Analysis of Contemporary Management Issues: Bupa's Global Challenges

This report examines the contemporary management issues and challenges faced by Bupa in a globalized environment. The analysis highlights key problems such as the lack of a cohesive global hiring strategy, which leads to mismatches between employee skills and job requirements, potentially causing performance issues and high attrition rates. The report also identifies gaps in knowledge of local rules and regulations, inconsistencies in remuneration across different regions, and the absence of workplace diversity and multicultural integration as significant barriers. To address these challenges, the report recommends strategies such as implementing training and skill development programs, establishing clear job requirements, fostering leadership qualities in managers, and ensuring fair remuneration practices to boost employee satisfaction and reduce turnover. These recommendations are justified by their potential to improve employee commitment and productivity, which are crucial for Bupa's success as a multinational corporation.

Running head: CONTEMPORARY MANAGEMENT: ISSUES AND CHALLENGES
Contemporary Management: Issues and Challenges
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CONTEMPORARY MANAGEMENT: ISSUES AND CHALLENGES
Issues and challenges Bupa face with globalization
In the global front the company lacks an overall hiring strategy, due to globalization the
requirement of similar position will also change depending on the place of operation. the
management should ensure that the requirement of the position that is vacant is properly
described, usually the organisation take people as they need people and in pursuit of fulfilling the
vacant place the organisation usually take people without checking much or emphasizing on the
background and knowledge of the people. This gives rise to performance issues and also issue
with job satisfaction and attrition rate of the organisation. For example if a person is an expert in
accounts and is asked to do sales or communication work then they will be disheartened with the
work they have to do on a daily basis (Swailes 2013).
Lack of knowledge in terms of the rules and regulations in the countries of operation it is
one of the first strategies that any company initiates before expanding, but there can be a gap in
knowledge which can further create barriers in the operations of the business. For example: labor
laws, local laws, rules of employment etc. (Swailes 2013).
Parity in the remuneration in the global market, the remuneration policies of the
company is based on the area or country of operation. It is the nature of the employees to expect
better form the company so that they can meet the demands of the dependents as well as stand up
to their own expectations. This is creates pressure on the management as this is one of the
reasons for the fall of job satisfaction among the staff members (Powell et al. 2013).

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CONTEMPORARY MANAGEMENT: ISSUES AND CHALLENGES
Workplace diversity and encouraging multicultural organisation structure is absent
within the country as a multinational company it is important to initiate the process as that will
help the company to deal with a diverse customer base better (Cappelli and Keller 2014). In this
case communication and language can be a major barrier in globalization for example if there is
an department operating in china and a new manager has been posted to look after that team
from Spain there is high chances that there will be a gap in communication as there is a
difference in understanding the language of each other. There are many ways of communication
in various cultures as well which creates semantic noise among the people from diverse culture.
This in turn may give rise to internal conflict and misunderstanding among the teams and
increase the rate of employee turnover due to work environment issues.
Talent management strategies
 Arranging training and skill development programs for the employees will help them
improve their performance; the company should periodically involve the employees in
the various operations department to help them excel in their career. This will also
provide opportunity for the staff members to be eligible for being promoted within the
organization. This will help in improving the attrition rate of the company as well.
 The company must draft a clear requirement for every position vacant in the company
and the recruitment process should be strict. The human resource department must adhere
to the requirements and should base their decision upon this as a guideline. The job role
and the characteristics of the job should be clear in the minds of the people so that they
can do what they love doing.

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CONTEMPORARY MANAGEMENT: ISSUES AND CHALLENGES
 The management of the company should encourage the managers who look after the
business operation to be leaders and they should always have a positive approach towards
the people in order to ensure guidance and support.
 For a multinational company like Bupa, remuneration is also associated with goodwill
among the market and the industry. The company must listen to the grievances of the
employees and must compensate the people in a fair manner, with the help of incentive
and bonus structure the company can build a trust and commitment among the
employees. This in turn will also increase the rate of attrition on the company
Justification for the strategies
The main idea of talent management is to improve the job satisfaction level among the
employees and in turn improve their productivity and commitment towards the company.
This is essential as a high employee turnover rate of the company results in loss of time,
effort as well as cost of several kinds. The above stated recommendations will ensure that the
employees are satisfied with their jobs and are happy in the organisation (Al Ariss, Cascio
and Paauwe 2014).

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CONTEMPORARY MANAGEMENT: ISSUES AND CHALLENGES
Reference:
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future
research directions. Journal of World Business, 49(2), pp.173-179.
Cappelli, P. and Keller, J.R., 2014. Talent management: Conceptual approaches and practical
challenges. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), pp.305-331.
Powell, M., Duberley, J., Exworthy, M., Macfarlane, F. and Moss, P., 2013. Has the British
National Health Service (NHS) got talent? A process evaluation of the NHS talent management
strategy?. Policy Studies, 34(3), pp.291-309.
Swailes, S., 2013. The ethics of talent management. Business Ethics: A European Review, 22(1),
pp.32-46.