Culture and Values Competence in International Investment Projects: HR Management Approach

This chapter aimed to identify the impact of labor force diversity on human resource (HR) management (HRM) in multinational enterprises, having investment projects in the countries of Eurasian Economic Union, and to propose recommendations which HR practices are effective in making use of diversity. The chapter shows that institutional theory and resource theory are the theoretical bases of diversity management. In practice, diversity management refers to the 'culture and values' competence, included in the ICB Project Management Knowledge Guide 4.0. Methodology research includes publication research, an in-depth analysis of semi-structure interviews with human resource managers and consultants. Interviews identify approaches and human resource practices in the Russian Federation, Kazakhstan and Belorussia: HR marketing attracts foreign workers mostly under pressure stemming from minority customers and the diversity market. They are predominantly recruited for blue-collar jobs, held rather lower management positions and provided few pro- motion opportunities. Besides, managers have not gotten competencies in diversity management, but they think that it is truly important for managing divers personnel, and they are ready for learning and using diversity management. Findings demonstrate as a business case. Besides, diversity management competences of managers and HR officers are representing as model of competences.