a) NVIDIA recruit and select (PCN) – TCN – HN – Expatriates, etc.
Recruitment & Selections
Parent Country Nationals (PCNs): NVIDIA’s way of employing services of the PCNs during the COVID-19 pandemic might have been affected due to the travel restrictions and the requirement of minimizing international travelling. Most probably being oriented from local U.S. talent pools for key leadership and specific positions. This methodology allowed for uninterrupted leadership succession and stability by overcoming the impediments brought about by the pandemic (Shih & Chiang, 2011).
Third Country Nationals (TCNs): Though due to the factors like travel restrictions and difficulties of transferring employees from one country to another, NVIDIA may have lowered its reliance on TCNs during the pandemic. The organization probably focused on employing locals or was proficient with virtual collaboration tools making it possible for employees to work from home while they were unable to physically report to their assigned locations (Stup et al., 2006).
Host Country Nationals (HNs): The NVIDIA Company probably strengthened HR operations in the countries where it serves during the pandemic with a wider HN focus. It is more probable that business continuity will be achieved through hiring from local talent because such people will have knowledge and expertise of the local market and culture which they could well utilize in adapting to the changing market dynamics.
Expatriates: The pandemic could have been the turning point for NVIDIA to revise its reliance on expat employees, especially for roles that could be done remotely or for the short term. The number of new expatriate assignments may have been reduced or expatriate roles through local hires transferred where possible, enabling to reduce costs and administrative difficulties and complexity for expatriate assignments.
b) How did they train and develop their staff in COVID-19
Remote Training and Development: NVIDIA’s move to the home office during the pandemic has prompted an appraisal of the forms of training and development. The company, possibly, allocated some money in buying virtual training facilities as well remote locations employee development tools. This strategy allowed the company to still give meaningful chances to its employees and, as an added advantage, the well-being of the employees was also guaranteed.
Online Courses and Webinars: Along with other learning platforms, the instruction of Nvidia’s software might have been advanced through the use of online courses and webinars. The company can tap the extensive online platforms to provide standard training content to employees all over the world, regardless of their localised or remote work arrangements (Jain, 1999).
Leadership Development Programs: Despite the pandemic’s governance issues, NVIDIA probably continued leading in developing the infrastructures. The organization might have revised its leadership development programs that will be delivered on a virtual format, providing leadership coaching, training and mentorship to employees apt to tackle unstable and rapidly changing business environment.
Business Growth & Statistics
Financial Performance: NVIDIA’s financial statements for pandemic days show that it is a very successful company, even though it was hard to survive in the hectic economic environment. The revenue enhancement, specifically on the data center and gaming side, points out the company’s adaptability to the continuously changing market dynamics as well as its potential to develop new strategies.
Workforce Expansion: Notwithstanding the number of unknown factors of pandemic, NVIDIA extended its employees to maintain its growth efforts. Most probably the company’s recruitment tactics especially during the period targeted the fields such as Artificial Intelligence, Data Science and software developments as they were talent intensive areas.
c) Issues (2 or 3) that NVIDIA faced and the solutions
Skilled labour / qualified staff
Issue: NVIDIA confronted problems as regards to both the hiring and the retention of the skilled talent, the most significant of these challenges being on the fields of AI.
Solution: The business provided attractive employment packages featuring salary, bonuses, and stock options to hire and keep the best performers within the establishment. NVIDIA as well offered career promotion and development, e.g. such positions like specialized training programs, mentorship programs and leadership development opportunities. The firm drove the growth of individuality and creativity in the company, providing the employees with an opportunity to create new concepts and initiatives.
Culture
Issue: Generalizing NVIDIA’s organizational culture became much more complicated with the growth of its international operations. Cultural differences in the crew which was originally cast to be very diverse could sometimes cause complications along with communication difficulties.
Solution: NVIDIA is a company that recognizes diversity and inclusion in her corporate culture. NVIDIA has worked in such cultural sensitivity training programs in order to make people understand and appreciate how different cultural norms as well as values are. Such programs were used as a means of fostering a culture of inclusion and support where employees with varied backgrounds could identify with the organization and prosper.
Language barriers
Issue: At the end of the day, language barriers was inevitable some times due to individuals from different places of work. Communication gaps and inadequacies sometimes occurred while we were working because not all the team members of mine were proficient in the language(Tenzer et al., 2013).
Solution: NVIDIA incorporated language skills training into the curriculum for employees and this was done with an objective of enhancing cross-cultural communication within their global teams. NVIDIA’s focus on language barriers solved the communication and cooperation problems of the multinational workforce strengthening productivity and creativity.
Foreign currency and payment / wages or compensation
Issue: The change in exchange rates for foreign currency challenged NVIDIA in the process of managing its many international divisions. NVIDIA especially paid close attention to the wages and compensation for its global staffing. Increased volatility in exchange rate might influence the organization’s successful fully and staff morale (Shen et al., 2021).
Solution: In order to hedge against the changing foreign currency situations, NVIDIA has set some strategies on the risk management. Furthermore, regularly reviewing and revising its employee, compensation and benefits packages are some of the aforementioned strategies the company makes to be on par with the local market. In addition, by contributing financial planning and support services to the employees, NVIDIA allowed them manage their money more efficiently in the face of currency volatility.
d) Link those issues to IHRM practices and the solutions that NVIDIA found and used to overcome these challenges
Skill Labour / Qualified Staff
Link to IHRM Practices: This problem clearly concerns most vital functions of IHRM, and they include recruitment, selection, and key staff management. NVIDIA’s capacity to attract and retain competent staff is much important and not to be undermined in its global operations and further development within the organization (Idrovo Carlier et al., 2019).
Solutions: NVIDIA made use of the different IHRM tools in its efforts to successfully handle the barrier of the local laws. The company used methodical job placement process to obtain outstanding candidates, using the company’s employer brand and salary that were commensurate with the job. Tailored to the potential of their employees, the primary focus of NVIDIA was talent development and retention, through the provision of opportunities for on-the-job training, career advancement, and skill enhancement.
Culture:
Link to IHRM Practices: This problem clearly concerns most vital functions of IHRM, and they include recruitment, selection, and key staff management. NVIDIA’s capacity to attract and retain competent staff is much important and not to be undermined in its global operations and further development within the organization (McDermott & O’Dell, 2001).
Solutions: NVIDIA made use of the different IHRM tools in its efforts to successfully handle the barrier of the local laws. The company used methodical job placement process to obtain outstanding candidates, using the company’s employer brand and salary that were commensurate with the job. Tailored to the potential of their employees, the primary focus of NVIDIA was talent development and retention, through the provision of opportunities for on-the-job training, career advancement, and skill enhancement. These measurements enabled NVIDIA to overcome its specific personnel problems as well as play an essential role in creating a solid talent pipeline for consistent growth.
Language Barriers
Link to IHRM Practices: It primarily relates to how IHRM is put to use for effective communication and training on foreign languages. Communication in its many forms is the only effective tool for collaboration and teamwork, the most especially when it comes to a global and multicultural environment (Tenzer & Schuster, 2016).
Solutions: NVIDIA spotted the above problem and the solution came in the way of offering language training programs that improved employees’ language skills. The organization had used languages while working with employees of a linguistically coordinated nature. Through training in languages and communication tools the NVIDIA managed the global teams communication enabling to eliminate language barriers and to establish effective communication and collaboration across the global teams.
Foreign Currency and Payment/Wages or Compensation:
Link to IHRM Practices: These issues are intertwined with the area of IHRM bearing on the issue of compensation and benefit management as well as on the international operation matter of finance planning. Taking care of budget of foreign currencies is one of the main tasks to make sure workers get fair compensation in the near future (Fairris & Alston, 1994).
Solutions: During the period of currency fluctuations, NVIDIA’s IHRM helped to protect the company from any negative effects of fluctuations on its operations all over the world. The firm applied hedging approaches for mitigating the currency exposure and studied its remuneration structures and advantages conveniently from time to time to make them fair in the local marketplaces. In close collaboration with NVIDIA, the financial planning and support services were designed to help people to tackle with currency fluctuations and, if needed, to ask the company about financial complications they might encounter when working in different countries.
