IHRM Strategic HRM for Irish Juices’ International Expansion – Report

1. Sales and Marketing – Responsible for promoting the brand and securing new business.
2. Production Operations – Oversees the manufacturing and quality assurance of juices.
3. Stock Control and Logistics – Manages supply chain and distribution processes.
4. Human Resources and Finance – Handles HR policies, recruitment, compliance, and financial operations.

Current Workforce (Excluding the CEO = 19 employees):

• Sales & Marketing: 2 employees
• Production: 10 employees
• Stock Control & Logistics: 4 employees
• Finance & HR: 3 employees (including you)

Key employees include the CEO’s daughter (Sales Manager) and son (Production Manager), both of whom have played crucial roles in the company’s growth. Both the Production Manager and the Sales Manager have over 6 years’ experience in the business and are happy to assist and advise you on how to expand, with key learnings from the growth of the Company in the past 5-10 years.

Employee Relations

The CEO has been hands-on in all business aspects but is now looking to expand operations internationally. The CEO wants to remain hands-on. Both the Sales and Production Manager have expressed an interest in assisting the business in terms of giving their time (3-6 months) to go abroad to help set up the other production units.

Expansion Plan

Following a European trade mission with Enterprise Ireland, Irish Juices is exploring expansion into Portugal, Spain, and the United Kingdom. In particular, the CEO is interested in setting up Production Units outside of Ireland to provide locally produced juice to these markets.

The CEO is keen to establish new production sites in these regions to capitalise on international markets. The CEO wants you to include all 3 locations in your assessment. The plan is to go into each country and set up a small production unit which will service the local hospitality market. However, there are risks and challenges, and the CEO seeks a well-informed HR strategy to guide decision-making for all 3 Jurisdictions.

Additionally, a large competitor in Portugal has expressed interest in potentially acquiring parts of Irish Juices’ business in approximately 12 months after the unit has been established. They are particularly interested in buying its planned production unit but want to wait until it is up and running. They are interested in taking over the entire Production Unit and will evaluate the business in the coming 12 months as you set up and grow in that jurisdiction. This is only tentative and at the early stages but will potentially influence the CEO to consider Portugal as a serious and viable option.

The potential sale introduces another layer of HR complexity, particularly in relation to employee rights under TUPE (Transfer of Undertakings Protection of Employment Regulations).

Assessment Task

Critically evaluate the various strategic functions of International Human Resource Management (IHRM) concerning Irish Juices’ potential expansion. Identify key criteria the company should consider when deciding whether to standardise or adapt its HR approach across different markets. Identify and explain what needs to be done both in the Irish HR Function and outline how this function can service the CEOs plans to grow and build the business in the other jurisdictions.

Your response should be structured into a comprehensive HR strategy that addresses the following areas:

Human Resources Strategy

1. Domestic vs. International HR Strategy
   • How should HR functions be structured to support international expansion while maintaining consistency with domestic operations?
   • Should HR policies and practices be standardised across all locations, or should they be adapted to local cultures and legal frameworks?
2. Workforce Planning & Talent Acquisition
   • Recruitment and selection strategies for new hires in Portugal, Spain, and the UK.
   • Strategies for integrating local talent with existing employees from Ireland.
   • Workforce diversity considerations in new markets.
3. Employee Secondment & Global Mobility
   • Expatriate policies and international assignment contracts.
   • Secondment agreements for employees who will help set up operations but will later return to Ireland.
   • Support mechanisms for staff relocating internationally.
4. Training & Development
   • Training plans for new hires in international markets.
   • Training strategy to ‘copy exact’ what is done in Ireland in the potential EU Sites.
   • Upskilling and knowledge transfer strategies for existing staff supporting the expansion.
   • Cultural and legal considerations in designing training programs.
5. Performance Management Across Multiple Jurisdictions
   • How to align performance management frameworks across Ireland, Portugal, Spain, and the UK.
   • How to handle grievances and disciplinary actions in different legal environments.
   • Compliance with local labour laws while maintaining fairness and consistency.
6. TUPE & Employment Law Considerations
   • If the Portuguese business is sold in 12 months, will TUPE apply? What are the HR implications?
   • How should employee rights and transitions be managed in a potential sale?
   • Compliance with EU labour laws and country-specific employment regulations.
7. Compensation & Benefits
   • Standardisation vs. localisation of pay structures and benefits.
   • Incentives for expatriate employees.
   • Competitive compensation strategies in new markets.
8. Employee Engagement & Communication
   • Strategies for maintaining engagement and morale during rapid growth.
   • Ensuring transparent communication across multiple regions.
   • Managing cultural differences and expectations in international teams.

Assessment Guidelines

Your response should:

• Demonstrate a thorough understanding of strategic IHRM functions.
• Apply theoretical knowledge to real-world business challenges.
• Provide practical recommendations tailored to Irish Juices’ expansion strategy.
• Consider multiple HR perspectives and potential future scenarios.
• Word Count: 3,000-3,500 words +-10%

Assessment Criteria

Your report will be assessed based on the following:

• Depth of Analysis – Critical evaluation of key HR issues and international HRM principles.
• Practical Application – Feasibility of HR strategies in real business contexts.
• Legal & Compliance Awareness – Consideration of employment laws and tax laws across jurisdictions.
• Strategic Thinking – How well the HR strategy aligns with business expansion objectives.
• Clarity & Structure – Well-organized, clear, and professional presentation of ideas.

Assessment Scope and Expectations

In Scope:

• The growth will consider setting up a small production unit in each jurisdiction consisting of 1 x Production Manager/Team Leader and 3-4 x Production Operatives. No other staff will be required for the planned expansion.
• Consideration regarding the setting up of an HR Function in the business, outlining the key functions such a business would require.
• Critical evaluation of HR strategies relevant to international expansion.
• Application of key HRM theories (e.g., Hofstede, Mayo, Taylor, Lewin, Schein, Trompenaars).
• Analysis of HR challenges in global business environments.
• Use of relevant case studies or examples from multinational organisations.
• Development of a structured, actionable HR strategy for Irish Juices.

Out of Scope: DO NOT INCLUDE

• Financial feasibility studies.
• Marketing and branding strategies.
• Operational or technical aspects of production.
• General business expansion strategies not directly related to HR.

Assessment Structure

Critically evaluate the various strategic functions of IHRM, considering and identifying the criteria that a firm should consider when determining whether they should standardise or adapt their approach to global staff management. The report should include the following sections:

1. Introduction (approx. 300 words)
2. Literature Review (approx. 1000 words)
3. Analysis of Strategic Functions of IHRM (HR Strategy – 8 Topics) (approx. 1200 words)
4. Case Studies/Examples from MNCs (approx. 500 words)
5. Conclusion and Recommendations (approx. 300 words)

This assessment allows students to apply theoretical frameworks to a practical business scenario. A well-structured and well-researched response will demonstrate:

• An understanding of the Functions of Human Resources for a small to medium-sized business.
• Strong analytical and strategic thinking skills.
• An ability to integrate academic research with real-world HRM practices.
• An understanding of how to plan for and manage international manpower assignments/secondments/transfers to allow a business to grow and develop.
• A clear understanding of the complexities of managing people in international business settings.

Students should ensure their work is well-organised, fully referenced (with a good mix of academic, online, and other sources), and professionally presented in line with academic standards.