global hr

Private and Confidential

The Role of the Human Resource Manager

in a Global Company

April 2011

Osnat Tirosh


Background

Passave (FTTH)

PMC –Sierra Acquisition

Wintegra (WIN)


Design Center

Sales Center

Design & Sales Center

Burnaby Montreal

Allentown

Shanghai Yokohama

Seoul

Shenzhen

Germany

TaipeiIsrael

Worldwide headquarters in Santa Clara, CA

Operations headquarters in Vancouver, BC

International headquarters in Malaysia

Bangalore

Santa Clara

Roseville

PMC-Sierra’s Global Presence

Rochester

Malaysia


Human Resources Role in the M&A Process

- Pre-Deal

- Due Diligence

- Closing the deal

- Integration Planning

- Implementations

The main message is:

“Our goal is to allow you to quickly create value

(1+1=3)”


HR Organization

VP Human Resources

Director HR Business

Partnership

Business Unit Functional Support




Sr. Manager Strategic Capability

Development

L&D Specialist

Tech Training Admin

Sr. Manager Global Recruitment

Core Recruiter

Core Recruiter

Asia

University Staffing

Contingent staffing

Sr. Manager HRIS

HRIS Analyst

Data Input

Specialist

Director Global HR Delivery

International Site HR Manager

International Site

HR Manager

International Site HR Manager

Director Global Compensation and

Benefits

Benefits Leader

Benefits Specialist

Benefits Specialist

Compensation

Analyst

Virtual People Team Partners


Human Resources Strategic Direction

HR Vision

Be a world class HR organization for a company our size.

HR Mission

Create competitive advantage for PMC globally through best in class strategic

partnering, HR processes, systems & products

Strategy 1: Establish operational excellence in all aspects of the HR function

Strategy 2: Provide customized HR solutions that make each BU and FG

strategically successful

Strategy 3: Make development a source of competitive advantage

Strategy 4: Fuel PMC's business growth through a continuous flow of industry top

talent across all functional areas and geographies

Strategy 5: Implement an aggressive, competitive, excellence oriented operating

culture at PMC that retains the best talent


My Local Role (BU BP)

1. Support Management - Mentoring and Coaching of the BU leaders

2. Employee Retention

3. Recruitment

4. New Employee integration: Ramp-Up plan, Mentoring Process

5. Training & Development

6. FPR: STIP (bonuses), Yearly Evaluation process, Ranking, Rating,

Employee Development Process, Salary Surveys, Market Adjustment ,

Promotions, Succession Planning, Retention Plan

7. Social Benefits /Legal /finance: Manager’s Insurance, Health

Insurance, ESOP/ ESPP, internal procedures, Relocations, etc…

8. Welfare: Events, Incentives and Presents, Community Relations

9. Facilities and Administration


My International Role

1. Mentoring and Coaching our site’s HR managers

2. Bridge between the local HR, Site managers, Corporate HR FU & BP

3. Company Process and Procedures

4. Operation, Compensation and Benefits, Local Labor law

5. Recruitment

6. Training and Development

7. Employee & Community Relation

In General my missions for 2011 are:

1. Consistency of offerings and execution across all sites

2. Able to drive growth in the right places

3. Drive cross site/cultural collaboration


Examples

1. Training and Development

2. FPR process


PMCU and Training

Access course catalogue

View calendar of upcoming

instructor-led courses

View your Training Record

Launch self-study courses

Record courses as

completed

Guidelines for tuition and

professional membership

reimbursement


Methodology used to select the vendor

Invited proposals from 5 vendors

Vendor Interviews

Vendor evaluation - based on the following parameters:

- Course modules

- Market credibility

- Understanding PMC’s requirement

- Commercial issues

- Vendor Feedback through reference check

Price Negotiation


Recommendation for Management Series

Training programs to begin from January 2011 onwards

Note : The above number doesn’t include venue cost of $10000

PMC Managerial Series Vendor Name Duration Initial Cost in INR Final cost in INR Final cost in $

MANAGEMENT SERIES I Pre Study Charges 1day INR 30,000.00 INR 25000 .00 $ 556

1) Roles of a Manager Pragathi Institute 2days INR 100,000.00 INR 80000.00 $ 1778

2) Building Effective Teams Pragathi Institute 1days INR 55,000.00 INR 45000 .00 $ 1000

3) Financial Skills for non-financial Managers Door Consulting 2days INR 90,000.00 INR 86000.00 $ 1911

4) Driving Results Door Consulting 2days INR 90,000.00 INR 86000.00 $ 1911

MANAGEMENT SERIES II Pre Study Charges 1day INR 50,000.00 INR 30000.00 $ 667

1) Market Awareness & Business Case

Development

2) Strategic Talent Management Pragathi Institute 2days INR 140,000.00 INR 100000.00 $ 2222

3) Leading Organizational Change Door Consulting 1days INR 50,000.00 INR 48000.00 $ 1066

4) Leadership Communication Pragathi Institute 2days INR 140,000.00 INR 110000.00 $ 2444

5) * Action Learning Project* - building a

business for a "real“ change opportunity at

PMC Pragathi Institute 2days INR 140,000.00 INR 100000 .00 $ 2222

Total cost INR 885,000.00 INR 710000.00 $15,778


Training Summery

Learn the corporate methods and systems

Learn how it is actually done

Do your homework: market surveys and benchmarks, talk with the

managers and understand the local needs, get the GM engaged, be

creative (expert platform etc…)

Dive into the details: learn what works for us and what doesn’t, suggest

alternatives

Present your proposal to the corporate and be clear on the message

Go back “home” and communicate the decision

Impose the decision and help to enforce the process and it’s execution


Focal Point Review

Focal Point Review consists of:

1. Annual performance review, ranking and rating

2. Base salary review and merit increases

3. Annual equity awards (options and/or RSU grants)

4. Promotions

Goals of the Annual Performance Review:

Individual level

Provide feedback on employee performance over the past year

Acknowledge impact of an individual's accomplishments

Reinforce strong skills, provide guidance on developing others

Define expected performance level for the coming year

Recognition and rewards are consistent with individual and group

performance of deliverables

Organizational level

Drive continuous improvement

Provide accurate historical performance data (serve as a permanent legal

record)


FPR Summery

Take an active part in the team work of the HR team prior to the process and

perform a “Lessons Learned”

Be the expert and learn the corporate methods and systems

Know who can assist you with technical issues, reports and other related issues

in real time.

Create good interpersonal relations with you global colleagues

If you think it needs to improve/change – do not hesitate to propose that

Be creative. For example, Israel Employee Development plan, became a global

process

Perform Training Schedules, Presentations, Mentoring

Bridge between the local leaders and the Corporate HR. “Translate it” to them

Be very aggressive on the internal timelines taking into account the different time

zones and cultures

Work with the leaders and make sure you are all in line with the process

Support your GM during the presentation to the CEO and help them to

communicate the massage afterward


Challenges

Complex processes

Hard to work remotely

Time zones

Cultural differences

“Stuck” in the middle – Balancing loyalties, commitments, belonging

Constant struggles to defend your point of view locally and globally

Explaining local “feelings” to the corporate

Trust, Transparency, Communication


Tools

Understand the “big” picture

- Corporate environment and goals

- Business situation

- Corporate policy and restrictions

Market surveys, Benchmarks, relevant literature and articles

Provide facts, supporting data

Ask questions, seek to understand and then to be understood

Feel the local pulse

Understand the corporate decision making politics.


The top four competencies for senior HR leaders

operating in global organizations are:

1. Global Intelligence/Global Mind-Set

2. Cross-Cultural Intelligence

3. Effective Communication

4. Strategic Thinking


Keys to success

Be Proactive !!!

Intra-and-Inter Organizational Trust

Create Good Work Relationships – Think “Win-Win”

Communication, Communication, Communication

Add Value to your Clients, HR global and local teams,

your manager (VP HR), your GM and the CEO.

Enjoy your Exciting Role!


Any Questions?


www.pmc-sierra.com

global hr

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