ihrm staffing lecture 3

7/30/2019 IHRM Staffing Lecture 3

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Staffing in general means a right person atright time and at right place for achievingorganizational success

Staffing process begins with planning for HRand followed by recruitment and selection.

Recruitment is a process of attracting righttalent pool

Selection is choosing right person from thepool available


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Human resource planning involvesdecisions about where and how manyemployees are needed for eachinternational facility.

Decisions about where to locate includeconsiderations such as the cost andavailability of qualified workers.

These considerations must be weighedagainst financial and operational

requirements. Other location decisions involve

outsourcing.


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Estimate employment needs of the MNE Develop plans for meeting those needs.

Lack of accurate data about labor forces in

many countries HR must develop data from independent

sources

Population characteristics-Aging

population,male/female participation rates Geographic location


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Labor mobility- immigration and emigration Brain drain and job exporting-A transfer

between emerging and developed countries ,off shoring and outsourcing

Global workforce planning and talentmanagement are critical to the success oforganizations


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1. Competency in the employees area ofexpertise

2. Ability to communicate verbally andnonverbally in the foreign country

3. Flexibility, tolerance of ambiguity, andsensitivity to cultural differences

4. Motivation to succeed and enjoyment ofchallenges

5. Willingness to learn about the foreigncountrys culture, language, and customs6. Support from family members


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Firms using an ethnocentric staffing approachfill key managerial positions with people fromheadquarters that is, parent-countrynationals (PCNs).

In a polycentric staffing approach, localmanagers host-country managers (HCNs) are hired to fill key positions in their owncountry.

2006 Prentice Hall9-6


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In the global staffing approach, the bestmanagers are recruited from within oroutside of the company, regardless of

nationality. In a regiocentric staffing approach,

recruiting is done on a regional basis saywithin Latin America for a position in Chile.

2006 Prentice Hall9-7


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Government Regulations Work Permits Universally Required

Recruitment of Locals Varies

Guest Workers Role of religion, Family, Politics


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Three main advantages:1. Hiring local citizens is generally less costly than

relocating expatriates.

2. Since local governments usually want good jobs

for their citizens, foreign employers may berequired to hire locally.

3. Most customers want to do business withcompanies they perceive to be local versusforeign.

Copyright 2008 by Nelson, adivision of Thomson Canada Ltd.

159


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Work Permit, or Visa Government document granting a foreign

individual the right to seek employment.

Guest Workers

Foreign workers invited to perform needed labour. Apprenticeships

Vocational training programs in skilled trades.

Transnational Teams

Teams composed of members of multiplenationalities working on projects that spanmultiple countries.


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Global manager A manager equipped to run an international

business

Skills Categories

Ability to seize strategic opportunitiesAbility to manage highly decentralizedorganizations

Awareness of global issues

Sensitivity to issues of diversityCompetence in interpersonal relations

Skill in building community


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CORE SKILLS AUGMENTED SKILLS Experience Technical skills

Decision making Negotiation skills

Resourcefulness Strategic thinking Adaptability Delegation skills

Cultural sensitivity Change management

Team building

Maturity


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Work experiences with cultures other than ones own Previous overseas travel

Knowledge of foreign languages Recent immigration background or heritage Ability to integrate with different people, cultures, and

types of business organizations Ability to sense and accurately evaluate developments in

the host country

Ability to solve problems within different frameworksand perspectives

Sensitivity to differences of culture, politics, religion, andethics

Flexibility in managing operations on a continuous basisdespite lack of assistance and gaps in information


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Interviews Formal assessment

Committee decision

Career planning

Self selection

Internal job posting and individual bid

Recommendations

Assessment centers


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Applicants better prepare themselves forinternational assignments by carrying out thefollowing three phases:

Other Considratis

Focus on self-evaluation and general awareness include the

following questions:Is an international assignment really for me?

Does my spouse and family support the decision to go

international?

Collect general information on available job opportunities

Phase I


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Applicants better prepare themselves for internationalassignments by carrying out the following three phases:

Other Considerations

Conduct a technical skills assessment Do I have the technical

skills required for the job?

Start learning the language, customs, and etiquette of the region

you will be posted

Develop an awareness of the culture and value systems of thegeographic area

Inform your superior of your interest in the international

assignment

Phase I

Phase II


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Applicants better prepare themselves for internationalassignments by carrying out the following three phases:

Other Considerations

Phase I

Phase II

Phase III

Attend training sessions provided by the company

Confer with colleagues who have had experience in the assigned

region

Speak with expatriates and foreign nationals about the assigned

country

Visit the host country with your spouse before the formally

scheduled departure (if possible)


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Inability of spouse/partner to adjust or spouse/partnerdissatisfaction

Inability of expatriate to adjust Other family-related problems Mistake in candidate/expatriate selection or just does not meet

expectations Expatriates personality or lack of emotional maturity Expatriates inability to cope with larger responsibilities of overseas

work Expatriates lack of technical competence Expatriates lack of motivation to work overseas Dissatisfaction with quality of life in foreign assignment Dissatisfaction with compensation and benefits Inadequate cultural and language preparation Inadequate support for IA and family while on overseas assignment


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Perceived Competence

Beginning of Transition Time

1.UnrealityThe feeling

that therelocationis a dream

2. FantasiaThe feeling of

enchantmentandexcitement inthe newenvironment

3. InterestA deeperexploration of theenvironment and arealization that it isfundamentallydifferent fromhome

5. Experimentation andTesting ofNewApproachesPractice phase trying to dothings differently Feedback of

results success and failure4. Acceptance of RealityLetting go of past comfortableattitudes and realizing you are astranger in a strange land

6. Search for

MeaningUnderstanding reasonsfor success and failure.New models/personaltheories created

7.Integrationof NewSkillsand BehaviorAcceptance ofthe newenvironment

1

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3

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5

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New culture seems exotic and stimulating Excitement of working in new environment

makes employee overestimate ease ofadjusting

Lasts for first few days or months

2004 Prentice Hall

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Differences between new and oldenvironments are blown out of proportion

Challenges of everyday living

Many stay stuck in this phase


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Employee begins to understand patterns ofnew culture

Gains language competence

Adjusts to everyday living


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Anxiety has ended Employee gains confidence in ability to

function productively in new culture

Repatriation may be difficult


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Start the Selection Process

Can the position be filled by a local national?

Identify degree of interaction required with local

communityusing a 7- or 9- point scale, ranging from

low to high, indicate the degree of interaction with

local community required for successful performance

on the job.

Select local national and subject him/her to trainingbasically aimed at improving technical and

managerial skills.

Emphasis* on tasks variables.

Second but by no means unimportant question is to

ask whether the individual is willing to serve abroad.

Is candidate willing?

Probably not suitable for position

Emphasis* on task variables

Identify degree of similarity /

dissimilarity between culturesusinga 7- or 9-point scale, ranging from

similar to highly diverse, indicate the

magnitude of differences between the

two cultures,

Emphasis* on relational abilities

factor.

Family situation factor must also be

taken into consideration.

Start orientation (most rigorous)

Start orientation(moderate to high rigor)

Start orientation(moderate to high rigor)

Probably not suitable for position

YES

NO

YES

YES NO

NO

HIGH

LOW

HIGHLY DIVERSE

VERY SIMILAR


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Likelihood of managers being successfulat overseas assignment increases if themanagers Can freely choose whether to accept or reject

the assignment Have been given a realistic preview of the job

and assignment Have been given a realistic expectation of

what their repatriation assignment will be Have a mentor back home who will guard their

interests and provide support See a clear link between the expatriate

assignment and their long-term career path

2004 Prentice Hall

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ihrm staffing lecture 3

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