of the values in the
firm and also practices of strategy with an aim to develop business’s strategy and vision
pertaining to needs of the firm. Diversity management involves equal opportunity of
employment for each person at the workplace. This would make sure incorporation of
people with several viewpoints as well as background to perform under one top5. CERA
requires developing policies and strategies emphasizing on promotion of management of
diversity. It requires developing compliance-oriented approach with an aim to promote
workplace diversity. People of the firm are source of its strength and its competitive
advantage. Diversity management actually has several impacts on the firm while
considering complications that are faced by the business6. It would help in supplying a
competitive advantage to CERA by keeping the doors opened for people from several
diverse backgrounds. This procedure would help the firm acclimatizing effectual
planning at office. This would also help in refining and enhancing innovative exercise at
place of work, which would later increase firm’s overall output. CERA needs to develop
1 B. Mujtaba and J. Sungkhawan, "Situational Leadership And Diversity Management Coaching
Skills", Journal Of Diversity Management (JDM) 4, no. 1 (2011), 1, doi:10.19030/jdm.v4i1.4947
2 N. Reguera-Alvarado, P. de Fuentes and J. Laffarga, "Does Board Gender Diversity Influence
Financial Performance? Evidence From Spain", Journal Of Business Ethics 141, no. 2 (2015),
337-350, doi:10.1007/s10551-015-2735-9
3J. Wrench, "Diversity Management And Discrimination: Immigrants And Ethnic Minorities In The
EU", Human Resource Management International Digest 16, no. 4 (2008),
doi:10.1108/hrmid.2008.04416dae.003
4 M. Beer, "Developing Strategic Human Resource Theory And Making A Difference: An Action
Science Perspective", Human Resource Management Review (2017),
doi:10.1016/j.hrmr.2017.11.005
5 A. Briggs, M. Coleman and M. Morrison, Research Methods In Educational Leadership &
Management (London, 2012)
6L. Claus, "The Role Of International Human Resource In Leading A Company From A Domestic
To A Global Corporate Culture", Human Resource Development International 1, no. 3 (1998),
309-326, doi:10.1080/13678869800000040

a consistent ecology which supplies a chance for the firm’ growth through pushing
several different facets7.
4. Rationale of business for diversity management
Multiculturalism is the part and parcel of diverse ecology for working with people from
several dissimilar strides of life. Management of diversity looks on problems at numerous
levels whilst positioning tactical, managerial as well as operative functions and practices.
This practice could merely be motivated if a firm imbibes these operations within their
culture8. There must be an appropriate coordination amid senior as well as lower
management with an aim to properly build and maintain a synch amid information.
Executives of higher level are provided with accountability to handle all the multi
cultural ecology. This would help the firm to enhance scope of the business (Wrench
2016). CERA needs to endorse a proper environment, which is multi-cultural through
evaluating its HR plan. Policies of HR that are conventional in nature would just end up
in troubles. Such practice has to be attained via building a properly cohesive ecology in
the firm. Differentiated teams within place of work could help the organization to manage
all serious problems in very easy way9.
5. Current beneficiaries of management of diversity
Success as well as competitiveness of any business totally is dependent on its capability
to embrace the diverse situations and realization of the benefits of such situations. All the
firms handling diversity problems at place of work have been be developed as per the
needs. Beneficiary of diversity management is the firm that grabs the opportunity of
expansion of the business because of being in a diversified cultural ecology. A firm,
which boosts up proper management of diversity helps the employee to get inspired in the
firm and keeps them motivated10. This also provides them with a chance to tackle diverse
issues at the workplace and implementing all the plans and practices carefully.
Management of diversity within the firm would supply wide varieties of skill as well as
experiences to the firm, which will help in later providing a varied range of services that
are customer oriented11. Diverse ecology would benefit the firm by pondering variability

of perspectives given by staffs while mounting business plans and polices. This would
2later ensure the attainment of strategies of the business while escalating several
chances12. Diversity at workplace is helpful for staffs as well as firm. It enhances chances
within the market, recruitment plus creativity as well as it helps in completing
problematic tasks smoothly. Management of diversity helps in generating bendable
business ecology with an aim to attain anticipated results. CERA requires initiating more
with an aim to obtain advantage of diversity within the place of work whilst crafting a
differentiated ecology13.
6. HR planning and business strategy at CERA
Human resource is a vital part and parcel of a successful firm whilst focusing upon
business strategy. Managers understand the significance of properly trained employees
with an aim to motivate other staffs. Managers of business are responsible to
communicate concept of organization to subordinates14.
CERA has till now been following traditional process of recruiting staffs. Inculcating
novel policies and practices would enhance growth chances. Alterations occurring in the
firm require to be addressed in a way, which is needed in developing firm’s strength.
CERA is presently functioning in diverse nations having differentiated ecology of
working15. Under such condition it is recommended that CERA must make its practices
27D. Collings, "International Human Resource Management: Policies And Practices For
Multinational Enterprises", The International Journal Of Human Resource Management 23, no. 7
(2012), 1509-1511, doi:10.1080/09585192.2012.659050
8C. Dickie and Z. Soldan, Diversity Management (Prahran, Vic., 2008)
9M. Garcia Martinez, F. Zouaghi and T. Garcia Marco, "Diversity Is Strategy: The Effect Of R&D
Team Diversity On Innovative Performance", R&D Management 47, no. 2 (2016), 311-329,
doi:10.1111/radm.12244
10J. Golo, "Hill, C. W. L.: International Business: Competing In The Global Marketplace, Mcgraw-
Hill Education, Maidenhead, Berkshire, UK, 2014", Ekonomski Horizonti 17, no. 1 (2015), 73-75,
doi:10.5937/ekonhor1501073g
11K. Hoffmann, "Measuring HRM Effectiveness As A Challenge To Contemporary HRM Scientists
(HRM Context)", Kwartalnik Ekonomistów I Menedżerów 33, no. 3 (2014), 7-24,
doi:10.5604/01.3001.0009.4590
12R. Hogler, "Transforming Employment Relationships: Implications For Human Resource
Management", Human Resource Management Review 6, no. 1 (1996), 75-88,
doi:10.1016/s1053-4822(96)90005-4
13E. Hubbard, The Manager's Pocket Guide To Diversity Management (Amherst, MA, 2004)
14R. Jones and S. Martain, HRM Fundamentals (Nollamara, W.A., 2013)

and policies accordingly so that the firm could seek the competitive advantage against rivals. Strategies of business require to
b e built considering the structure of recruitment. A firm with a vigorous workforce
performs extra efficiently as compared to all the others. CERA moreover has involved a
proper multi-cultural workforce nonetheless is recommended to establish more people
within it with an aim to accomplish growth16.
7. Role of stakeholders in process of selection
It is compulsory to give appropriate representation to minority whilst managing the
diversity within stakeholders in current business scenes. It plays a vital role in today’s
world, which is extra competitive. Management of stakeholders and consultation has now
become enhancing prevalent in current situations of business17. It supports in building
optimistic relation with an aim to shape very positive and resulting job profile for staffs.
It also is vital for the firm to properly address its interest and several priorities with an
aim to form the major priorities and make proper list of the same. It would help the firm
in recognizing the anticipations so as to attain the anticipated result. Attainment of some
valuable insight as well as data would help the firm’s stakeholders in accomplishing
eminent goals18.
8. Recommendations (Policy implementation)
Below are few essential suggestions and recommendations for the firm as per its present
HRM policies and the role that diversity management plays at a workplace.
It is suggested to CERA to employ few people belonging to different backgrounds with
an aim to gain and attain its aims and goals. For achievement of sustainable growth in
future the firm must inculcate some systematic alterations in its overall recruitment policy
and selection process as well. It would later help the business in establishing an efficient
and resulting work ecology. Diversity in a firm upholds to be one-size-fits-all strategy.
Initially the firm is proposed to include every person in the firm who takes firm’s
responsibility and manages the diverse conditions properly. From top-level management

till the bottom level management each one must be accountable for managing diversity
within the workplace. 3
CERA must measure the progress towards attaining diversity within the firm workplace
via management of realistic aims and goals through evolving proper metrics. Matching
the set standard as well as the actual result might help the firm to assimilate anticipated
results within a set time frame. CERA is now opined to properly measure each and every
goal upon an anticipated parameter that has to be set by firm’s management beforehand.
Arrange the resources
CERA needs to put its entire fiscal as well as HR resources at one place with an aim to
incorporate all its policies whilst altering the necessary operations within the firm.
CERA needs to initiate all its planning from basic level so as to practice and involve
proper management of diversity within the firm. Integrating diversity management
actually is a very threatening work for any firm at primary level yet management of
everything within a properly systematic manner would help CERA to attain sustainable
outcomes.
Setting up a proper system
An appropriate system is necessary for CERA to be well prepared in advance for
management of diversity within the firm. Acquisition of talent refers to attracting best out
of a group of people. Once the firm’s real needs are at place, it becomes very simple to
decide on what to choose, whom to choose and why to choose, for a specific post or job.
This would later enable the firm to inculcate multi-cultural ecology within the workplace.
Educate
315J. Marler and E. Parry, "Human Resource Management, Strategic Involvement And E-HRM
Technology", The International Journal Of Human Resource Management 27, no. 19 (2015),
2233-2253, doi:10.1080/09585192.2015.1091980
16M. Marquardt and D. Engel, Global Human Resource Development (Engelwood Cliffs, N.J.,
1993)
17R. Mathis and J. Jackson, Human Resource Management (Mason, OH, 2008)
18B. Mujtaba and J. Sungkhawan, "Situational Leadership And Diversity Management Coaching
Skills", Journal Of Diversity Management (JDM) 4, no. 1 (2011), 1, doi:10.19030/jdm.v4i1.4947

Educating and informing people about the role that workplace diversity places will help
the firm in processing needed aims and goals. It is even obligatory for CERA to offer
appropriate information to its staffs regarding the part that diversity management plays
within the firm so as to attain the set results within provided time span. Training therefore
is required to make people absorb the changing culture within the firm.
Establish supervision and support from the top-level management
It is essential for a firm to get support from its top-level management so as to articulate
its functions smoothly. Diversity in CERA like any other firm signifies the its cultural
value where everybody is given equal value regardless of place, religion, color, creed,
caste etc.
In a nutshell, CERA needs to decide well in advance all its processes via which it will fill
its available positions within the firm. The present unoccupied positions are all allied to
posts of senior engineer and graduate engineer. Firstly, it is very much essential for Mark
French to choose candidates from amongst the received application, because the post is to
be filled with a person having mandatory qualification required for the post. It also is
suggested to CERA’s HR manager Mark French to properly short list most suitable
application and then to begin process of the interview. Every single shortlisted applicant
must be called up for a proper formal written as well as personal interview so as to judge
his or her skill and knowledge.
From among the selected applicants a final interview round must be carried with an aim
to make sure that the best and disserving one is chosen. Offer letter needs to be given to
that candidate who will be selected by the interviewer.
Lastly the selected candidate must be requested to provide the firm a final approval about
the specific job that he or she has been elected for.
9.Conclusion
Mark French must focus upon recognizing the appropriate standard of the firm whilst
enhancing its processes for selection. Diversity seems to be much wider than what its

actually is thought of by several firms. Any firm’s HR department always must promote
and endorse wide varieties of plans and policies not just in process of recruiting a proper
and diverse workforce but also in implementing an efficient as well as effective process
within the firm. It is also essential for CERA to apply such policies within the firm that
can help it to perform unexpectedly through obtaining a group of efficient staffs from all
around the globe. Varied staffs and diversified workforce helps the firm to attain set
results, which would ultimately help CERA in its success in the long run and proper
growth in coming future. CERA with help of good diversity management plans and
policies can perform amazing.

References
Beer, M., "Developing Strategic Human Resource Theory And Making A Difference: An
Action Science Perspective", Human Resource Management Review, (2017) (2017).
doi:10.1016/j.hrmr.2017.11.005.
Briggs, A., M. Coleman, and M. Morrison, Research Methods In Educational Leadership
& Management, (London, 2012) (London, 2012).
Claus, L., "The Role Of International Human Resource In Leading A Company From A
Domestic To A Global Corporate Culture", Human Resource Development
International, 1, no. 3 1, no. 3, (1998) (1998), 309-326.
doi:10.1080/13678869800000040.
Collings, D., "International Human Resource Management: Policies And Practices For
Multinational Enterprises", The International Journal Of Human Resource
Management, 23, no. 7 23, no. 7, (2012) (2012), 1509-1511.
doi:10.1080/09585192.2012.659050.
Dickie, C., and Z. Soldan, Diversity Management, (Prahran, Vic., 2008) (Prahran, Vic.,
2008).
Garcia Martinez, M., F. Zouaghi, and T. Garcia Marco, "Diversity Is Strategy: The Effect
Of R&D Team Diversity On Innovative Performance", R&D Management, 47, no. 2
47, no. 2, (2016) (2016), 311-329. doi:10.1111/radm.12244.
Golo, J., "Hill, C. W. L.: International Business: Competing In The Global Marketplace,
Mcgraw-Hill Education, Maidenhead, Berkshire, UK, 2014", Ekonomski Horizonti,
17, no. 1 17, no. 1, (2015) (2015), 73-75. doi:10.5937/ekonhor1501073g.
Hoffmann, K., "Measuring HRM Effectiveness As A Challenge To Contemporary HRM
Scientists (HRM Context)", Kwartalnik Ekonomistów I Menedżerów, 33, no. 3 33,
no. 3, (2014) (2014), 7-24. doi:10.5604/01.3001.0009.4590.
Hogler, R., "Transforming Employment Relationships: Implications For Human
Resource Management", Human Resource Management Review, 6, no. 1 6, no. 1,
(1996) (1996), 75-88. doi:10.1016/s1053-4822(96)90005-4.
Hubbard, E., The Manager's Pocket Guide To Diversity Management, (Amherst, MA,
2004) (Amherst, MA, 2004).
Jones, R., and S. Martain, HRM Fundamentals, (Nollamara, W.A., 2013) (Nollamara,
W.A., 2013).
Marler, J., and E. Parry, "Human Resource Management, Strategic Involvement And E-
HRM Technology", The International Journal Of Human Resource Management,
27, no. 19 27, no. 19, (2015) (2015), 2233-2253.
doi:10.1080/09585192.2015.1091980.
Marquardt, M., and D. Engel, Global Human Resource Development, (Engelwood Cliffs,
N.J., 1993) (Engelwood Cliffs, N.J., 1993).

Mathis, R., and J. Jackson, Human Resource Management, (Mason, OH, 2008) (Mason,
OH, 2008).
Mujtaba, B., and J. Sungkhawan, "Situational Leadership And Diversity Management
Coaching Skills", Journal Of Diversity Management (JDM), 4, no. 1 4, no. 1, (2011)
(2011), 1. doi:10.19030/jdm.v4i1.4947.
Reguera-Alvarado, N., P. de Fuentes, and J. Laffarga, "Does Board Gender Diversity
Influence Financial Performance? Evidence From Spain", Journal Of Business
Ethics, 141, no. 2 141, no. 2, (2015) (2015), 337-350. doi:10.1007/s10551-015-
2735-9.
Wrench, J., "Diversity Management And Discrimination: Immigrants And Ethnic
Minorities In The EU", Human Resource Management International Digest, 16, no.
4 16, no. 4, (2008) (2008). doi:10.1108/hrmid.2008.04416dae.003.