Introduction and Summary Fantasia Corp is a large multinational company

Introduction and Summary
Fantasia Corp is a large multinational company, which is involved in the entertainment and leisure business, with head offices in the USA. Now it has decided to set up an EU based operation in Bordeaux, France. The organization is known across the world, but chiefly operates from the USA, having no prior experience of operating in Europe. Because of the regional differences, he will face a lot of problems in the recruitment of human resources, such as the cultural differences of various countries, the differences in recruitment system, the difference of reward system and so on. Therefore, a new human resource system is needed for the company to recruit employees.
As a business owner, you want a team that you can count on to get the job done while you focus on other things. Management of any large corporation will tell you that finding good, loyal talent is hard. Take the time to develop a recruiting process that is constantly looking for people with the skills you need and the motivation to work for you. A good process not only finds great employees but saves you time and money on replacing and training new people.

The problem and Relevant research
Human resources issues commonly experienced by employers include establishing productivity, recruiting employees, arranging and carrying out training, and preventing discrimination. Workers in personnel management also face challenges such as resolving conflicts and keeping workers safe. Establishing and distributing benefits, encouraging and maintaining diversity, and handling outsourcing are major concerns as well. How each business deals with its specific human resources issues depends on the HR manager or director as well as company policy. No matter what approach a business takes, addressing these issues usually is an ongoing process. All of these are some common problems in human resources. However, if an American company needs to recruit in France, the problems it faces will be more detailed, such as the recruitment system differences between USA and France, the difference in the pay setting , the difference in training opportunities and the difference in the promotions system and so on.
France
RECRUITMEN :
France uses the most career-based recruitment system of all OECD countries. Entry into the civil service is obtained through a centrally administered competitive examination, which is differentiated by seniority but not professional group. Most posts are open to internal and external recruitment, with applicants applying directly to the post. Some measures have been recently taken to increase external recruitment for top management and decrease it for secretarial and technical positions. A range of diversity policies are in place to advance the representation of women and the disabled. These include preferential right for an interview, preference in the selection process and rewards for units.
PAY SETTING:
Base salary is set through a single, comprehensive collective bargaining arrangement for the entire central government. Bonuses are negotiated centrally, at the decentralised level or individually. Remuneration is not indexed to other variables and is revised annually. A range of factors contribute to base salary levels, with educational qualifications being particularly relevant for management and professionals. Seniority based pay is used, but the increments applied have been reduced in recent years. The number of years in a similar position factor into pay levels of new recruits.
PROMOTIONS: Years of experience, performance appraisals and qualifications factor into promotion decisions for management and professionals, whereas only experience is relevant for secretarial and technical staff. Employees must take a competitive examination in order to change hierarchical grades. Listings of openings are accessible to all government employees, a shortlist of candidates is compiled by the HR department and there is some use of assessment centres to ensure a merit based promotion system. Special information sessions and coaching are available to advance the promotion of women and the disabled.
TRAINING:
Training is a prerequisite for technical and administrative officials and takes place in official training institutions. On average, employees receive 3-5 days of training per year.
WORK CONDITIONS:
The average yearly working hours in France, 1 573 hours in 2010, is one of the lowest of all OECD countries, and well below the OECD average of 1 745 hours. This is driven by very low weekly working hours and a few extra days of annual leave. The average number of sick days taken per employee is 13 days per year.
USA
RECRUITMENT:
The United States uses a recruitment system which is neither strongly career based nor position based. Entry into the public sector is conducted by direct application and interview for a specific post and most posts are open to external applicants. A very small percentage of positions are filled through a centralised examination. Preference in recruitment is given to certain military veterans but there are no other diversity policies in place regarding recruitment.
PAY SETTING:
Base salaries are set by statute and adjusted by the president or Congress whereas bonuses are handled at the agency level. Generally there is no negotiation, neither at the individual nor collective level, over remuneration. Base salary is indexed to the Employment Cost Index by default and all remuneration is revised annually. Job content and seniority is of high importance to base salary levels for almost all employment levels, with relevant experience also factoring in. Seniority pay is in use and previous salary level and the number of years in similar positions factor into pay levels.
PROMOTIONS:
Qualifications are the key determinant of promotions for all levels of staff, with experience and performance appraisals not being considered of major importance. Postings are published on transparent listings open to all employees, applications are reviewed by the HR department to shortlist candidates, and there is systematic use of selection panels and some use of assessment centres. There are no formal restrictions to promotion between hierarchical grades. Specially directed information sessions and coaching are available to further the promotion of women, the disabled and other minorities.
TRAINING:
Some public employees receive training upon entry, depending on the requirements of the specific post and the needs of the employee. On average, employees undertake 1-3 days of training per year.
WORK CONDITIONS:
The average yearly working hours in the United States public sector, 1 840 hours in 2010, is reasonably high compared to the OECD average of 1 745 hours. This is driven by higher than average weekly working hours and a few days less annual leave. Data is not available regarding the average number of sick days taken but a policy of counting unused sick days toward annuity is in place to curb absenteeism.

Evaluation
Human resources evaluations are a highly important process for organizations to undertake. HR evaluations, if done correctly, will reward employees who are working in the interest of the firm and correct those who are not. There is no single evaluation system that can be used for all firms, but there are a variety of different evaluation systems to choose from. It is important to choose the HR evaluation method that will best suit your organization. Understanding more about some of the most popular HR evaluation methods will help you to determine which method best fits the needs of your organization.
Management by Objectives
Management by objectives is a method in which management and employees discuss and agree upon objectives that serve as the basis for evaluation. By involving employees in the process, they are better motivated to achieve these goals because the employees feel they have had a hand in creating the goals. It also improves communication because employees work together with management to come up with the goals. Both the employee and supervisor have a clear understanding of expectations and there are no misunderstandings. The actual evaluation is simply based on whether the agreed upon goals are achieved.
Behaviorally Anchored Rating Scale
The Behaviorally Anchored Rating Scale (BARS) is the most typically recognizable method of HR evaluation. According to Western Michigan University, BARS makes judgements which are “empirically linked to specific examples of incumbent performance at each level of effectiveness on the rating scale.” What this means is that employees are evaluated on several criteria which are measured on a scale. For example, a criterion might be the worker’s efficiency and this would be evaluated on a numerical scale. The advantage of this system is that it provides data that is numerical and easy to evaluate.
360-Degree Evaluation
The 360-degree evaluation system is a popular method. In 2003, over 90 percent of Fortune 500 companies used the the 360-degree evaluation system. The idea behind this method is to evaluate employees not only from the perspective of the supervisor, but from all the people with whom they interact. This means that a person will be evaluated by her supervisor, clients, subordinates and peers, thereby giving a 360-degree perspective on the employee. The 360-degree evaluation method is used to provide feedback and allow employees to improve and further develop based on this feedback.

Conclusions and Recommendations
If Fantasia Crop decided to set up a European Union based business in Bordeaux, France, it would face some of the HR problems caused by regional differences. For example, cultural differences among different countries, differences in recruitment system, differences in training opportunities, and differences in reward system. Only by solving these problems that caused by the differences can we make human resources more efficient.
As a human resources department, you must stay up-to-date on compensation trends and what employees want to see included in their benefits package. While not the most important factor in the employment decisions your employees make, fair pay and outstanding benefits attract and retain the employees you most want to keep.Learn more about how to negotiate salary, pay employees, and do salary research. You will also find information about paid time off for employees, bereavement policies, jury duty and applying for leaves of absence.
Culture is the environment that you create for people at work. It is the result of the blending of the knowledge, experience, values, and beliefs of your workforce but especially those of your senior managers and founder. You can consciously create the culture that will best support your organization to achieve the goals and results you need for the success of your business.You will find the resources you need to develop, improve, change, and monitor your organizational culture. Discover too, how to manage change and lead change efforts to achieve dramatic results.
Relationships among your employees need to stay collegial, cordial, and professional. You want to encourage relationships that are positive, supportive, and respectful. At the same time, you want to encourage conflict in your organization when the conflict occurs over ideas, plans, and goals.Conflict is necessary for effective problem solving and for effective interpersonal relationships. Meaningful work conflict is a cornerstone in healthy, successful organizations.However, conflict over behaviors, attitudes, and difference of opinion can drag your workplace down. As a human resources staff person or as a manager, you need to maintain awareness of situations when conflict is unhealthy so you can intervene. You will also find resources about dealing with difficult bosses and coworkers, handling workplace bullies, and maintaining effective work relationships.