As the Director of Human Resources for Prologis the company has made the acquisition of a location in a foreign market. The CEO has requested a comprehensive staffing strategy for the newly expanded company in preparation for a strategic audit of their HR systems. Prologis was founded in 1991 on a single core idea; “that it could create exceptional value by focusing on service and forging close, long-term ties with the companies it serves. Traditionally, industrial developers had been transaction-focused rather than service-oriented. From its earliest days, Prologis has embraced a different approach, seeking to become a valued business partner for its customers in an era of revolutionary change in manufacturing and distribution” (prologis.com). Prologis went from $400 million in assets in U.S. to a global portfolio of properties valued at around $38 billion. While the rising international economy creates opportunities for companies it also will face challenges and threats with which yesterday’s business managers did not have to deal with then. Managing human resources and staffs has become critical to the success of all companies and in any kind of industry. The more effectively a firm manages its human resources and staff the more prosperous a organization will be.
That is why the company continues to follow their customers into new markets and to extend its position as the global leader in industrial real estate. Prologis has decided to expand into European and Asian countries and their staffing strategy will have to prepare to meet the needs in these different locations.
Given the importance of the organization success within an international context, it is imperative to research the challenges that will face ProLogis Human Resources with in a global company. “All aspects of a firm’s human resources activities, such as hiring, promotions, discipline, termination, transfers, training, and compensation, are to some extent influenced and constrained by...