Main Challenge in International Staffing

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

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

Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College

Human resource management functions in multinational companies are incredibly complicated by the need to adapt policies and procedures related to personnel, to differences between the countries, which is one of the branches. In particular, the countries cultural differences, differences in economic development and legal systems may require an international company adaptation programs of hiring, firing, training and remuneration for

Abstract: Human Resource Management is fast gaining popularity and its importance is becoming unavoidable, this is due to the fact that Human Resource Management plays a huge role in the growth of any company irrespective of its size. Unfortunately it is yet to achieve global standards or strategy of operation; this can be attributed to the various differences between environmental factors, employment attitudes, cultural

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

There are human resource issues that are impacting the company on a global level. These issues range from change management, leadership development, HR effectiveness measurement, organizational effectiveness, compensation, staffing: recruitment and availability of skilled local labor, succession planning, learning and development, staffing: retention, and benefits costs: health & welfare (University Alliance, 2016). Many of these issues arise from cultural differences during expansion into new foreign markets or when the currently targeted markets shift. To rectify these issues the company currently addresses each situation on a case-by-case basis. In the past, this has addressed the issues at hand. Due to cultural

In today’s global economy, having a workforce with international experience is crucial for companies to maintain their competitiveness. Currently, approximately 80% of all midsize and large firms send their professionals overseas for international assignments. Expatriate expenses may cost up to two or three times the amount that the employee with equivalent position may have back in their home country. The total expatriate package may cost up from $300,000 to $1 million dollars, depending on their location and their designation. For international assignments, professionals are usually given foreign posts for two reasons. First, is to generate and transfer knowledge. Second, to develop their global skills or do both.

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.

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.

I chose to research information on International Staffing. This subject is very interesting to me as the company I work for is in the process of opening a site in Germany. I am assisting in the planning of the number of employees that will be needed in the call center. Therefore, I have been in meetings when the topic of how the company will staff the new site has been discussed. Prior to these meetings, I never thought about how different recruiting for a new site locally is compared to opening a site in another country. Even though, I am not in charge of the decision, I wanted to research all of the reasons why it is so different when it comes to staffing in another country. In my research I went through the DeVry Library, as well as

The ability to adjust can be assisted by defining the goals and objectives of the firm; clarity of the job design also helps this process. Therefore the capability of adjustment by expatriate and spouse/family must be considered at the selection stage of the international assignment. Shaffer et al., (1999) research show that more emphasis on designing global positions should exist where jobs are clearly defined and the employee has greater decision-making authority. Job design refers to the role clarity, its discretion and novelty, which in turn relates to the success of the international assignment. A supportive organisational culture both home and abroad will enhance expatriates ability to adjust thus increasing their effectiveness on the job. This should include repatriation support by the provision of a buddy or assignment of a “special employee” to help expatriate navigate the cultural and business terrain as used in the Amos Tuck School’s

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.

With the growing economy and competitive advantages in India, more and more business with global ambition are attracted to develop markets there. Hiring employees from India and sending managers there are necessary for companies who want to do business globally. In global context staffing becomes more complex than staffing in a purely domestic context especially in recruitment and selection. Thus it is necessary for global companies to think about hire what kind of talent and how and where to hire them to solve global issues.

Thus if this approach is to be adopted by Proton in the case of hire a Malaysian expatriate as the operation manager to run Proton’s factory in China, Proton’s International HR Manager holds the full responsibility to make sure the successful recruitment of the best-fit candidate. The operation manager should be someone handpicked internally due to their job knowledge and deep understanding of Proton’s history, structure, policies and procedures.