Diverse International Team Integration

Diverse International Team Integration

From: Group Head of Human resources and Manpower Development

To: The team members in charge of divisions and territories

RE: Diverse International Team Integration Meeting

Hello team members. Trust you are all doing fine. I take this opportunity to inform you of the coming team cohesion meeting considering our diverse background. This will help us develop strong cohesion as team members as we prepare to take the company to greater heights as we seek to use our cultural diversity to make our professionalism to remain beyond reproach.

I wish to bring to your attention the following thematic issues that are dear to our company’s operations:

Cultural considerations

Due to our diversity, the company appreciates the different cultures each member of the staff adheres to as long as it is in line with the company’s cultures and values. Therefore, the company’s policy and manpower management manual as well as handbook helps not to treat both external and internal stakeholder in bad light due to their culture, race or religious beliefs or dressings or accompanying accessories (Germain, & McGuire, 2014). Thus, the company will be guided by its policy and different time’s zones in promoting cohesive working relations that promote efficiency delivery of products and services in our existing and new territories.

Team Expectations Plans

The company intends to use the set appraisal standards across board regardless of the employee’s country of operations as long as they are within the applicable countries laws and international labor laws. However due to change in the operational terrain and cultural dictates there will be slight variations that will be made operational after consultation within the territory of the operation. Each team member will be expected to report their performance to the head of operations within their territory (Germain, & McGuire, 2014). Also, any budget for operations and contingency shall be developed at the territory level with our head office in the United States doing only approval upon evaluation against certain metrics. The company support development of automatic teams that are independent in the accomplishing certain tasks of interests. The team will be given autonomy in making decisions that are supporting the attainment of company goals. The head of the team is liable to reach the functional unit manager to share their progress during which the appraisal standards will be reviewed. The company has put in place digital technologies as well as other forms of communication that will allow seamless communication among team members.

Common issues among Team members

Each member of the team is entitled to paid annual leave, sick leave, medical cover for self and family, car allowance and any other allowances that support their performance as stipulated in the company’s human resources policy. Every employee will be entitled to receive monthly pay in installment at the last day of the month that will be calculated as per the approved company’s and industry scales and remitted to the bank account of their choice in the US dollars (André, Baldoquín, & Acuña, 2011). The salary will be as stipulated in the employment contract plus applicable bonuses, allowances and overtime for the month.

Management Plans

The company supports creation of autonomous units with functional heads to accomplish a certain tasks as per issued guidelines. The functional heads are required to present the team work performance to territory head as well the required budgets that are reviewed (Barnett, & Weidenfeller, 2016). The territory leader will report to top management based at the company’s head office.

Holiday policy

The company respects all the international and religious holiday of the team members regardless of their country of origin. However, the onus rests on the employee to inform their functional heads of any holiday that is specific to their country of operations or religious or cultural beliefs to ensure they get leave to observe the holiday (Barnett, & Weidenfeller, 2016).

It’s my expectations that each team member will review the aforementioned issues before the online meeting as outlined in the conference call invitation.

I look forward towards the meeting and having cordial engagements with you.

Thanks in advance.

With kind regards,

Group Head of Human resources and manpower development

References

André, M., Baldoquín, M. G., & Acuña, S. T. (2011). Formal model for assigning human resources to teams in software projects. Information and Software Technology, 53(3), 259-275.

Barnett, R. C., & Weidenfeller, N. K. (2016). Shared leadership and team performance. Advances in Developing Human Resources, 18(3), 334-351.

Germain, M. L., & McGuire, D. (2014). The role of swift trust in virtual teams and implications for human resource development. Advances in Developing Human Resources, 16(3), 356-370.

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