International Recruitment And Selection Has Become Increasingly Important Over Recent Years As A Result Of Globalization

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

This report examines cultural and institutional factors of Mexico and how they can impact global HR management and practices. Specifically, by analyzing Mexican culture based on Hofstede’s dimensions, economy, labor legislation, union and employment tradition we reached the conclusion that the features of Mexican culture (high power distance, strong collectivism, high level of masculinity and uncertainty avoidance) and institutional factors have a strong impact on management styles and HR practices of business in Mexico and may arouse some challenges for global company and their expatriates, especially those from countries that bear different cultural features and institutional conditions. In order to minimize the potential conflict between Mexican local employees and expatriates, parent companies need to provide trainings (culture assimilation, country condition, etc.) before sending anybody to Mexico. Also, whether the expatriates should put more effort to disseminate home country (headquarter) culture or to adjust to local culture depends on the company’s strategy in terms of being localized or standardized around the globe.

According to Wright et al (2011) recruitment and selection are part of the human resource practices common within organizations in an effort to develop human capital, which is necessary for better production. Numerous scholars have discussed the issue in different contexts. Pramila (2010) discussed the issue of recruitment and selection in an Indian- based company. The article presents effective recruitment practices, which are valuable for organizations. Among the identified practices include internal recruitment, interviews, personality tests, employer references, succession planning, and newspaper recruitment. According to Najafi (2011) the most important aim is to achieve an improvement in their recruitment and selection. With information provided in this article, the researcher is able to advance a thorough understanding of the different issues on improving recruitment and selection processes within organizations.

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

International assignments, or the act of sending employees to different countries on project assignments, are a growing trend. Because international assignments are typically very expensive, failure can have big impacts on the business. It is imperative to hire more reliable and effective international assignees. The following are criteria that should be used to select the appropriate candidate: 1-Use of a selection panel which consists of a manager from the function being recruited for, staff who have detailed knowledge of living working and conducting business in the intended

Managers in human relations needs a variety of skills and knowledge to help their firms succeed in the global marketplace. They need to cope with the initial shock that often accompanies working and living in a different culture. Also, they can become more effective through learning the language of the host country and interpreting accurately the work values of their foreign counterparts. The following traits may be associated with candidate’s who are likely to succeed in international contexts, such as, flexibility, sensitivity to culture differences, business knowledge, culture adventurous and a desire for their views. Before doing business with people from different cultures, managers can familiarize themselves with research that describes important cultural differences in work values. There is four dimensions on which different cultures can be compared, which includes of power distance, individualism, uncertainty avoidance and masculinity/femininity.

Each of these objectives requires special attention and accurate planning and execution. It is of utmost importance for every organization to employ a right person on a right position. And recruitment and selection plays a pivotal role during such situations. With shortage of skills and the rapid spread of new technology exerting considerable pressure on how employers perform recruitment and selection activities, it is recommended to conduct a step-by-step strategic analysis of recruitment and selection processes. With reference to the current context, this paper presents an incisive review of previous literature on the recruitment and selection process. This paper is primarily based on an analysis of six pieces of literature conducted by practitioners and researchers in the field of Human Resource management. Various researchers have contributed to the field of HRM, and have offered intensive and profound knowledge on the branches of HRM such as scientific recruitment and selection, Manpower management, Job analysis, Need and purpose of Recruitment, and so

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

In an increasingly globalized world economy, the aggravation of global competition, the most important factor of national competitiveness are highly qualified and motivated employees (Storey 2007). Gubman (1996) pointed out the three challenges for the organizations that will never change: first, the major mission of human resources is to gain, develop, retain talent; second, adjust the workforces with the business; lastly, a superlative contributor to the business. Moreover, human resource management is characterized by the fact that the staff seen as an important strategic resource for the organization, which requires investment, modernization, planning, staffing, training, etc. This paper will introduce an overall review of the International Human Resource Management (IHRM) theories and studies. The analyzed concepts and approaches will be applied to the case study about Yarden Mex chain of Mexican Grill Restaurants and its Subsidiaries. The paper will include definitions of Global Talent Management (GTM) and Global Diversity Management (GDM). In addition, the applied theories to the case study will generate suggestions.

Between the disparities, the economic areas of supply and demand of occupations globally, international organizations will soon need to compose their staff with a workforce that is highly diverse, and will need to manage thoroughly in order for then to work together. The human resource departments of these organizations will need to implement new recruitment strategies that can effectively match talent with the correct task even if it’s located on the other side of the world.

The theory developed by Hofstede (1980) suggested that the national cultural differences have greater influence on shaping the management and business operations. The international experience from the repatriates has considerable positive effect on pre-departure training program. Enhanced cultural awareness is expected, since the repatriates are more familiar with the host country culture. The expatriate experience from the repatriates could provide more realistic information on business context in the host country which develop positive attitude to the assignment. They could act as guidance to allocate the resources to ensure that the expatriates familiarized the new culture and produce appropriate behaviours necessary within that culture. In other word, the chance of expatriate failure is likely to be diminished. On the other hand, repatriate experience could also play a role to aid with expatriate selection. Appropriate candidate for expatriate required to have “the ability to learn new business concepts, to supervise subordinates from different culture, to deal with family relocation issues and to adjust personally to a new culture” (Webb, Wright, 1995:39). Thus, we can know that the candidate selection is not solely depends on the technical competence but also the relational abilities. The international

The terms ’recruitment’ and ’selection’ are often considered together, but they are in fact distinct human resource management activities. While recruitment involves actively soliciting applications from potential employees, selection techniques are used to decide which of the applicants is best to fill the vacancy in question. We can thus characterise recruitment as a positive activity requiring employers to sell themselves in the relevant labour markets so as to maximise the pool of

Licensed to the University of Regina for use by Professor Sandra Steen in the course “MBA/GBUS 843 Strategic HR Management," from 01/07/13 to 04/30/13.

The need for expatriate managers is increasing and “80% of midsize and large companies currently send professionals abroad—and 45% plan to increase the number they have on assignment.” (Gregersen, 1999) The cost for sending expatriates abroad is generally a costly venture for the organization with an expatriate employee package costing the organization two to three times the equivalent of a domestic position would demand. Because of this cost it is imperative that organizations identify and send the most appropriate candidates to obtain the most value for from the candidate selection.

MNCs that adopt polycentric staffing approach would appoint HCNs to manage the subsidiaries and PCNs would hold key HQ positions. Best part would be, this approach not only help alleviates cultural myopia, it is also relatively inexpensive if compare with hiring an expat.