The Ethical Complications of Transparency
The Ethical Complications of Transparency on International Mobility at Solvay Group
Chase Jeffrey Engel
Georgetown University
The Ethical Complications of Transparency on International Mobility at Solvay Group Solvay is an international business leader in the plastic, chemical, and pharmaceutical industries. With revenue exceeding $14 billion and over 28,000 employees worldwide, the company has stamped its mark on the international market (Groysberg, Nohria & Herman, 2011, p. 6). With much of its sales accumulating in the European, North American, and South American markets, Solvay has recently undertaken a company-wide initiative focused on global expansion. Marcel Lorent, a Human Resources Manager (HRM) at Solvay, was selected by the company to lead its newly developed HR International Mobility (IM) Group. With expansion continuing to proliferate, Lorent’s objective is to “streamline the international mobility process and make the entire transition a better more productive experience for the expat” (Groysberg et al., 2011, p. 2). Challenging Lorent’s objectives, however, are ethical complications that may manifest as a result of company practices and issues. In this case analysis, I will discuss these problems, identifying the risk they have of manifesting ethical complications within the company’s International Mobility process and provide solutions and recommendations in which Solvay’s HR directorates can implement that will enhance its future efforts in the International Mobility process and assist Lorent’s overall objectives. Issues Expatriates and the International Mobility Group Solvay has placed a growing organizational emphasis on global expansion in recent years. At any one time, the company has over 300 expatriates deployed world-wide, and sees the processing of nearly 80 new expatriate moves each year (Groysberg et al., 2011, p. 1). To
Chase Jeffrey Engel
Georgetown University
The Ethical Complications of Transparency on International Mobility at Solvay Group Solvay is an international business leader in the plastic, chemical, and pharmaceutical industries. With revenue exceeding $14 billion and over 28,000 employees worldwide, the company has stamped its mark on the international market (Groysberg, Nohria & Herman, 2011, p. 6). With much of its sales accumulating in the European, North American, and South American markets, Solvay has recently undertaken a company-wide initiative focused on global expansion. Marcel Lorent, a Human Resources Manager (HRM) at Solvay, was selected by the company to lead its newly developed HR International Mobility (IM) Group. With expansion continuing to proliferate, Lorent’s objective is to “streamline the international mobility process and make the entire transition a better more productive experience for the expat” (Groysberg et al., 2011, p. 2). Challenging Lorent’s objectives, however, are ethical complications that may manifest as a result of company practices and issues. In this case analysis, I will discuss these problems, identifying the risk they have of manifesting ethical complications within the company’s International Mobility process and provide solutions and recommendations in which Solvay’s HR directorates can implement that will enhance its future efforts in the International Mobility process and assist Lorent’s overall objectives. Issues Expatriates and the International Mobility Group Solvay has placed a growing organizational emphasis on global expansion in recent years. At any one time, the company has over 300 expatriates deployed world-wide, and sees the processing of nearly 80 new expatriate moves each year (Groysberg et al., 2011, p. 1). To
References: Arnold, D. G., Beauchamp, T. L., & Bowie, N. E. (Eds.). (2013). Ethical theory and business (9th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Groysberg, B., Nohria, N., & Herman, K. (2011). Solvay Group: International mobility and managing expatriates. Boston, MA: Harvard Business School Publishing.