Factors Affecting Recruitment and Training in International Business

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

Our business unit is preparing for global growth, with our first international deal closing in New Zealand. Several of the major challenges we face are balancing ‘business as usual’ with preparing for international expansion (including hiring internationally, sourcing new offices) and preparing staff for potential re-deployment. Although I agree with the approach discussed in (Kramar, et al., 2014), in which finding local nationals is a more viable option.

Performance criteria and goals are best established by combining the values and norms of each local environment with the home-office’s performance standards. An individual country profile should be developed and should take into account the foreign subsidiary’s environment. This profile should be used to review any factors that may have an effect on the expatriate employee’s performance. Such factors include language, culture, politics, labor relations, economy, government, control, and communication.

In this report I will discuss factors that affect an organization’s approach to both attracting talent and recruitment and selection. My report will also include some recruitment methods and its advantages.

Learning a lesson from the recruitment of unsuitable staff both in the parent company and subsidiary unit there is need that recruitment and selection processes need to be documented in a policy for the parent company. The parent company have additional responsibility for formulating recruitment and selection policy for their subsidiary company in China factoring company’s objectives of lowering operational cost, labour laws in China, resolving cultural conflicts, language constraints and disclosing appropriate ‘job description’ at the time of initiating recruitment and selection process.

International Business Strategy is one of the causes for the company’s low employee turnover The company’s devotion to employee satisfaction rate of 12%. The low turnover rate has impact on learning effects, training costs, and

This cases study examined the challenges of operating a business in a foreign country. The case study presents a specific business situation in Moscow, describes the prevailing conditions which needed to be addressed, relates the decisions that were made, and examines the consequences of failing to apply sound business and management principles. This case exemplifies many of the themes in international HR management including recruiting, onboarding, training and development, motivation and rewards/compensation, ethics, performance management, and cultural differences between the home country and host country.

We have little knowledge about the report, we are discussing about the global talent management (GTM) and the role of the corporate human resource function in multinational corporations. International mobility its new forms, increased global talents hunting are the two perspectives of GTM. GTM discusses and considered primarily about the mechanisms and following the willingness to enter the emerging markets using organisational ability to maintain or managing the talents. These issues addressed or shows when once the new corporate roles have identified. GTM theory and practice our basic understanding advances by seeing of challenges facing by corporate HR in the future.

In order to be successful in emerging markets or simply think thoroughly the strategies of globalisation, one of the five contexts framework mentioned by Khanna, et al. (2005) is the labour market. They mention that ‘In spite of emerging markets’ large populations, multinationals have trouble recruiting managers and other skilled workers because the quality of talent is hard to ascertain’ (p.67).

With the process of internationalization dominating the business arena in recent years, many companies have tried developing themselves in order to accommodate this change across the world. To manage those new market, companies’ human resources developed the concept of expatriation which is the process of sending someone from the company to a host-country where the firm is now operating to support the management operations. The process of expatriation has a high cost and the business needs to invest a lot in it. The risk is that it can be a huge failure, a failure which most of the time is translated by early returns of expatriates due to a lack of adjustment or job performance and an important level of frustration, anxiety and concern.

There are three international business strategies that firms can peruse. The first is ethnocentric staffing model. This is when a parent-country uses people from that reason to staff the higher- level forging positions. This helps in a few ways one being that the person that is hired knows the area and he demographic better and able to better assist the firm. A second strategy is the polycentric staffing model. This is when the firm uses host-country nationals throughout the company. This helps ensure that the employees are better able to deal with the local market. The third, and last, strategy is the geocentric model. This is when a firm puts parent-country host-county and third-country nationals all in to the same group and hires the person that is best suited for

Multinational Companies (MNCs) operate across borders for different reasons such as business opportunities, economies of scale, lower labor costs and others.

Recruitment is the process of attracting and assembling potentially qualified applicants for a specific position (David C., 2014).Global recruitment is more complex than normal employee recruitment because the assignments are in foreign locations. Compared with HCNs, PCNs (expatriates) are in more severe shortage. Because in the labor market qualified candidates who have oversea experience and competency are lack, and their family’s (spouse and children) unwillingness to move to a foreign country are also obstacles in recruiting PCNs. If cannot acquire enough inner candidates for expatriates’ positions, global companies can consider recruit outside the company. Whether recruit PCNs, HCNs or TCNs, or recruit inside company or outside, how to effectively attracting talents is the biggest question HRs should figure out.

Recruitment is a form of business competition. Just as corporations compete to develop, manufacture, and market the best products and services, so they must also compete to identify, attract, and hire the most qualified people . Recruitment is a business, and it is big business. It demands serious attention from management, for any business strategy will falter without the talent to execute it . Certainly, the range of recruitment needs is broad. A small manufacturer in a well-populated rural area faces recruitment challenges that are far different from those of a high-technology firm operating in global markets. Regardless of the size of a firm or what industry it is in, recruitment and selection of people with strategically relevant abilities are more important than ever .

The objective of this paper is identifying the impact of current recruitment practices of foreign