 In this topic, we are going to discuss a strategic view of international human resource management. This is a framework developed by Desiree and Dowling in which they have identified two types of factors, external factors and organizational factors, which affect the human resource function and the human resource function then affects the multinational enterprise performance. You can also see in this model that external factors are also affecting the organizational factors. So they do not stand separate from each other. The organizational factors are being affected by the external factors, which are then affecting the human resource function, which is in turn affecting the multinational performance. Now we are going to talk about each of this set of variables individually. First of all, you have seen that the factors which are affecting international human resource are the external factors. What are those external factors? Number one is the PESTAL analysis. As students of management, you must have heard about the PEST analysis and the PESTAL analysis, which is the analysis of the political, economic, social, technological and legal and environmental or ecological factors of your environment. So you need to see what type of social, political, economic factors are affecting your environment. Then the other external factor which affects your human resource policies is the organizational links with other multinationals in and with the national governments. If you have a useful network of organizations of other multinationals working with you and if you have good networking with the host country governments, you will be more successful and you will have better HR policies in your organization. Then the third one is asymmetric events and finally the environmental dynamics. We are going to discuss asymmetric events. What are asymmetric events? You must have heard about the 9-11 incident. Apart from that, the events of terrorism, the environmental hazards such as tsunami or earthquake, all these events are called asymmetric events. They are asymmetry which means that does not have any symmetry. You cannot forecast them beforehand, you cannot plan about them beforehand. You cannot sense their intensity, their intensity, you cannot know about them. So they are asymmetric. They don't have any asymmetry. In the internal environment, how much asymmetry is there? Particularly, the most highlighted factor these days is the factor of terrorism. Terrorism can have a significant effect on how your organization operates in the international context. Which countries can you go to? If you want to work in such countries where there is more possibility of asymmetric events, how will you secure your operations, your employees and how can you get out of this asymmetry? Asymmetric events tend to be unmatched in our capabilities and plans. We don't have any matching of these asymmetric events with our capabilities or we have no plans for that. We didn't have any plan for the APS event. We didn't have any plan for the earthquake that hit our northern areas. So we can't plan for them. Then they are highly leveraged against our particular assets. Obviously, these asymmetric events affect our assets. They affect our human assets. They affect our physical assets. They affect our financial assets. And they are designed to secure leverage against our assets so that we feel insecure about our assets. And they work around, offset and negate what in other contexts are our strengths. So they make us insecure. They make us weak. They create weaknesses in our capabilities which otherwise can be considered our strength. And they are difficult to respond to in a discriminate and proportionate manner. You can't respond to them in any proportion. You have to respond disproportionately to them and manage them. For example, after the APS event, you can see that all the schools in the country are in a disproportionate event. You see those barbed wires and you see high walls and you see security guards in some schools. They are monitoring from the roof. So this is a disproportionate management of this type of asymmetric event. Then when we talk about the organizational factor, the type of organizational factors, they affect how our HR policies are going to be managed. So in those organizational factors, number one is the M&E balance of global integration and local responsiveness. Now this is something which is most important for an M&E to carry out. It is important to understand that the multinationals are globally integrated. They have coherence. They are well connected. But they are also locally responsive. You must have heard of the sentence, be global but act local. So this is something which is required for the M&E's to do. So there is balance of these two things. Sometimes the M&E's are more focused on global integration and not focused on local responsiveness. If there is not balance between these two, then your organization is going to suffer. Then secondly is M&E structure. What type of organizational structure is there? Then size and maturity. How mature the multinational is. If a multinational is due in a context, it will have different effects on its HR policies. But if a multinational is established for a long period of time, then it will have more strength in that particular environment. Then what type of strategy is being undertaken by that multinational? Corporate governance is also very important in multinational working. Ethical issues, governance issues are being taken up in these times. They are given a lot of importance and that needs to be dealt with. Then headquarters international orientation is very much important in defining your human resource policies and processes. Then how much you are successful in doing that? If your headquarters has got international orientation, if they are well oriented towards international operations, they will be more successful in carrying out international operations. If they do not have that orientation, then it is going to be difficult. Then finally your multinational culture. How much diversity does it include? How much accepting they are? How much tolerant they are towards different various cultures? That is going to affect the performance of your multinational. All these internal and external factors will affect your human resource function in terms of how well you are able to manage your global corporate HR role, how well you are able to manage your HR practices, and how well you are able to manage crisis management and coordination. All this will have an effect on the performance of your company in three ways, in financial terms, in social terms, and finally in enterprise resilience.