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Bill Castellano, Ph.D.

[email protected]

Class 11

Lecture 1: Global Workforce Planning and Staffing

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Class 11

Class 11 Lec. 1: Global Workforce Planning and Staffing   Lec. 2: International Assignee Management     Chapters 8, 9   Reading: World Employment and Social Outlook   Assignment 4 Due: Cultural Assessment of expansion strategy Discussion Question: Describe how you would select employees to be sent on global assignments.

Effective Global Talent Management Practices

Global Staffing – focus on behavioral competencies needed for effective intercultural performance, including:

linguistic ability

interpersonal skills

cultural curiosity

tolerance for uncertainty and ambiguity

cultural empathy.

INTERNATIONAL WORKFORCE PLANNING: AN INTRODUCTION

  • Workforce
  • The enterprise’s present employees

  • Labor Pool
  • Potential employees (the labor market) from which a firm attracts and hires its work force

  • Staffing Decision
  • Practices for recruiting, selecting, developing, and retaining the best global talent

Global Work Force Planning

Global Work Force Planning

Labor mobility

Population characteristics: shortages and surpluses

Increasing diversity
of labor forces and
work forces

Availability
of data

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INTERNATIONAL STAFFING

Tendency to hire from the HQ country and send employees on international assignment to the subsidiaries

Preference to use

locals from

the subsidiary

country

Source talent from anywhere in the world

Favor using people from the region

Staffing the Multinational Enterprise

  • Types of International Employees
  • Parent country nationals (PCNs)
  • Host country nationals (HCNs)
  • Third country nationals (TCNs)
  • Expatriates
  • PCNs who have worked for more that one year in a foreign subsidiary of their MNE.
  • Repatriates
  • Expatriates PCNs who have returned to their home country.
  • In-patriates
  • Employees (HCNs or TCNs) who have relocated to the parent company’s headquarters home country

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INTERNATIONAL STAFFING

Diversity of International Employees

Local hires or nationals

Domestic internationalists

International commuters

Frequent business trips

Short-term international assignees

International assignees

Localized employees

Permanent cadre or globalists

Stealth assignees

Immigrants

Internships

Returnees

Boomerangs

Second-generation expatriates

Just-in-time expatriates

Reward or punishment assignees

Outsourced employees

Virtual IEs

Self-initiated foreign workers

Retirees

THE INTERNATIONAL
RECRUITMENT FUNCTION

Questions to be answered before the recruiting process starts:

  • What percent of new employees can we recruited locally?

  • What knowledge must be transfer from home office?

  • How many applicants does the organization need in the short term (less than a year) and the long term (one to three years)?

  • Does the organization offer compensation packages below market average, at market average, or above market average?

  • What type of competencies does the organization need in new applicants?

THE INTERNATIONAL
RECRUITMENT FUNCTION (CONT.)

Internal Recruiting Sources

  • Global Talent Management Inventories

  • In-house Global Leadership Programs

  • Former/Current Expatriates

  • Nominations

  • Internal Job Posting/Intranet

  • International Succession Planning Programs

THE INTERNATIONAL
RECRUITMENT FUNCTION (CONT.)

External Recruiting Sources

  • Employee Referrals

  • Company Internet Sites

  • Executive Search Firms

  • Professional Associations / Job Fairs

  • Competing Firms

  • Universities and Colleges

Impact of Culture on HR Practices

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POWER DISTANCE

UNCERTAINTY AVOIDANCE

HR Practices LOW HIGH LOW HIGH
Staffing Select on capabilities Career progression Select on specific job requirements Follow Directions Comfortable with Risk and Innovation High Career Mobility Risk adverse High Career Stability
Appraising Joint objectives 360% Feedback Assigned goals Manager appraisal Challenging objectives High variance measures Specific clear goals Low variance measures
Compensating Skills-based Profit sharing Based on Position Variable incentives Broad banding Set salary Pay consistency
Training & Development Open instruction Competency development Status Differences- participants/instructors Job development Experiential / Role plays Didactic / Lecture
Work Design High level of empowerment and decision making Low level of empowerment Manager makes decisions Complex Job Design Structured Job Design
Leadership Informal Power Sharing Formal Status Driven Collaborative Risk Taker Highly Directive Risk Adverse

Impact of Culture on HR Practices

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INDIVIDUALISM

MASCULINITY

HR Practices LOW HIGH LOW HIGH
Staffing Select on preference for team work Select on preferences for individual achievement Organization / Group Fit Ability to do the job
Appraising Peer evaluations Individual accomplishments Team Goals Knowledge Sharing Job Goals Performance-based
Compensating Team-based Individual-based Reward cooperativeness Flexible work-life benefits Performance Pay Competitive promotions
Training & Development Relationship management Group skills Job/Self Improvement Focus on Social Skills Management and Leadership Development
Work Design Team Work Task Significance Multi-stakeholder Autonomy Task Identity Focus on Job Context Focus on Job Content
Leadership Shared leadership Accommodating Seek Power High Achievement Cooperative Considerate Competitive Assertive

Lecture 2

Go to Lecture 2: International Assignee Management