Executive Summary
This study highlights problems in the preparation and selection process and hopefully will provide a HR department with a HRM strategy for any company operating internationally to select and prepare staff for expatriate management roles.
The companies that prepare and select their expats effectively come in many sizes and from a wide range of industries. Yet research has shown if they follow the below general practices; the chance of success outweighs the chances of failure considerably, • Assign overseas posts to people whose technical skills are matched or exceeded by their cross cultural abilities. • Screen candidates’ spouses and families • End expatriate assignments with a deliberate repatriation
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But the stakes are higher for expatriate assignments. Global projects always require extra care in handling different cultures, politics and business practices. And critical to their success is sending the right people abroad.
That's why planning is critically important in creating a successful international assignment program. Managers and HR people should be looking for and grooming candidates before a need arises.
Preparation and selection
In its approach to preparation and selection, an organization considers both headquarters’ practices and those prevalent in the countries of its subsidiaries. The choice of employee for an international assignment is a critical
Productivity in the new culture is experienced to an extremely positive extent. Business dealings and negotiations become secondary nature to the expatriate, and the expatriate’s journey becomes a great success in the perspective of their employing company.
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
The opportunities to work abroad are more today than they have ever been in the history of mankind. The big planet Earth has become a small global village and sovereign barriers seem to have disappear. While working in a foreign country, some individuals
With globalisation and multiculturalism on the rise, one might expect various benefits from overseas placements.
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.
Being culturally intelligent: In order to work effectively in a team with global mindset, one needs to be culturally intelligent and fit. Evans et al. (2002) believes that international transfers and assignments are the strongest mechanisms for developing global mindset. International assignments not only provides the employee an exposure, it also provides understanding of global strategies, complexities and ability to work with people having different perspective.
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.
In summary, the home culture of an expatriate predisposes them to certain behaviors and situations. It allows them to operate efficiently in that environment. However, moving to the host-culture changes that operating environment and makes their 'mental software ' less efficient and effective. Culture is clearly a relevant variable when expatriating employees and their families for international business assignments. Training can be applied to ameliorate these effects. Also, training provides insight into the procedural, substantive and informational aspects of their work and personal life in the host location.
Face to those options and wide resource, the managers in global enterprises have particular concern about the employees’ ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation . Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage.
Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.
Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).
Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College
While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the
Subsequently, this strategy will create an enabling environment that is biased in hiring process like in the case of the Maldives, where foreigners were given job opportunities because they had the right attitude yet, the natives had more outstanding qualifications for some of the jobs but they were denied the opportunities (Boella and Goss-Turner, 2013). Therefore, the organization should reduce the act of employing foreigners in its different branches across the world and focus on the natives of the given states dwelling more on their qualifications rather than their attitudes. This would lead to employees feeling more comfortable in their work environment and having a workforce that understands the culture the business is established in as well as being well skilled and educated in their
Many years of experience of working with different international clients, thus awareness about way of working of different nationalities.