The paper "Human Resource Challenges at BigPond " is a great example of a human resources case study. Most companies in Australia among other developed economies now prefer to set up or outsource operations to emerging economies. These emerging countries, especially those in Asia, have comparatively lower wage rates and could provide the much-needed cost savings on operations. BigPond has decided to follow in the footsteps of the pioneers of this trend. It aims at setting up an offshore help desk for the consumers of its broadband service. After deliberations, the top executives settled upon India as the best destination for the offshore help desk.
In addition to its low wage rate, most citizens have a remarkable familiarity with English despite the fact that it is not their first language. This report seeks to highlight the possible human resource challenges it could experience before passing recommendations on how they can be addressed. Cultural conflict Setting up operations in a foreign country requires more than the possession of huge financial resources. It places an organization in a tricky situation where it has to operate in a totally different environment.
Therefore, an organization needs to have familiarity with the domestic situation. It will require an in-depth awareness of the social and cultural factors that could influence employee behavior (Ross-Gordon & Brooks, 2004). In the absence of these conflicts will always emerge in the workplace as various employees from Australia and India interact with one another. Employees from either background could clash with colleagues as a result of differences in their intuitions. This could be deliberate or innocent depending on how well the employees understand each other’ s backgrounds.
In such a workplace, organization unity is severely hampered and it could lead to a situation where conflicts stand in way of attaining goals and objectives. Mother tongue influence The help desks will be addressing customer queries in English either online or via telephone. Problems could arise when mother tongue influences or accents come into play in the course of undertaking this task. Even though they communicate fairly well in English, it does not help the fact that English is mainly a second language for most Indians. As a result, customers could experience difficulties in understanding the employees in the case of telephone conversations.
The first language influence or foreign accents could come in the way from time to time (Sridhar, 1989). In the case of online written interactions, problems could arise due to differences in the meanings of certain words. An English word in Australia could have a totally different meaning in India. Low levels of customer satisfaction Help desks are in place to assist customers in the course of utilizing a company's product or service. In most cases, the problems customers face will result mainly from unique issues that are beyond ordinary comprehension (Bennett and Rundle-Tiele, 2004).
Some of these issues are ones which only an Australian can understand. Their solutions extend beyond the laid down procedures. That is why employees to be dispatched to the help desks need to be in touch with the reality of the customers’ situations. A foreign employee stands very little chances in understanding such unique issues. They will be relying strictly on the manual for addressing consumer queries. As a result, there will be prescribing solutions as directed in the manual which fails to incorporate these unique problems.
The end result could be low levels of customer satisfaction.
Boermans, A & Roelfsema, H., 2013, “The Effects of Managerial Capabilities on Export, FDI and Innovation: Evidence from Indian firms” Asian Business & Management, 12(4), pp. 387-408.
Bartley, T, & Child, C 2014, “Shaming the Corporation: The Social Production of Targets and the Anti-Sweatshop Movement”, American Sociological Review, vol. 79, no. 4, pp. 653-679.
Bennett, R. & Rundle-Tiele, S., 2004. Customer satisfaction should not be the only goal, The Journal of Services Marketing, 18(6), pp. 514-523.
Bong, S. et al, 2015, “Ethical Leadership and Followers' Attitudes toward Corporate Social Responsibility: The Role of Perceived Ethical Work Climate”, Social Behavior & Personality: an international journal, vol. 43, no. 3, pp. 353-365. Availale from:
Frank, W. & Frank, E., 2011, “International Business Challenge: Can The Lessons Learned From The Rapid Reduction of Poverty in the Bric Countries, Especially China and India be Shared With Other Emerging Nations to Reduce World Poverty?” International Journal of Arts & Sciences, 4(22), pp. 241-254.
McMahon, A., 2010, “Does Workplace Diversity Matter? A Survey of Empirical Studies on Diversity and Firm Performance”, Journal of Diversity Management, 5(2), pp. 37-48.
Nam, Y. et al, 2014, “Corporate hyperlink network relationships in global corporate social responsibility system”, Quality & Quantity, vol. 48, no. 3, pp. 1225-1242.
O'sullivan, D. & McCallig, J., 2012. Customer satisfaction, earnings and firm value, European Journal of Marketing, 46(6), pp. 827-843.
Sridhar, K., 1989, “English in Indian bilingualism”, English in Indian bilingualism.
Ross-Gordon, J. & Brooks, A., 2004, “Diversity in Human Resource Development and Continuing Professional Education: What Does It Mean for the Workforce, Clients, and Professionals?” Advances in Developing Human Resources, 6(1), pp. 69-85.