Free SHRM SHRM-SCP Exam Questions

A global organization headquartered in the U.S., known for its fair and equitable culture, has grown organically over time, and the configuration of the South American business has been established country by country. Each country has been viewed as a discrete business entity. A strategic decision has been made to grow the South American business through acquisition, with a goal of increasing the size of the organizational footprint across the region.

To prepare for the acquisition, the organization reviews all the country-specific HR policies, practices, and programs. In the course of the review, HR identifies a significant disparity in the compensation structure for the CEO of the Brazilian business, who is the only female. The portfolio and bottom-line business responsibilities are similar country to country. The education and background of the five CEOs from the region are also very similar. There have been compensation adjustments along the way in acknowledgment of the growth of the business and to align with the markets in Brazil as well as in recognition of the female CEO's performance. However, looking across the South American countries involved, HR clearly sees a disparity. Right now this CEO is part of the team looking at possible organizations to acquire and has high visibility across the region.

HR recognizes that Brazil is one of the global economic focus areas and that this CEO is perceived by the global heads of the business as not only key to the acquisition strategy but to the ongoing success of the entire business.

How should HR implement the organizational changes needed and reduce resistance from South American business heads?