Analyzing HR Competencies in International HRM: Maxxia Case

This essay provides an analysis of the key competencies expected of the HR department at Maxxia, an Australian employee benefits provider. It highlights the importance of communication, analytical and critical thinking, teamwork, flexibility, integrity, collaboration, and staffing in the context of international human resource management. The essay focuses on the role of Suzane Shepherd, the HR head at Maxxia, and her strategies for fostering a positive work environment and ensuring effective HR practices. The analysis concludes that these competencies are crucial for Maxxia's success in managing its workforce and maintaining its client relationships, emphasizing the ethical approach taken by the HR department in all its activities. Desklib offers a variety of similar solved assignments and resources for students.

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International Human Resource Management
Essay
8/8/2018
Student Name

1 | P a g e International Human Resource Management
Introduction
In Multinational Corporation like Maxxia, human resource department is responsible
for developing the strategies for the management of employees within the organisation. The
human resource department In Maxxia plays a crucial role in implementing the strategies and
policies in the organization. Maxxia is Australia largest employee benefits provider and part
of the ASX-listed McMillan Shakespeare Group (Maxxia, 2018). The company is providing
the services related to the marketing, taxation services and help their client in legal
compliance. All the strategies and policies are formed by the human resource department
across the globe. HR in Maxis Suzane Shepherd is responsible for forming and supporting a
creative staff and optimistic work atmosphere. Suzane has HR skill, management qualities,
and the capability to establish the HR as an advocate (Mmsg, 2018).
There are some key competencies for the HR department, which they have to fulfill in the
organization. The following competencies are expected by the HR of Maxxia company.
Communication
It is the primary role of HR to have communication with all the level in the organization from
level to the lower level staff. If human resource department of any organisation are not able
to communicate properly and clearly with the staff then chances of success will be less in the
future. Both the oral and written communication skill is needed to rely on the information.
HR should have the management skills and communication skills to interact properly with the
staff members in the company. The communication in the organization is done with the
employees, union leaders, government officials, and colleagues. All the plans and policies
need to be explained to employees to achieve the organizational goals (Budhwar & Debrah,
2013).
Analytical and Critical thinking
HR must be an analytical and critical thinker, as they have to interact with a large variety of
staff. HR has to make fast decision making with appropriate reason for that decision. Suzane
has implemented new strategies and are exercising sound application of them in the
organization. Suzane is able to make the judgment in high impacted situations while making
the decision in number of areas. She has the capability to analyse the circumstances and is
able to view the implication of the same decision taken by her. As an HR of Maxxia, Suzane

2 | P a g e International Human Resource Management
is able to make fast decision-making from which the market opportunities can be easily
grabbed by company (Ariss & Crowley-Henry, 2013).
Capacity to work with the diverse teams
HR should have the capability to understand the need of different people that have come from
different region and culture. HR has the capacity to work with diverse team differing in
nature and behaviour. Besides this, they have to be sure not to hurt the feelings of the other
employees. There should be perfect transmission and comprehension goals as well as their
follow up will be the key to the success of their business. Suzane manages to perform the job
with diverse culture in the organization as company is providing its services worldwide
(Vaiman & Brewster, 2015).
Flexibility
The HR must be flexible in nature so that he can be able to manage the conflicts in the
organization. HR has the capacity to understand different ways of interpreting the different
situation. HR should have the capability to adapt the vision and mission of the business. The
interpretation of the corporation’s goals and objectives are done by the HR of the company.
HR should have the knowledge of human resource and its management. As an HR head,
Suzane is able to manage all possible changes, which are taking place in the external and
internal environment. This is done by introducing new policies and procedures in the
organisation. Recently, open door policy was introduced by Suzane to have the actual
reviews of the employees. This will help to solve their problems and grievances in the
organisation (Parsanejad, Matsukawa & Teimoury, 2012).
Integrity and Accountability
HR department is responsible for maintaining the integrity in the organization. Pursuing all
the goals, objectives, and commitment is the work of HR and it should be done in an ethical
manner. HR is responsible to develop the contingencies or alternatives to meet and identify
the negative effects on the organization when commitments are not meet. The utilization of
the resources should be done in an effective and efficient way. This will reduce the expense
of the organizational and resources will be utilized at their best.
Collaboration

3 | P a g e International Human Resource Management
It is the responsibility of Suzane to collaborate and have communication with employees in
the organization irrespective of its power and authorities were given to them. It is her duty to
understand the needs of the others and share ideas freely. Communicating with them and
understand the needs and receive input from them. HR works with building the effective
relationship to accomplish the common goals and objectives of the organization (Xing, Liu,
Tarba & Cooper, 2016).
Staffing
All the steps in recruiting to selecting the employees are taken under concern of HR in the
organization. Maxxia is doing the staffing function under the guidelines of Suzane and make
use of their experience and expertise in running the business successfully (Bos‐Nehles,
Riemsdijk & Kees Looise, 2013).
Conclusion
From the above discussion, it can be concluded that the key competencies are
important in every organization irrespective of its size and nature of the organization. Maxxia
Company has Suzane to perform all the HR activities in organization. HR is responsible to
manage all business affairs internally as well as externally in the market. HR is operating all
its duties and function while managing the core competencies in the organization. All the
work related to the recruitment, selection, and staffing, managing diversity is done by HR of
the company. In Maxxia employees are found to be satisfied and have a long-standing client
relationship across industries. Suzane believes in performing the task and activities while
following the ethical manner in the organization.

4 | P a g e International Human Resource Management
References
Al Ariss, A., & Crowley-Henry, M. (2013). Self-initiated expatriation and migration in the
management literature: Present theorizations and future research directions. Career
Development International, 18(1), 78-96.
Bos‐Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J. (2013). Employee perceptions of
line management performance: applying the AMO theory to explain the effectiveness
of line managers' HRM implementation. Human resource management, 52(6), 861-
877.
Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing
countries. Routledge.
Maxxia. (2018). About Maxxia. Retrieved from: https://www.maxxia.com.au/about-maxxia
McMillianshakespeareGroup. (2018). Executive Team. Retrieved from:
https://www.mmsg.com.au/executive/
Parsanejad, M., Matsukawa, H., & Teimoury, E. (2012). A comparative framework for
measuring project success. Innovation and Supply Chain Management, 7(1), 6-18.
Vaiman, V., & Brewster, C. (2015). How far do cultural differences explain the differences
between nations? Implications for HRM. The International Journal of Human
Resource Management, 26(2), 151-164.
Xing, Y., Liu, Y., Tarba, S. Y., & Cooper, C. L. (2016). Intercultural influences on managing
African employees of Chinese firms in Africa: Chinese managers’ HRM
practices. International Business Review, 25(1), 28-41.