How Global Teams In India Are Managed Versus How They Should Be Managed
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Read the scenario and address the checklist items.
Scenario:
Sybil, as the global team manager, was hired to manage some new global teams for Alternating Energy Inc. (AEI), an alternative-energy company implementing wind and solar-generated energy systems throughout the globe. Sybil had worked previously for a gas exploration company in North America, so she simply hired many of her previous company’s employees who had worked for her at the gas exploration company. Sybil deployed the teams along with their families to work with Indian nationals and clients in India. Since India is such a large country, although there is some autonomy for the teams, all decisions were made by Sybil and then subsequently communicated with the teams.
After 6 months in the field, the teams are not performing well. The team members are frustrated by what they term as internal conflicts and “the clients’ lack of cooperation,” and their families seem to be unhappy in the new environment. The AEI executive management team is beginning to ask questions not only regarding the teams’ performance but also regarding the hiring process used. AEI has an employee handbook saying that the company hires people based on abilities from a diverse pool of candidates that also represent their diversity of global clients.
Checklist:
● Describe the problems you discern in this situation from the brief facts provided.
● Describe how the global teams in India are managed versus how they should be managed.
● Apply global HRM concepts from your reading to the hiring of the teams.
● If you had been Sybil, how would you have applied cultural acclimatization concepts that would fit this scenario at the outset to help the team members and their families successfully adjust to India?
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