Subject original processes that have been employed

Subject original processes that have been employed

Subject Area: staffing policy and effective teams when entering new markets Introduction to proposal Nike is a major publicly traded sportswear brand based in the United States of America. It is the worlds leading supplier of athletic footwear and apparel and a major producer of sports equipment. Nike supplies over 150 countries and their experience in a wide range of markets therefore means when entering new markets, they would already have a set of processes and a solid structure of how to dominate the market.When entering new markets many different business and human management aspects have to be considered.

Two main concerns are what staffing policy should be adopted when entering these new markets, and also how the head office can ensure they build an effective team in these markets. Staffing Policy When developing the staffing policy before entering new markets, Nike must consider several different aspects. One of the main aspects is whether to differentiate or not from original processes that have been employed when entering previous markets.

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Assumptions about the need to differentiate staffing practices across countries or regions are often unwarranted (Wiechmann et al, 2003), and this all depends on what market the company is entering. There is no need to differentiate from good processes if they have already been used and were successful and this is what Nike needs to consider. One key to successful implementation of a global staffing system is to allow sufficient discretion (Wiechmann et al, 2003). This will in turn satisfy hiring managers and other decision makers while not compromising the integrity of the selection system.

Local hiring managers want to have tools that they feel are best matched to their culture as they want local norms, they don’t want to be compared to other countries, they want to be compared locally for selection (Borucki, 1983). Nike’s staffing policy will need to incorporate locals as well as staff members who are experienced with Nike’s procedures and products. It is essential for the business to gather global input before making any staffing decisions. This should involve the integrative approach of eveloping a global team that has equal input into business decisions. Nike should develop a team of staff members both from the market they are looking to enter, and of experienced Nike staff members with prior knowledge of the brand and of entering new markets.

By using local staff members it build good relationships with local staff and will also ensure a higher number of applicants for the job. Building a strong team, with a resolution of reporting, reward, and control issues up front is critical (Wiechmann et al, 2003).Nike should use online applications to look for staff members in this new market as companies in the past have found that online applications lead to a significant increase in the number of applicants as well as a massive improvement in the quality of the applicants.

Another reason for looking towards a base of local staff members is that they know the culture of where the business will be situated. There will be many differences in this new market compared to the ones Nike is experienced in.The understanding of the need to be open to differences does not come easily and differences across countries extend beyond just those of interpretation (Borucki, 1983). Building an effective team There are many different procedures and processes that Nike head office can implement to ensure they build an effective team in these new markets, and this effective team is essential to the business growing and making profits in this new market. By using the staff policy of involving local staff as well as experienced foreign staff, the head office can set in place plans to build an exciting, friendly, knowledgeable and quality team.Being an effective team means working together to be successful in producing a desired or intended result, which in Nike’s case is becoming successful in these new market they are entering while also making locals feel like they are providing something extra and beneficial to the market. Through the use of goals and building quality relationships, the head office will be able to build a team, which can be as effective as all the other teams Nike employs.

Many companies set goals for employees to motivate them and clarify role perceptions (Phatak et al, 2009).However, goal setting is not as simple as it sounds, it is not just a basic telling of staff members to do their best. It is a process of various steps to maximize effort toward achieving goals, which requires adequate participation from both the employees and supervisors in specifying and developing the goals while ensuring they are challenging and achievable. This requires feedback from both parties, and this feedback should be used by head office to continually build and develop their effective team.Applying reward systems across different cultures and in new markets, require managers to take a close look at how different factors influence job satisfaction outcomes (Bentley, 1980).

Different cultures are more sensitive to the needs of others with whom they work and therefore individual equity based rewards over group goals will be the best incentive. Proper training is required for all staff members joining the company and this should continue monthly, with training sessions and also team building sessions extremely necessary.This will help in the teams continual development as well as steering clear of conflict (Phatak et al, 2009), which can be fatal for the business. Conclusion and recommendations Designing and implementing global staffing systems is a challenge, but an integrative approach enables companies better their staffing around the world.

Nike should build a team using local staffing (from the market Nike is entering) as well as staff with previous knowledge of new markets and of Nike systems.Nike head office is extremely experienced with team building, and this therefore shouldn’t be an issue for them. They should use the reward system as well as specifying goals and continually building the staff members is fundamental in creating an effective team. Nike has an ability to penetrate the market, which has been shown on many occasions before.

New markets are no longer daunting to Nike, as it is looked at as a new challenge, and a way to keep building the business. Reference ListBorucki, C. C. (1983), The importance of strategic staffing as a component of human resource management. Conversation with Alan F.

Lafley. Human Resource Management, 22: 297–312. Wiechmann, D.

, Ryan, A. M. and Hemingway, M. (2003), Designing and implementing global staffing systems: Part I—Leaders in global staffing.

Human Resource Management, 42: 71–83. Ryan, A. M. , Wiechmann, D. and Hemingway, M. (2003), Designing and implementing global staffing systems: Part II—Best practices.Human Resource Management, 42: 85–94.

Rouwette, E. A. J. A. , Vennix, J.

A. M. and Mullekom, T.

v. (2002), Group model building effectiveness: a review of assessment studies. System Dynamics Review, 18: 5–45.

Bentley, J. C. (1980), Developing effective teams: Why and how?. New Directions for Student Services, 1980: 27–40. Phatak, A. , Bhagat, R.

and Kashlak, R. (2009), International Management: managing in a diverse and dynamic global environment (second edition). New York: The McGraw Hill companies.

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