Internation Recruitment and Selection

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International Recruitment, Selection, and Training Strategies The world has been rapidly transforming due to the changes in technology, innovations, and the reduction of trade barriers into and out of countries which have permitted globalization. Due to globalization human resource management has been forced to take a more international approach, and has demonstrated that a more effective management of human resources internationally is imperative for the success of companies in international business (Shen). Therefore international organizations need to understand the roll that plays the international human resource management (IHRM) department, and the importance of adopting an effective recruiting, selecting, and training strategies that will enable the company to select the right talent for the right places. IHRM plays a very important and challenging roll in the international setting of organizations because “they must develop practices which will maintain congruence with the overall strategic plan of their respective multinational corporations, while balancing the economic, social, political, and legal constraints of the host countries” (Caligiuri). Companies understand that the only way to develop strong and successful global leaders, which are keys to competitive advantage, is through an IHRM department that has a well develop competitive strategy in place. Multinational Corporations (MNCs) like Unilever and Huawei Technologies Co., a Chinese networking and telecommunications supplier, have understood the importance of a well develop IHRM department and have implemented strategies that are aligned with a global approach that support the business operation worldwide (Gartsdie). Based on Heenan and Perlmutter model there are four competitive strategies as well as different training alternatives for global assignees that MNCs can use to develop a successful IHRM approach. The recruitment and selection (staffing) policies which MNCs implement for their foreign subsidiaries will vary greatly for every company, and should be determine accordingly with the IHRM approach the organization is pursuing (Ball). MNCs can be divided in four types based on their management approach and corporate philosophy. The first approach a MNC may consider is the ethnocentric approach which is “characterized by low pressures for cost reduction and low pressures for local responsiveness” (Ball). Ethnocentric MNCs are not willing to give up the control over foreign subsidiaries, and prefer to place expatriates employees belonging to the home country of the firm, in all key management positions abroad. IHRMs departments that adopt this approach believe that expatriates are more capable than employees of the host country, and they expect that their expatriate managers transfer headquarters’ culture and philosophy to the host nationals (Caligiuri). This approach is normally used by MNCs with primarily international strategic orientations in the early stages of globalization. The advantage of an ethnocentric approach is that it expands the experience of expatriates and prepares them for high level management positions who execute strategic decisions from headquarters. Many expatriates adapt, learn the language, and perform effectively within the host country (Ball). However data suggest that there is a high turnover rate among expatriates because many of them do not have the special set of skills, characteristics, and abilities (e.g. tolerance of ambiguity, adjust quickly, empathy, actively manage social contacts) that are required to be successful in such position (Caligiuri). Because of the previous statement it is imperative that MNCs understand that facilitating proper training and development to the expatriate is a very important part of the IHRM department because it has a major impact on the effectiveness of the expatriate manager and “research has shown that cross-cultural training is an effective intervention to prevent expatriate...
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