Grandview Global Financial Services is an international corporation providing multiple financial services. Although it is one of the smaller players in the field, the firm has about 20,000 employees worldwide. Corporate strategy has focused on serving a niche market comprised of high net worth individuals, providing them with all the wealth management services they require. These services include investments, insurance, banking, real estate, financial planning, and related services. The linchpin making all these services work well is the quality of the employees—the degree to which they are motivated to provide “over-the-top” attention to clients’ needs. Clients have come to expect this level of service regardless of where they might happen to be and regardless of the time. Because of clients’ high expectations, every employee is expected to provide flawless service. As it has expanded globally, Grandview has hired employees from all the countries in which it does business. While all employees are expected to speak English, business is conducted in nine different languages in 45 locations. Grandview has invested heavily in developing a uniform corporate culture but has not succeeded in doing so in all locations. One difficulty has been the PM and reward systems. Each geographic area developed its own PM tools, which reflect the national culture and the past experiences of local employees. There are a variety of systems using different performance criteria. Most of the PM materials are in Microsoft Word. Some of the systems seem to work all right, while others do not. None of the systems are coordinated, except to the extent those final performance ratings are sent to the Grandview corporate HR department. There has been enormous push back and noncompliance with PM policies from the employees because of the difficulty of the paper performance process as well as the nine different languages being used worldwide . Rewards systems are similarly localized. Base pay, incentive systems, and benefits have grown up in each geographic location in accord with local market practices, laws, and customs. The complexity and number of Excel spreadsheets needed to manage the financial targets and the resulting compensation plans for that many employees have created perceived and actual inequities. It is difficult to transfer employees across geographic areas because of the different systems in place, and awareness that employees in different locations have very different terms and conditions has created morale problems. Corporate HR has PM and rewards modules in its HRIS covering U.S. employees, but this takes care of only about 60% of Grandview’s employee population. An executive rewards module does cover about 2,000 senior executives worldwide, but all foreign data are sent from different locations and
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