Aramex is a United Arab Emirates-based international corporation that commenced operations in 1982 and is presently enjoying a large market presence in the Middle East, North Africa (Aramex, 2019). Equally, Aramex also has a strong presence in the European Union and the United States. In order for corporations like Aramex to maintain operations, the acquisition and deployment of human resources is crucial (Zehir et al., 2016). To further its operations, Aramex has established a tradition of recruiting and retaining top talent to ensure the development of its range of products and services.
Aramex commenced operations as a provider of courier services linking its Middle East customers with the US and EU markets (Aramex, 2019). In order to ensure competitiveness, Aramex has over the years had to diversity its operations portfolio. Although retaining its core courier business, Aramex has through acquisitions and partnerships expanded its global reach. For instance, Aramex has actively sought and cultivated markets like Asia, the pacific and emerging economies in sub-Sahara Africa (Aramex, 2019). In order to facilitate its expansion internationally, Aramex continues to draw from its highly experienced workforce. To illustrate, Aramex’s senior management comprises of a team of experienced individuals from diverse backgrounds. Aramex draws its executive officers in charge of various markets from the regions it has operations in, an approach that complements the corporation’s international expansion strategy.
Businesses with an international presence such as UAE based Aramex have to contend with a number of challenges such as linguistic, cultural and legal barriers. In order to surmount barriers to the expansion of its operations internationally, Aramex had to align its human resource practices with its global expansion strategy (Albrecht et al., 2015). A good demonstration of the corporation’s strategic human resource management is in its acquisition of or partnerships with firms in the markets the Aramex intended to enter. Specifically, markets such as those in Asia presented the Aramex not on only with linguistic challenges, but also legal hurdles. In order to overcome its expansion into the lucrative Asian markets, Aramex found it expedient to partner with regional courier services (Aramex, 2019; Zehir et al., 2016). Partnerships as opposed to acquisitions are one way multinational corporations are able to ease into markets where language and cultural barriers would cost them more were they to commence direct operations.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Aramex (2019). Aramex. Retrieved from https://www.aramex.com/about/about-aramex Zehir, C., Üzmez, A., & Yıldız, H. (2016). The effect of SHRM practices on innovation performance: The mediating role of global capabilities. Procedia-Social and Behavioral Sciences, 235, 797-806.
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