Red Cross

The International Committee of the Red Cross has helped a vast number of people since its establishment. It offers humanitarian aid to people all around the world in spite of country, race and gender and so on, but a main debate that the International Committee of the Red Cross remains “very Swiss” still raises a large number of people’s concern. Finding out an effective and proper way to reinforce the corporate culture and regroup the “very Swiss” appearance seem to be the key priorities of the ICRC since a new plan has implemented in 2007. This paper will firstly focus on analysing some challenges that the ICRC is currently confronting, and then diagnose what the corporate culture is, thirdly indicate how the ICRC’s corporate culture may obstruct or help the implementation of its new plan, and finally examine and illustrate the implications of its human resources management.

The Red Cross is facing various challenges on the aspect of human resources management. In what follows, the paper will explain those challenges from a historical extent. First of all, a point of view that the most of the people who are emigrants remain westerners whereas the policy of immigration since 1992 tended to be more open for all nationalities was argued by Kim and Schneider (2009). This possibly led the public to hold a jaundiced view that the International Committee of the Red Cross presents a “Swiss shape”, which is running in the opposite direction of its humanitarian principle of impartiality. At the second place, Kim and Schneider (2009) also suggested that the ICRC does not always pay a lot of attention on their implementation of operations in terms of the sense of danger and urgency. The managers should hence be highly and well trained and learn how to effectively cooperate and coordinate with every individual. Moreover, because of the matter of fact that the positions of expatriates always change year by year, the ICRC has less time to make staff well trained...