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ly defined by many as shared values and understanding. Many human resource departments are restructuring themselves to serve as better culturally-competent business leaders and change agents. One way for this to become a reality is to assign every business partner with a new culture where they must learn new employment laws and human resource practices. This creates a new cultural experience and allows these new change agents to 'story tell' about their own experiences and success stories involving learning new cultures. This is not as easy as it sounds. To achieve business results in another culture with social networking, we need to look at Orkut.com and Kaixin.com, not just Facebook. 'Orkut.com is recommended for reaching users in Brazil and India, whereas Kaixin.com is great for finding students and people for white-collar jobs in China. Knowing your community means you can use your time on social media more effectively, saving you valuable resources' (Anand 21). These are cultural considerations that will make an impact in the way human resource professionals create value in their organizations.

Creating and maintaining global inclusiveness is another challenge when we consider the ethical components. One of the main concerns is giving an equal voice to all the countries in which an organization operates around the world. Another concern might be that certain countries have more employees or larger business revenues than others. Even considering what 'global inclusiveness' means for an organization might be a large stepping stone that addresses engaging a marketplace, workforce, and workplace globally. Creating a global community can have negative effects on smaller aspects of the business or minority cultural groups. Therefore, creating an ethical global community for a global company is essential.

Motorola has a visual model for their global inclusiveness strategy that leads the world in global best practices (figure 1). Let us first analyze Motorola's model for global inclusiveness. The first piece of Motorola's model, marketplace, could be thought of as company reputation, branding, and community involvement. The external market includes business development and in particular recruitment. Recruiters need to clearly understand their role in promoting the company brand, behaviors, and reputation. A more recent development that makes recruiters become more globally inclusive is global community involvement. To create an image and reputation of global involvement, organizations need to value development of a global viewpoint. Azua says, 'New collaboration and social networking tools also help create better global perspectives' (p. 18). Many human resource management leadership development programs highly encourage or require international assignments. The second part of global inclusiveness at Motorola encompasses 'workforce' or talent management. However, there is a slight twist compared to the typical talent management as we know it. Talent pipelines at Motorola are globally inclusive. Recruiters work in almost all parts of the world and Motorola uses social media to connect with talent in those locations. The third piece of the wheel on the model is workplace or employee engagement and work environment. Global employee engagement goes right along with social networking. How do you engage a global workforce ethically? Social networks promote global employee engagement 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。