Please note! Course description is confirmed for two academic years, which means that in general, e.g. Learning outcomes, assessment methods and key content stays unchanged. However, via course syllabus, it is possible to specify or change the course execution in each realization of the course, such as how the contact sessions are organized, assessment methods weighted or materials used.

LEARNING OUTCOMES

Upon completion of the course, students should understand how people management can contribute to value creation in multinational organizations.

Credits: 6

Schedule: 25.02.2020 - 24.03.2020

Teacher in charge (valid 01.08.2020-31.07.2022): Ingmar Björkman

Teacher in charge (applies in this implementation): Minna Söderqvist, Minna Söderqvist

Contact information for the course (valid 07.02.2020-21.12.2112):

Professor Rebecca Piekkari

E-mail: rebecca.piekkari@aalto.fi

Office: Y-205, Dept of Mgt Studies

Office hours: Meeting upon request


Course assistant: Linh Duong

E-mail: thuy.duong@aalto.fi


CEFR level (applies in this implementation):

Language of instruction and studies (valid 01.08.2020-31.07.2022):

Teaching language: English

Languages of study attainment: English

CONTENT, ASSESSMENT AND WORKLOAD

Content
  • Valid 01.08.2020-31.07.2022:

    The course exposes participants to the intersection between strategic management and people management in multinational organizations. People are considered a key source of global competitiveness of firms. Yet, the challenge of effective people management are considerable in multinational organizations operating across different geographical, cultural and institutional environments. The course is divided into three broad themes: (i) the link between firm strategy, organizational capabilities and people management; (ii) how to control, coordinate and transform international operations through structural mechanisms, social architecture (organizational culture and social capital), and people management processes; and (iii) key people (HR) management practices such as talent acquisition and management, performance management, leadership development, and mobility in a global context.

  • Applies in this implementation:

    The course examines issues and challenges related to people management in a multinational context. People are considered as one of the most, if not the most important resource for global competitiveness of firms. Yet, the challenge of effective people management remains considerable in multinational organizations operating across very different geographical, cultural and institutional environments. The course is divided into three broad themes: (i) the link between firm strategy, capabilities and HR; (ii) global HRM practices such as talent management and diversity management; and (iii) HR’s role in facilitating organization culture and cohesion. 


Assessment Methods and Criteria
  • Valid 01.08.2020-31.07.2022:

    100% Assignments and in-class contributions

  • Applies in this implementation:

    Individual pre-assignment for Session 1

    4 % (4 p.)

    Individual reflection paper

    18 % (9 x 2 p.)

    In-class assignments in groups

    20% (4 x 5 p.)

    Individual case studies (Sophie case, KONE)

    30 % (20 p. + 10 p.)

    Final course paper

    10 % (10 p.)

    Active participation and contribution

    18 % (9 x 2 p.)


    Grading scale 1-5 will be used. 

    0-49 points = 0 (fail)

    50-59 points = 1

    60-69 points = 2

    70-79 points = 3

    80-89 points = 4

    90-100 points = 5

Workload
  • Valid 01.08.2020-31.07.2022:

    Contact teaching: 33h Independent work: 127h Total 160h (6 ECTS)

  • Applies in this implementation:

    Individual pre-assignment for Session 1 (4%, 4 p.)

    For your pre-assignment, please answer the following questions:

    1. What kind of experience do you have about HR? You can write about your academic knowledge about HR, i.e. which HR courses you have attended, and your experience about HR that you have from work life or your hobbies. 

    2. In your view, which organization is exemplary in people management? Why? 

    3. What kind of expectations do you have for this course?

    Format: min.1 page (Font: 12pt Times New Roman; Line spacing: 1,5 lines), include full references to the sources. 

    Deadline: The pre-assignment has to be uploaded to the assignment submission box in MyCourses by February, 21st  at 23:59. Be prepared to discuss your answers in the first session of the course.

    Individual reflection paper (18 %, 9 x 2 p.)

    Submit an individual reflection paper in which you reflect on the learnings from your reading of the assigned literature for each session. For each chapter and article the paper should contain: 

    1. Own learning points (i.e. what did YOU learn when reading the material)

    2. Questions/issues that you would like to discuss during the session, as well as reasons why you think these questions/issues are worthy of discussion

    Format: 200-250 words per chapter/article

    Deadline: The reflection paper has to be uploaded to the assignment submission box in MyCourses the night before each session by 23:59.

     In-class assignments in groups (20%, 4 x 5 p.)

    All case assignments will be done in class as group work and the groups will be different for each case. The cases will be given in class, and there is no need to prepare beforehand. The dates for each case are given below.

    Grading for the case assignments is 0-5 points per case and criteria for evaluating the case assignments are given during the first lecture. More detailed instructions for each case are given in class. The case solutions and evaluation will be discussed in class and overall feedback given. Individual feedback is available upon request.

    Case 1:           For Session 2, February 27

    Case 2:           For Session 4, March 5

    Case 3:           For Session 5, March 10 

    Case 4:          For Session 6, March 12

     Format: 3-5 power point slides, in class presentation

    Individual case studies (KONE case and Sophie case), 30% (20 p. and 10 p.)

    Session 8: KONE case 

    The case will be available from MyCourses (please note that the case is proprietary material and is only intended for the use of the course participants). Analyse the case and answer the following questions:

    Critically evaluate KONE’s global talent management activities. What kinds of improvements should KONE still make?

    How would you describe the challenges KONE is facing in China?

    2a. What should KONE do in China?

    2b. Should KONE transfer some of its talent management practices in China to other parts of the global corporation?

    Format: 1000 words

    Deadline: The case solution has to be uploaded to the assignment submission box in MyCourses before the start of Session 8, March 18 at 23:59.

    Session 9: Sophie case 

    The case is available from MyCourses (please note that the case is proprietary material and is only intended for the use of the course participants). Analyse the case and answer the following questions:

    Are Peter and Sophie suited to living abroad? Why? 

    Assess the quality of the preparation for, and the conditions of their expatriation.

    Once settled in Iran, what difficulties did Peter and Sophie face?

    Imagine you are Olav, Peter’s manager. You have read a recent study explaining that most failed expatriations are due to the partner. What measures will you take to ensure that their experience abroad ends well?

    Format: 800 words

    Deadline: The case solution has to be uploaded to the assignment submission box in MyCourses before the start of Session 9, March 23 at 23:59.

    Active participation and contribution (18%, 9 x 2 p.)

    Although the classes are not compulsory, you will learn most by actively participating in the course. Each session and its assignments have been designed in such a way that it is very difficult to pass the course without active participation. 

    During every class we will discuss the readings assigned for each session in order to expose you to the relevant academic literature on each topic. The full references to the articles are available in the course outline below. It is recommended to use approximately 2-3 hours for getting familiar with the articles and preparing reflection paper. 

    For the purpose, 18% of the course evaluation will be based on active participation and contribution during sessions. In addition, you can also get 2 bonus points for responding to the feedback survey. These points will be awarded at the end of the course. Name tags need to be worn throughout the course.

    Individual reflection paper (10%, 10 p.)

    Reflect upon the following questions:

    • What were the most important take-aways of the course for you personally and why?
    • How has your thinking about people management evolved during the course (compare to your initial thoughts in the pre-assignment for Session 1)?
    • What (if anything) will you think about and/or do differently from now on?

    Remember to use academic writing style with proper referencing.

    Format: Max. 1400 words (Font: 12pt Times New Roman; Line spacing: 1,5 lines), include full references to the sources.

    Deadline: The assignment has to be uploaded to the assignment submission box in MyCourses by April 8 at 23:59.

    Note for all assignments:

    Please note that none of the above assignments are compulsory, you will just not get the points for those that you miss. However, in order to ensure the same rules for all students, the deadlines are non-negotiable and assignments cannot be compensated with a different one.


DETAILS

Study Material
  • Valid 01.08.2020-31.07.2022:

    Pucik, V., Evans, P., Björkman, I. & Morris, S. (2017). Global Challenge: International Human Resource Management. Chicago Business Press. Third edition.

    Cases and other material as presented in the syllabus.

     

  • Applies in this implementation:

    Only selected readings (e.g. cases) are available on MyCourses. As to all the other readings, you are expected to download them yourself based on the references provided in the preliminary schedule. These readings are publicly available, and you can find them easily by searching (in Google) with the article name (please note this works on any Aalto computer, but not elsewhere) or via our university library webpages. An older edition of the textbook available in the library.

    Reading list for each session can be found here: 

    Session 1: Course Introduction. 25.02.2020

    Pucik, V., Evans, P., Björkman, I., and Morris, S. (2017). The Global Challenge: International Human Resource Management.Chicago: Chicago Business Press. Third edition, Chapter 1.

    Session 2: The roles and responsibilities of the HR function. 27.02.2020

    1. Capelli, P. (2015). Why we love to hate HR... and what HR can do about it. Harvard Business Review, 93(7-8), 54-61.

    2. Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. D. (2013). The State of the HR Profession. Human Resource Management52(3), 457-471.

    Session 3:  Diversity management: Dimensions, challenges and opportunities. 03.03.2020

    1. Piekkari, R., Oxelheim, L. and Randøy, T. (2015). The Silent Board: How Language Diversity May Affect Work Processes of the Corporate Board. Corporate Governance: An International Review, 23(1), 25-41.  

    2. Taplett, F. B., Kretz, M. Dean, J. and Novacek, G. (2019). Diversity is just the first step: Inclusion comes next. Boston Consulting Group reports, available at https://www.bcg.com/publications/2019/diversity-first-step-inclusion-comes-next.aspx

    Choose one of the following reports based on your interests and language skills: 

    1. UNTIL’s Diversity & Inclusion report 2019 https://until.un.org/news/until-releases-report-diversity-and-inclusion-tech

    2. Women in the Workplace by McKinsey & Company (available on MyCourses)

    3. Findix report 2020 (in Finnish) http://findix.fi/uploads/1/2/4/4/124448646/findix_2020_fi_final.pdf

    4. The Confidence Gap 2014 (Available on MyCourses)

    Session 4: Shaping organizational culture and facilitating cohesion in multinationals. 05.03.2020

    1. Watkins, M. D. (2013). What Is Organizational Culture? And Why Should We Care?. Harvard Business Review Digital Articles, 2-5.

    2. Barney, J.B. (1986) Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review 11(3), 656-665.

    Session 5: Learnings from competitive sports and the new generation of employees. 10.03.2020

    Schroth, H. (2019) Are you ready for Gen Z in the workplace? Californian Management Review, 61(3): 5-18

    Session 6: Filling talent gaps. 12.03.2020

    Chand, M. and Tung, R. (2019) Skilled immigration to fill talent gaps: A comparison of the immigration policies in the United States, Canada and Australia. Journal of International Business Policy2(4), 333-355.

    Session 7: Challenges of work-life integration in multinationals. 17.03.2020

    Christensen, C. M. (2010). How will you measure your life? Harvard Business Review 88(7-8), 46-51.

    More background information: Christensen, C. M., Allworth, J. and Dillon, K. (2012). How will you measure your life? New York: Harper Business.

    Session 8: Acquiring and developing talent. 19.03.2020

    1. Pucik, V., Evans, P., Björkman, I., and Morris, S. (2017). Global Challenge: International Human Resource Management.Chicago: Chicago Business Press. Third edition, Chapter 6. 

    2. KONE case (available on MyCourses)

    Session 9: Expatriates and global mobility 

    1. Pucik, V., Evans, P., Björkman, I., and Morris, S. (2017). Global Challenge: International Human Resource Management.Chicago: Chicago Business Press. Third edition, Chapter 9.

    2. Clouse, M.A. and Watkins, M.D. (2009). Three keys to getting an overseas assignment right. Harvard Business Review, October: 115-119.

    3. Sophie in the land of the Mullahs: From clichés to the reality of expatriation (case available on MyCourses).







Substitutes for Courses
  • Valid 01.08.2020-31.07.2022:

    26E00700 International Human Resource Management. Please note that you can take either one of the courses.

Prerequisites
  • Valid 01.08.2020-31.07.2022:

    No prerequisites. Strategic Human Resource Management recommended.

SDG: Sustainable Development Goals

    5 Gender Equality

FURTHER INFORMATION

Details on the schedule
  • Applies in this implementation:

    Below is the topic and content of each session of the course. Please find the requested readings for individual reflection paper in the next section.
    Session 1: Course introduction (strongly recommended) - 25.02.2020  09.15-12.00 @Väre Q101
    Topic:

    - Introduction: learning goals, skills and pedagogy, assignments and practicalities.

    - Why people management? 

    - Understanding the field of HRM.

    - Pre-assignment. 

    Visitor: Virpi Outila, Leeds University, UK

    Deadline: Pre-assignment 21.02 at 23:59. Reflection paper 24.2 at 23:59.

    Session 2: The roles and responsibilities of the HR function - 27.02.2020  09.15-12.00 @Väre Q101

     Topic:

    -The role of the HR function in multinational corporations

    - In-class assignment: Case 1

     Visitor: Virpi Outila, Leeds University, UK

    Deadline: Reflection paper: 26.02 at 23:59.

     Session 3:  Diversity management: Dimensions, challenges and opportunities - 3.3.2020  09.15-12.00 @Väre Q101

     Topic:

    - What are the key dimensions of diversity?  

    - Why is diversity management challenging?

    - What opportunities does diversity management offer for societies and organizations? 

    Deadline: Reflection paper 2.3 at 23:59.

    Session 4: Shaping organizational culture and facilitating cohesion in multinationals - 5.3.2020  09.15-12.00  @Väre Q101

     Topic:

    - How does HR contribute to a supporting organizational culture and facilitate cohesion? 

    - In-class assignment: Case 2.

    Deadline: Reflection paper 4.3 at 23:59.

    Session 5: Learnings from competitive sports and the new generation of employees - 10.03.2020  09.15-12.00 @Väre Q101

    Topic:

    What insights can be drawn from competitive sports at the highest level for people management and leadership? 

    How can companies respond to new generations of employees and their expectations? 

    - In-class assignment: Case 3 What skills have you practiced in your hobbies that may prove beneficial in your subsequent career?

    VisitorSami Itani, Country manager of Finland, Adecco and President, Finnish Athletics 

    Deadline: Reflection paper 9.3 at 23:59.

    Session 6: Filling talent gaps - 12.03.2020  09.15-12.00 @Väre Q101

     Topic:

    - What are the implications of talent gaps in Finland for SMEs and policy makers? 

    - In-class assignment: Case 4.

    Visitor:

    Ulla Hiekkanen-Mäkelä, Business Finland, Talent boost programme.

    Deadline: Reflection paper 11.3 at 23:59.

    Session 7: Challenges of work-life integration in multinationals -  17.03.2020  09.15-12.00 @Väre Q101

     Topic:

    -Managing self at the workplace

     Visitor:

    Juha Äkräs, Co-founder, Executive Chairman of the Board, H2H Performance Ltd. 

    Deadline: Reflection paper 16.3 at 23:59.

    Session 8: Acquiring and developing talent -  19.03.2020  09.15-12.00 @Väre Q101

     Topic:

    -Global talent management.

    -KONE case (see previous section for the questions to be answered about the case).

    Visitor:  Ingmar Björkman, co-author of the KONE case

    Deadline: Reflection paper 18.3 at 23:59. Individual case (KONE case or Sophie case) 18.3 at 23:59. 

    Session 9: Expatriates and global mobility -  24.03.2020  09.15-12.00 @Väre

    Topics:

    - Managing expatriates and global mobility.

    - Sophie in the lands of the Mullahs (see previous section for the questions to be answered about the case).

    Deadline: Reflection paper 23.3 at 23:59..