Among the recent events, the COVID-19 pandemic scenario has demonstrated impressive size and adaptability of NVIDIA, since it is a company with a global repute in Graphics processing unit and computing technologies. Being in a very harsh economical situation did not stop NVIDIA from noting was a record revenue of $ 27 Billion presenting fiscal year 2023. Its flow of success was also matched by its stock’s performance which stood out as it moved from around $146.07  as at the beginning of 2023 to over $495 in the end 2023 (Meyer et al., 2022). The growth factor, as far as Nvidia was concerned, was mainly the data center business that supplies the GPUs to meet the AI and cloud computing demand and high-performance computing. These kind of services have promisingly grown because of increased remote working and the advancement of the technology which is more digital-oriented (Fairlie & Fossen, 2021).

NVIDIA after all, was not affected by the pandemic when it came to innovating. The Company came up with new products and introduced new technologies. As an example, the NVIDIA A100 Tensor Core CPU was introduced at that time, exhibiting top notch AI and deep-learning achievements (Teresiene et al., 2021). Consequently, there was no other choice for NVIDIA to make employee welfare the first priority and it then followed with remote work policy and support services for the physical and mental balance(Seetharaman, 2020)

Overview of Covid 19 Pandemic

The pandemic entitled COVID-19 which was the creature of the new coronavirus (SARS-CoV-2) occurred by the end of 2019 and affected millions of people and business entities all over the world. WHO announced the coronavirus outbreak as a pandemic in 2020, and the disease continued to spread globally. The pandemic did not ease much of a supply chain disruption, reduced the demand on the part of the clients, and pushed a lot of the businesses to either close temporarily or definitely. The International Labor organization report estimates that the 2020 equivalent of 255 million full-time jobs were lost, globally, and the total number of layoffs is now bigger than in all the financial crises combined. The statistics reveal that this crisis caused 140 million job losses in 2020 itself, which is greater by fourfold than the economic recession of 2009 that caused the global financial crisis (Brammer et al., 2020). The airline industry passenger demand decline was accompanied by the loss of millions of dollars and the reduction of workers by thousands. Retail industry, in its turn, was hit hard due to lockdowns and restrictions so store closures and job losses were the consequences.

1.    Literature review

a)    International Human Resource Management

IHRM is the arena where all of the difficulties inherent in managing employees with different nationalities and cultural backgrounds are found. IHRM covers such issues as recruiting, selection, training, wages, and performance assessment all on an international scale. IHRM implies the process by which human capital is managed globally and by doing that, multinationals develop policies that allow them to deal with their international human resources effectively.

b)    Recruiting

Recruiting is a process comprising the stages of identifying, obtaining, and evaluating job seekers with the necessary skills and qualifications for the vacancies in an establishment. It includes the whole set of jobs including placing ads, seeking prospective job seekers, sorting resumes, conducting interviews and job offerings among many others (Zapounidis & Kalfakakou, 2010).. Technologists constitute a substance of around 80% for NVIDA job workforce while a half of the company staff attained the higher degrees of education. In Fiscal 2023, while NVIDIA had frozen hiring, we directed our energy towards our current employees and reigning in spending.(Ahmady et al., 2016).. NVIDA still does draw global experts from universities via on-campus partnerships with professions and student societies, repeatedly also on an industry level through technical associations, to attend specialty conferences and industry engagements. (Shih & Chiang, 2011).

c)     Selecting

Evaluating your candidates, assessing their qualifications, skills and experiences against the job description, and making sure they are suitable organizational fit is the role of selecting which involves picking the most suitable ones (Armstrong et al., 2016). NVIDIA’s recruiting process is very selective and through and it manifests a great deal of care as it is meant to filter out candidates who besides having the necessary skills and qualifications should also align with the company’s values and culture (Stup et al., 2006). The organization utilizes an array of techniques such as job interviews, job tests, and reference checks to evaluate the job seekers (Hashim, 2009). NVIDA employees play a big role in the hiring field not only as recruiters themselves but also as referrals to the prospective fellows of the company with over a third of new hires in Fiscal 2023 coming from employee referrals

d)    Training & Development (On the job and off the job training)

Training and development is based on programs that are executed to aid workers in increasing their levels of skills, knowledge, and abilities, among others so as to improve their performance and prepare them for other positions that they might be required to take on in future. It includes, among other things, teaching of novelties, knowledge acquisition by employees and their professional expansion (Chatzimouratidis et al., 2012).  NVIDIA workers have the opportunity to self-learn, go on-the-job training, and develop soft skills through constant collaboration with their peers. NVIDIA include a wide range of libraries consisting of free technical and non-technical educational videos. In addition to e-learning courses, participants will have one-to-one experience through seminars, panel discussions, and forums that will be held physically. NVIDIA curated paths are on the suitable areas of skilling development. NVIDIA have a plan which reclaims money our employees spend on educational programs and certifications from them. Underpinned a well-functioning internal mobility system by offering career coaching to all staff, discussing developmental assignments and internal transfer opportunities. Sponsorship for women and individuals of traditionally underrepresented communities are the two specific strategies implemented by NVDIA to guarantee level-headed development that leads to a future which is open to welcoming advancement. (Nwali & Adekunle, 2021). (Smith, 2002).

e)     Motivating

The process entails ensuring that a sense of inspiration and commitment is communicated to the employees and they are motivated to perform at their best (Jiang et al., 2012). It, for instance, entails, granting of benefits, acknowledging their efforts, and availing them possibilities for growth and upward mobility (Omar, 2021). NVIDIA inspires its employees through a work culture that consists of innovation, recognition, and empowerment (Raudeliūnienė & Meidutė-Kavaliauskienė, 2014). The company gives employees permission to grasp their aspirations by seeking new opportunities. In addition to recognition and rewarding of employee contributions, NVIDIA offers several incentives, such as bonuses, share options, and awards. The idea of the company is a belief that the company should be a place where the employees feel valuable, interested, and inspired to surpass themselves (Ford & Tetrick, 2008).

f)      Retaining

Unless some measures are taken for keeping employees occupied and interested, they will lose the enthusiasm for working towards the organization. It subsists ensuring that the workers have continuous chances for career development, an amiable working environment, and respectful salaries and benefits (Ali et al., 2015).  NVIDIA keeps employees who are the company’s best by paying them well, offering them chances to grow their careers and grooming them for job promotions. In addition, the organization takes into consideration the well-being of the employees by making available services and programs geared towards helping them maintain the good balance between their professional lives and their private lives (Holland et al., 2007) The employee turnover rate of NVIDIA is 4% and is way below the industry average, therefore the company is able to keep its employee retention rate really high.

g)    Global Talent Management

Global Talent Management is a tactical and organized method of seeking, developing and engaging the best talents the globe has to offer. It focuses on insightfully finding and putting the spotlight on best employees from different cultural backgrounds. GTM entails putting in place policies and strategies that aim at providing for the development and utilization of human talent across international boundaries thus enabling businesses to get the appropriate human beings in the right roles.

h)    Ethno-centric

Ethnocentricism is a conviction of a person that his or her own community or culture is more worthy of preference than the others. When international business and management are concerned, ethnocentrism can become a matter of mindset that tends toward the assumption that one’s own country’s way of doing things, accordingly the culture, or the practices is better than those of other countries. NVIDIA has followed an ethno-centric strategy by locally recruiting and cultivating employees from the United States, the region country where the company is headquartered. Whilst the organization operates on a global scale, the share of leadership positions that are headed by US nationals is usually higher due to the understanding of the corporate culture and the ethics that they bring (Zeira, 1976). The financial statements of NVIDIA contain expenditures on leadership development programs and projects that targeted the cultivation of young leaders from the USA

i)       Regio-centric

The word regio-centrism, or region-centrism, denotes the event where one’s outlook or approach is mainly oriented on a particular region or geographic area. When considering the area of business and management, one uses the region centric approach as it means that the aspects of a region like characteristics of the area, needs, and the opportunities are used in decision-making or development of strategy.  NVIDIA has earmarked region specific markets namely Asia-Pacific, Europe, and Middle-east to develop local talent and build their own area specific workforce. The company follows its talent management practices in each region, specifically customizing them to the specific needs and preferences of each region ti guarantee that its workforce is synced with local business objectives (Tayali & Sakyi, 2020). .

j)      Poly-centric

Polycentrism, which is also the international management theory that takes into account the cultural differences and adapt management practices to correspond with local needs, is one way to achieve this goal. In a polycentric approach, the subsidiaries and country business units are largely self-sufficient; with the authority to take decisions being delegated to the local market managers who are better positioned to make the decisions as they understand the local markets and culture. NVIDIA employs a disperse approach by acquiring a heterogeneous labor crew from all over the world. The company values diversity and inclusion which it believes helps in the areas of innovation and adapting to the various territories where they do business. The workforce NVIDIA has is made up of individuals from more than 50 countries, which demonstrates this company’s devotion to diversity and managing global talent. (Evans, 1987). By the end of fiscal year 2023, we have 80% male, 19% female, and 1% not declared population globally, whereas our workforce in the United States is 6% composed of Black or African American and Hispanic or Latino employees.

2.    Discussion

a)    How did they 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 to ingegering 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.

3.    Conclusion and recommendation

The organization’s mission should be to manage talent effectively including recruitment, selection, training, and development had been proven to be a factor that help the company battle the impact of the pandemic. NVIDIA should invest in its staff, its motivation of Diversity and Inclusion, by which the organization is able to create an excellent culture that stresses Innovation, Teams and Employee Involvement in all its operations. In the light of the previous discussion, the following bit of advice is proposed for NVIDIA to further improve HR for the international market

• Continuous Talent Development: NVIDIA should continue bringing in new ideas and expanding employees’ knowledge in the new areas that, for example, such as AI related and Data science, has emerged.
• Enhanced Communication Strategies: To solve the issue of language barriers and ensure the effective communication among workers who are from different linguistic backgrounds a language can be considered from the NVIDIA team which will help to overcome the difference in language.
• Strategic Currency Management: The risks imposed by currency fluctuations on NVIDIA’s global undertakings remain high. Such policies could include the devising of effective swaps as well as the designing of savings’ plans which will in turn enable the employees remain financially stable notwithstanding the changes in the exchange rates.
• Cultural Sensitivity Training: In order to make the culture of inclusivity and diversity as impacting as possible, the corporation should develop more activities and NVIDIA’s cultural sensitivity training programs should expand.

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