International Human Resource Management

International Staffing Assignment

Group 2 Hemanth Chellapilla 10PGHR11 Chhavi Aggarwal 10PGHR12 Chhavi Gupta 10PGHR13 Deepak Vaswan 10PGHR15 Indrojit Saha

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Critical evaluation of International staffing

An international organization must consider both headquarters practices and the ones that prevail in the countries of its subsidiaries. Local culture tends to influence recruitment and selection practices. In certain countries, local laws demand a specific approach. Thus, an organization cannot be rigid about a uniform recruitment policy across the globe. Adapting to the local context is absolutely essential. More than the nationality of a candidate, aspects like a balance between internal corporate consistency and sensitivity to local labor practices, must be emphasized upon. In an achievement-oriented culture, people consider consider skills, knowledge, and talents while in an ascribable culture, age, gender, and family background are important. An organization selects someone whose personal characteristics fit the job. 5/6/12
Management, Vol. 6, 2001, 1-2, S. Treven: Human resource management in

Examples of varied staffing practices

In international manufacturing and processing facilities in Mexico, companies recruit with a sign announcing job openings outside the facility or by employees introducing family members who are looking for jobs In Hungary, as an attempt by the government to combat unemployment, it is a requirement that an organization must get permission from the Ministry of Labor before hiring an expatriate. Within the European Union, citizens of member countries can work in other member countries without a work permit. Hence, how to classify a German citizen working for a French company in France is not clear. Siemens has many different lines of business around the world but it is not really consolidated into one whole, and each country of operation isautonomous. Bayer, ADP and Levi also fit into this category. 5/6/12
Management, Vol. 6, 2001, 1-2, S. Treven: Human resource management in international organizations

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Company: Doors Automobiles We build Doors and some other parts of automobiles

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Culture

10 9 8 7 6 5 4 3 2 1 0

Minimum number of levels in organization structure to enhance communication Relate rewards to individual performance in Canada and team based performance in UAE (Examples: individual incentive plans, gain sharing plans) Relationship orientation should be inculcated in PCNs before they 5/6/12 go to Canada and UAE

Availability of Talent
Canada UAE
Ethnocentric approach Send Ethnocentric approach Send PCNs to establish brand name and PCNs to establish brand name and processes processes Recruit host country nationals and Recruit host country nationals and through them establish brand through them establish brand name and create awareness name and create awareness Talent availability: Canada isTalent Availability perceived to have earned a reputation of excellence throughout the world. (Instead of having a melting pot, each cultural group, whether it be Ukrainian, Lebanese, Sikh or Chinese was respected for its uniqueness and encouraged to retain its own ways.) 5/6/12

Knowledge Sharing

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Decision making authority

Local Market Understanding

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Labor Costs

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Steps involved in pay equity in Canada

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Best Practices in Canadian MNCs

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Factors Helping Integration of Expatriates and Local Staff

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Factors Hindering Integration of Expatriates and Local Staff

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Comparative Management in Focus: Compensation

Best Practices

Regional Clusters

Country Specific

Asian countries use more Canada uses less seniority pay, group/team Incentives not too incentives than pay, and pay for future large, pay based on expected, Japan uses goals where as north individual performance, more. UAE uses very American countries reduce seniority pay strict incentives related emphasize on individual to performance pay

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Comparative Management in Focus: Selection

Best Practices Getting along with others and Fit with corporate values Regional Clusters Country Specific

Japan looks at a Anglo cluster focuses on persons potential; technical skill, work Canada relies on experience; Japan focus potential; UAE relies on on work experience control

Comparative Management in Focus: Performance Appraisal

Best Practices Regional Clusters Country Specific Expression used little in Asian countries and Could be better in all administrative purpose is In Japan the countries; emphasis on important. administrative purpose development and Plays an important role is important documentation for both North America and Arab Countries. 5/6/12

Comparative Management in Focus: T&D

Best Practices Regional Clusters Country Specific Softer practices used in Anglo cluster but more use is desired Canada is outsourcing In Arab countries, more; Japan uses team external training is building extensively looked out for. It is a reactive approach. More use is desired.

Used to improve technical skills and, increasingly, team building

Comparative Management in Focus: Relation to Strategy

Best Practices T&D and performance appraisal most closely linked to organizational capability 5/6/12 Regional Clusters Low cost and differentiation strategies linked to HRM in Asian cluster Country Specific No linkages between organizational capability and HRM in Arab Countries

References

Expatriate management best practices in Canadian MNCs: a multiple case study by Sharon Leiba Osullivan, Steven H.Appelbaum, Corinne Abhikhzer Pay and Employment Equity in the United States and Canada by Morley Gunderson An approach to diversity training in 5/6/12 Canada by Patrick Schmidt

Thank You!!

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