Research Information On 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

The aforementioned increase in expatriations is remarkably in itself, but also as there are reasons advocating a decrease in expatriations besides the aforementioned risks of expatriation failure: High levels of heterogeneity in different markets compared to home market, where differences in culture and high complexity in foreign legislative and other institutional conditions, as well as potential political risk, lead to greater utilization of local management rather than expatriates managers. Subsidiaries also tend to operate on a wide extend of local autonomy in polycentric (Perlmutter, 1966) multinationals structured with a loose coordination and a disperse configuration (Porter, 1986). The fact that career opportunities for locals are reduced if expatriate managers are used, that mobility barriers in dual (two) career families are increasing, that there is an overall unwillingness to go to unattractive locations, coupled with uncertainty about the repatriation and the further career possibilities, may likewise limit expatriations. In some cases there may be work permits / visa constraints too.

Q10. Although forces in the foreign environment are the same as those in the domestic environment, they operate differently. Why is this so?

The above statement is true in today’s world economy and hence relying on local talents is not enough, so companies should also consider foreign talent markets for obtaining high quality and dedicated talents. The workplaces need to be more diverse in order to survive in today’s non-static market. What foreign talents bring is vision and experiences which might be applicable in their local market but the learning that can be obtained from those experiences will definitely help the company which plans to hire them and that learning can be applied to similar markets as well.

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.

Whinch-it can pursue one of several approaches to international staffing, with each having its advantages and disadvantages. These staffing methods include ethnocentric staffing method which the strategic decisions are made at the headquarters and the foreign subsidiaries have limited autonomy. If Whinch-it feels there are no qualified personals in the host country then ethnocentric approach will prove to be the best one. Having a parent company national will also maintain the communication, coordination and control links to corporate headquarters. Disadvantages of this staffing model include reduced productivity and high turnover as a result of limited promotional opportunities to the host country nationals. Another staffing method that can be used is polycentric, this models allows each subsidiary to be managed by a host country national with some decision making autonomy, this will eliminate some of the problems that ethnocentric have while also eliminating adjustment periods, language barriers and it gives continuity of management of foreign subsidiaries Dowling et.al 2008. Polycentric however has its disadvantages such as language barriers with parent company national and the loyalty to the PCN might be lower that the loyalty to the HCN’s nationality. Geocentric method of staffing takes no account of the

Brief Description: Responsible for noting the minutes of the project teams meetings, along with her assistant; Dai Wei. She tries her best to contribute her own ideas to meetings, and is always on the lookout to impress her superiors.

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.

The phase of gathering the appropriate data for the suitable topic has been through several steps and methods. Firstly, my initial topic of the study is the analysis of how the diverse labor force management improves individual and organizational level outcomes in the hospitality industry. I searched the related topic by key word search in the database of Melbourne University database, however only a few articles and books have been found. Therefore, I decided to enlarge my research area from hospitality industry into the whole range of industries. After I refined my research criteria, I found a considerable amount of articles and books. Some of the articles are written in Korean or Chinese. But most of the articles and the books are published in English and the

One of the major corporate problems in the current century involves continuously soaring salaries and wages. In fact, some companies face up to 50 percent of their annual income being expended on staff compensation only. In several such cases, the highest number of employees are usually nationals of the host country within which the company operates. It thus follows that the numerous costly legalities involved in getting an expatriate into the country, coupled with getting to compensate them for their troubles away from home would amount to a significantly higher amount of staff compensation costs. Add this to the already compounding corporate problems and you land in a real nightmare of a situation.

The reason it is expedient to hire expatriate managers is because the company’s values are fully embedded in the expatriate managers who have spent some couple of years working in the corporate headquarters (Robson & Society for Human Resource Management (U.S.), 2008). What any company anticipates in establishing a multinational conglomerate is to promote its value and the only concrete means of solidifying those values is to hire expatriate (PCNs) to manage the business. Additionally, expatriate would probably possess some technical and managerial skill that may not be available in the local managers’ country (Malamud & Rotenberg, 2010). However, it is not prudent to hire all expatriate managers to manage the hotels because their cultural background will collide with local employees (HCNs) and such collusion would be a recipe for a quagmire. That effectively introduced the reason why local managers should be hired alongside the expatriate. Local managers have the propensity to learn the company’s values from their expatriate managers when they interrelate on a daily

When looking to hire new employees, some firms find it not only beneficial but also necessary to hire foreign employees. Now unfortunately for the employers, to hire foreign employees they must jump through many hoops and it is timely. The first step to hiring foreign employees is to start early, it takes months to years depending on which immigration program you are applying for (Murray,Ford). Next it is important to make the necessary preparation within your company, this means deciding what roles within your company you want to fill with international employees, making plans for recruitment and retention, and creating a plan to bring employees to the US and how to keep them in the US while remaining

The variety of talent management issues facing international organizations nowadays is enormously broad. One of the main tasks facing companies all over the world is constructing and supporting a solid talent pipeline. Not only do companies need to regulate to shifting demographics and work force preferences, but they also need to build new abilities and invigorate their organizations — all while struggling with new competitors, investing in new technologies and globalizing their actions. What do businesses operating in various markets must do to fascinate and develop the very top employees so they can stay competitive worldwide? To study how primary international companies are facing up to the talent test, I will examine both qualitative and quantitative data at a leading global company. I believe that the most suitable case study organization for such a task should be “Facebook”, since Facebook’s talent managers put together a world-class business case to get funding for all of these features mentioned above. All of these features are designed for allowing employees to do the best work of their life and more uninterrupted time for innovation. Facebook’s talent managers believe that this will upsurge employee and firm impact globally. Furthermore, talent management is a part of Facebook’s business strategy and it is entirely integrated within all of the employee related processes of the company. In 2013 “Glassdoor”, most used online job searching portal in the USA, listed

* Volatility of the global environment – because subsidiaries operate under such volatility and fluctuation, they must tailor long-term goals to the specific situation in a given market. Problems arise when subsidiary managers perceive that goals are set by distant HQs strategy team are unrealistic and inflexible, due to a failure to take into account local conditions that change as a result of a volatile environment.

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.