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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.
Copyright 2008 by Nelson, adivision of Thomson Canada Ltd.
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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
Copyright 2008 by Nelson, adivision of Thomson Canada Ltd.
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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
2
3
4
5
6
7
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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
20
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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
20
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