CHAPTER 5: SOURCING HUMAN RESOURCES FOR GLOBAL MARKETS-

STAFFING, RECRUITMENT, AND SELECTION

APPROACHES TO STAFFING

The staffing issues that internationalizing firms confront that are either not present in
a domestic environment, or are complicated by the international context in which these
activities take places.

Ethnocentric

Staff very's approach focuses on the norms and practices of parent companies where
top management positions are usually held by the personnel of the company from the country
of origin. The Manager is considered the parent company, or PCN. Corporate Japan and
Korea following this approach quite often.

Polycentric

Staff very's approach focuses on the norms and practices of the host companies where
top management positions are usually held by the personnel of the company from the local
State. Managers are considered as citizens of the host country or HCN. European companies
often follow this approach.

Geocentric

The approach of the staff does not focus on one nationality over another. Instead, top-
level management positions are held by the most qualified employee's selected banded
candidates globally. The Manager is considered as the third, citizen or TCN. The most
qualified candidate was selected, but no single nationality are emphasized.

Regiocentric

The approach of the staff, the newer approach is identified, is where top-level
management positions held by employees of a specific area (region of North America,
Europe, Asia, etc.). This approach is similar to polycentric, but the approach reflects a
specific area and not country-specific.
A philosophy towards staffing

Multinationals can pursue one of several approaches to staffing. It can even be

extended in ad-hoc rather than systematic, choose one of the four approaches discussed
above. However, the ad-hoc approach really is a policy by default, there is no decision or a
conscious evaluation of the right policy. This policy is the result of inertia company,
experience, or both.

Determinants of staffing choices

One of the recurring themes in the Fearless HR is that HR is doing a poor job to
demonstrate its value to the business and then market these contributions. An important step
in fixing these deficiencies is to articulate the business impact of HR initiatives and motivate
them. HR indeed, in fact, have a lot of Levers that can significantly improve both top and
bottom line business. A short series of posts is intended to present a variety of practical
examples of Levers HR. They are four groups that are included in this topic is that, Context
Specificities, Firm-Specific Variables, Local Unit Specificities, IHRM Practices.

TRANSFERRING STAFF FOR INTERNATIONAL BUSINESS ACTIVITIES

The importance of international assignments is that, if used, the larger of the

assignment for the needs of international business, most organizations have little direct
evidence, or this is a reasonable investment. This is an example of the financial and human
resources professionals, working together, to give the task a futile and extended those using
the business benefits are clear.

Reasons for International Assignments

The first is the filling of the position, it is that the Organization has needs and
depending on the type and level of the position involved both will employ locally or transfer
the appropriate candidates. The second is the development of Management staff, which is
often moved to other parts of the Organization for the purposes of training and development
and to assist in the development of the company's common values. The last one is
organizational development, the strategic objective of the operation came into play, the
need for control, knowledge transfer, competency, and procedures.

Types of International Assignments

 The MNEs tend to classify the types according to the length or duration of the
assignment of the employees is that Short term that is for up to three months, and then
Extended that is up to one year, and the last one is Long-term that varies from one to five
years. They are five types of assignment that this topic discuss. The first one is Commuter
Assignment, Rational Assignments, Contractual Assignments, Virtual Assignment, and the
last one is Self-initiated Assignments.

THE ROLE OF AN EXPATRIATE

Expatriates are employees of the Organization in one country are assigned to work in
another country in a long-term business project or short. They help companies build their
operations in other countries, entering foreign markets or transfer of skills and knowledge to
their company's business partners. The experience of helping organizations develop base their
management skills and their ability to succeed in the global marketplace.They are six role of
the expatriate is that As an agent of direct control that means the use of staff transfers can
be regarded as a bureaucratic control mechanism. The second one is As an agent of
socialization is the implicit expectation that expatriates assist in the shared values. The third
is As a network builder is that the expatriates help to move between various organizational
units and their network of personal relationships changes. The fourth is As a boundary
spanner is referred to activities, such as gathering information, or external organizational
contexts. The fifth is As language nodes are that expatriates working for the elevator
company Kone. The last one is Transfer of competence and knowledge is the international
assignments do assist in knowledge sharing and competence transfer and encourage adoption
of common work practices which may strengthen elements of corporate culture.

THE ROLE OF NON-EXPATRIATES

People who travel internationally but are not considered expatriate, because they do
not move to other countries. The notion-disebuOrang of this expatriate who travels
internationally but not considered foreign, because they do not move to other countries. Non-
expatriates called international business travelers who spent most of his time visiting overseas
markets, a unit of subsidiaries and international projects. As the trigger factor is a matter of
home and family, travel, logistics Work Settings, health issues, the last is the issue of the
culture of the host country. t international business travelers spend most of their time visiting
overseas markets, a unit of subsidiaries and international projects. Apart from the resource
implications, there are some issues is that the issue of home and family, Travel, logistics
Work Settings, health issues, the last are the issue of the culture of the host country.

THE ROLE OF INPATRIATES

Inpatriate played an important role in the internationalization strategy of MNC and

they can be used as an alternative for expats. Managerial Executive is civil, who work abroad
are semi-permanent and permanent. These people were relocated to the Head Office of the
parent company for a certain period. Inpatriate can act as an agent for controlling different
activities directly at the two companies. Inpatriates network builders, who are responsible for
creating effective communication between Headquarters and subsidiaries. They are the
builders of the network, which analyzes the work of both the company and build an effective
network to complete the task properly.

RECRUITMENT AND SELECTION OF INTERNATIONAL MANAGERS

Recruitment is defined as seeking and getting potential job candidates in sufficient

number and quality so that the organization can choose the most appropriate to the needs of
his work. The selection is defined as the process of collecting information for the purpose of
evaluation and decide who should be employed in a particular job. The first decision to
IHRM is where employees for various positions should come from. Take the example of the
French multinational companies with the need to fill executive positions at a subsidiary in
Romania, there are three alternatives: a French citizen, a citizen of Romania or a manager of
a third country.

EXPATRIATE FAILURE AND SUCCESS

Expatriate failure usually is defined as a post that ended with the premature or
considered ineffective by senior management. Most of the studies about this have come to the
conclusion that the failure rate is high and can vary between 20% and 50% depending on the
country. Developing countries such as South-East Asia are considered higher risk than
developed countries. The cost of failure has been estimated in various ways with the results
vary widely. Although there is no clarity, it is clear that the failed assignment in locations
abroad much more expensive than is happening closer to home.There is four reasons that
make expatriate failure is that Cultural Inflexibility, Emotional Immaturity, Responsibility
Overload, and Physical Breakdown.
SELECTION CRITERIA

Selection criteria used to help choose the most suitable, effective, skilled,
experienced, qualified, for the job. Applicants must demonstrate and prove the manner in
which they will be of value to the job and the organization. The application should not be
shortlisted if fail to indicate how the applicant meets one of the criteria. The applicants who
are successful and competitive shows that they meet any selection criteria will normally be
offered an interview. From the point of view of the organization, selection criteria can help
standardize recruitment processes. They provide guidance to employees and recruiters as an
important and desirable requirement to look for in applicants, which can help reduce the
personal and social bias in selection decisions and to ensure that the most suitable candidate
selected.

EXPATRIATE SELECTION PROCESSES IN PRACTICES

The multinational companies are very careful in their selection process, however,
predict the potential future performance of the staff concerned is challenging at the best of
time primarily operates in the foreign environment adds another level of uncertainty.
Expatriate selection process generates higher costs for multinational companies including
relocation process, benefits and accommodation regardless of training costs. During the
selection process for the expats, conflicting forces operate in the minds of foreigners. One of
the highlights of the employee to move to a new place, the others tend to stop him leaving.
The world of rapid globalization has increased the need for international assignments and
many organizations are starting to consider the experience of international management for
top management. So the international assignment of an important part to the success of the
Organization to gain a competitive advantage.

DUAL CAREER COUPLES

A job search is an interesting and exciting process of increasingly complicated when

both you and your partner are in academia. Dual career problems often occur among
academics and the fact that most institutions have a variety of support services to help double
career couples. When involved in a job search the double may be important to use personal
counseling or employee assistance services to answer important questions about what is
important in the search, how potential conflict may need to be resolved, what to do in
instances where one person accepted the offer prior to the other, and the transition from
graduate student to faculty or junior postdocs. Career Center also offers support for dual-
career couples around when revealed in a search, how to simultaneously conduct two
searches work, and areas inside and outside of the Academy where one or both partners can
see.