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    GarciaEzrah 14TP1

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    Lenovo adopted a geocentric staffing policy after acquiring IBM, focusing on recruiting and retaining talented employees regardless of their nationality or other attributes. This supported Lenovo's strategy of becoming a global brand by helping them expand into new markets. Potential weaknesses include the high costs of recruiting globally and cultural challenges integrating a diverse workforce, especially for Lenovo which previously had mostly Chinese employees. For Lenovo to truly globalize, its HR department must enable collaboration across cultures, provide training on the company's goals and work ethics, and select qualified candidates for roles in foreign markets through an effective recruitment process.

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    GarciaEzrah 14TP1

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    ezrahjadegarcia
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    Lenovo adopted a geocentric staffing policy after acquiring IBM, focusing on recruiting and retaining talented employees regardless of their nationality or other attributes. This supported Lenovo's strategy of becoming a global brand by helping them expand into new markets. Potential weaknesses include the high costs of recruiting globally and cultural challenges integrating a diverse workforce, especially for Lenovo which previously had mostly Chinese employees. For Lenovo to truly globalize, its HR department must enable collaboration across cultures, provide training on the company's goals and work ethics, and select qualified candidates for roles in foreign markets through an effective recruitment process.

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    Lenovo adopted a geocentric staffing policy after acquiring IBM, focusing on recruiting and retaining talented employees regardless of their nationality or other attributes. This supported Lenovo's strategy of becoming a global brand by helping them expand into new markets. Potential weaknesses include the high costs of recruiting globally and cultural challenges integrating a diverse workforce, especially for Lenovo which previously had mostly Chinese employees. For Lenovo to truly globalize, its HR department must enable collaboration across cultures, provide training on the company's goals and work ethics, and select qualified candidates for roles in foreign markets through an effective recruitment process.

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    22 views2 pages

    GarciaEzrah 14TP1

    Uploaded by

    ezrahjadegarcia
    Lenovo adopted a geocentric staffing policy after acquiring IBM, focusing on recruiting and retaining talented employees regardless of their nationality or other attributes. This supported Lenovo's strategy of becoming a global brand by helping them expand into new markets. Potential weaknesses include the high costs of recruiting globally and cultural challenges integrating a diverse workforce, especially for Lenovo which previously had mostly Chinese employees. For Lenovo to truly globalize, its HR department must enable collaboration across cultures, provide training on the company's goals and work ethics, and select qualified candidates for roles in foreign markets through an effective recruitment process.

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    GARCIA, EZRAH JADE L.

    BSBA-3A 01/07/24

    LENOVO

    1. What is the staffing policy that Lenovo is pursuing?

    The Human Resources Department included the staff into their priorities following the purchase
    by informing them that they would become Lenovo employees. They were promised pay and benefits that
    were equivalent to or greater than what they received at IBM. They have given staff the option of
    accepting Lenovo's job offer or departing without compensation. Many others were similarly surprised by
    the company's new organizational structure. They moved IBM's global headquarters to New York in order
    to retain many of the company's employees. The top management team is made up of half Chinese and
    half American. The organization doesn't care where an applicant for a position comes from. These are
    signs of a geocentric personnel policy. According to the geocentric staffing strategy approach, the primary
    focus of hiring and retaining employees or candidates will be on their skills and capabilities. Management
    gives little attention to variables such as a candidate's gender, race, age, or nationality.

    2. What strategy do you think the company is pursuing? Does its staffing policy match its strategy?

    Lenovo is on the verge of a significant change. This plan develops an integrated strategy that
    tackles the organization's content and people at the same time. It is a plan that takes into account the
    company's human resources, procedures, and technology. To adapt to various external situations affecting
    the firm, considerable changes to these critical elements are required. In today's environment, many
    businesses, including Lenovo, seek to reach a larger audience. Despite having no past experience as a
    global brand, they took their first move toward globalization by acquiring IBM. Lenovo made every effort
    to hire the most competent and experienced professionals, many of whom were formerly employed by
    IBM.

    Their geocentric policy supported the company's best interests and was consistent with their overall
    strategy.

    3. What are the strengths of Lenovo’s staffing policy? Can you see any potential weaknesses or
    problems that the company might encounter as a result of this policy?

    Lenovo's hiring strategy is effective since it seeks to recruit the best individuals in the business.
    They focused on an individual's talents and skills. They believed that having the best employees in the
    GARCIA, EZRAH JADE L. BSBA-3A 01/07/24

    organization would help them thrive in their global effort. Lenovo's geocentric employment policy
    encourages cultural diversity in their workforce, which is beneficial because the company intends to be a
    global brand, and a diverse workforce will help them achieve that goal. If one of their key employees is
    from that country, they will gain a competitive advantage and find it easier to expand into other foreign
    markets. The disadvantage or issue they may face is that putting this concept into action may be fairly
    costly, as personnel can come from any place on the panet. The geocentric ideology strives to hire the best
    individuals, which may come at a high cost, because the people they seek have the most experience and
    are well-versed in their chosen professions. It will also be a significant shift for Lenovo, a Chinese
    company, to suddenly have employees from all over the world working for them. As stated in the lawsuit,
    they had little prior experience with globalization, and prior to the acquisition, the majority of the firm
    was comprised of Chinese people. Acculturation in the organization will take time, and there may be
    cultural clashes as a result of cultural differences. English was also chosen as their business language,
    which may present a challenge for the Chinese employees.

    4. What should the HRM function do to enable Lenovo to become a truly global enterprise?

    Lenovo's HRM function must be able to keep up with the organization's growing number of
    employees who are needed for globalization if the company is to become truly global. These folks will
    come from a diverse range of cultural backgrounds. HR will be in charge of determining ways to
    successfully collaborate among employees. They should be able to conduct early research on how these
    different cultures can acquire accustomed to one another. HR will also be in charge of planning crucial
    trainings for employees in order to inculcate the company's mission, vision, and goals in them. Because
    the employees come from different countries, it is also HR's responsibility to familiarize them with the
    various work ethics and help them understand them. In order to meet the company's globalization goal,
    HR management must be able to manage these individuals. Finally, during the early stages of a company's
    globalization plan, HR should be able to determine who is truly qualified for important roles in the
    foreign markets they are attempting to reach. To be able to select the best candidate for a position, they
    must establish an effective recruitment procedure. These workers should have the necessary training to be
    competent in the foreign market where they are posted.

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