4.1 globalisation and international
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Lecture19-InternationalRecruitmentandSelection.pptxInternational Recruitment and Selection:
Staffing in MNCs and Expatriation
HRMG 3203
Dr Amarachi Amaugo
Semior Lecturer, International HRM
Outline of lecture
We learn foundations of ‘managing people’ in IHRM:
Understand the importance of recruitment and selection from a global perspective
Issues related to approaches to staffing foreign ops.
Reasons for international assignments
Types of international assignments
Expatriate & non-expatriate roles in supporting international business activities
Recruitment and Selection (R&S)
Recruitment refers to activities associated with the advertisement and communication of job vacancies and the attraction of applicants
Selection refers to the activities associated with choosing from this pool of applicants
Recruitment
Breaugh (2008) identifies the following key steps in recruitment activities:
Recruitment Objectives: identifying the specific recruitment need, the kinds of individuals to be recruited, the time frame for processes, and the required levels of performance and retention needed from the process
Strategy Development: working out a strategy for the recruitment activity, in which key questions about who and where to recruit, how to reach targeted people, and what to communicate during the recruitment, are all considered
Recruitment Activities: application of specific methods of recruitment to attract the applicant pool, typically involving decisions about who will do the recruitment, whether it will be outsourced, the nature of the information to be conveyed and the use of various media
Selection: Initial Considerations
Job Analysis
Need to establish what to measure/assess
Knowledge, skills, abilities and other attributes (KSAOs)
Measurement issues
Supressing bias and promoting fairness
Reliability
Validity
Assessment Techniques: Early-stage
CV/Résumé
Application forms
Biodata items
Assessment Techniques: Mid-stage
Psychometrics
Ability tests
Personality questionnaires
Assessment Techniques: Late-stage
Interviews
Situational Judgement Tests (SJTs)
Work Sample Tests
Assessment Centres
Woods, Zibarras and Hinton (2017)
Staffing attitudes of internationalizing firms
Ethnocentric – PCNs are favored
Polycentric – HCNs manage subsidiaries
Geocentric – Ability is more important than nationality
Regiocentric – Similar to geocentric, but limited to a given region
MNC staffing policies
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Advantages and disadvantages of using PCNs, HCNs or TCNs
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Determinants of
Determinants of staffing choices
Reasons for International Transfers
To Fill Positions This concerns the transfer of technical and managerial knowledge. Expatriates are seen as the key bearers of tacit knowledge.
Management Development: provides managers with international experience and develops him/her for future important tasks in subsidiaries abroad or with the parent company. This transfer would be carried out even qualified HCNs were available.
Reasons for International Transfers
3. Organisational Development (coordination and control): this consists of two elements:
Organisation development can be defined as ‘the increase of the company’s potential to succeed and to compete in the international market’.
Socialisation of both expatriate and local managers into the corporate culture.
The creation of a verbal information network that provides links between subsidiaries and headquarters.
The ultimate goal is to make sure that the various organisational units strive towards common organisational goals.
Types of international assignments
Short term up to 3 months
Extended up to 1year
Long term 1 to 5 years (traditional expatriate assignment)
Some non-standard assignments:
Commuter go home every one to two weeks
Rotational commute for set period followed by break in home country
Contractual specific skills employees hired for 6-12 months on specific projects
Virtual employee manages international responsibilities from base in home country
Differences between traditional & short-term assignments
Differences between traditional & short-term assignments
Determinants of staffing choices
Expatriate Roles
Factors that influence effectiveness of international assignments
Open environment
Support for cross-fertilization of ideas
Implementation of best practice
Knowledge/info travels freely between expatriate, host country, & parent country
Consideration for personal networks
Some knowledge transfer requires longer assignments (e.g., where there is much tacitness)
Expatriate’s ability & motivation to act as an agent of knowledge transfer
Abilities, motivations, relationships of locals
Drivers for recruiting & transferring inpatriate mgrs.
Desire to create global core competency & cultural diversity of strategic perspectives
Desire to provide career opportunities in HCs
The emergence of developing markets which often are difficult locations for expatriates:
Quality of life adjustment
Cultural adjustment
Factors in expatriate selection
Factors influencing expatriate selection
Tasks & exercises used in an assessment center
Tasks & exercises used in an
assessment center
Evaluation scheme for a role play in an intercultural assessment center
Major Differences between domestic & international staffing
The MNC’s orientation of who should hold key positions in headquarters and subsidiaries (ethnocentric, polycentric or geocentric).
Constraints imposed by host governments
The firm’s ability to attract the right candidates
The persuasion of managers to release their best employees for international assignments is a key role for corporate HR.
Summary
In addition to cultural and institutional factors, each major region of the world may be considered to have specific challenges and issues with regard to recruitment and selection, and organisations have to remain aware of these differences when they determine their HRM policies and practices.
Organisations must remain aware of these differences when they determine their HRM policies and practices.
Notions of good practice in HRM differ from country to country.
Suggested Reading
Delgadová, E., Gullerová, M. & Ivanová, E. 2017, "Recruitment and selection processes in Slovak enterprises and multinational corporations", International Journal of Organizational Leadership, vol. 6, no. 2, pp. 211.
Kang, H. & Shen, J. 2014, "International human resource management policies and practices of South Korean MNEs: A review of the literature", Asia Pacific Business Review, vol. 20, no. 1, pp. 42-58.
O'Meara, B. & Petzall, S. 2013, Handbook of Strategic Recruitment and Selection, Emerald Group Publishing Limited.
Kang, H. & Shen, J. 2013, "International recruitment and selection practices of South Korean multinationals in China", International Journal of Human Resource Management, vol. 24, no. 17, pp. 3325-3342
Sparrow, P., Brewster, C., & Harris, H (2005). Globalizing Human Resource Management. New York: Routledge.
Derous, E. & De Fruyt, F. 2016, "Developments in Recruitment and Selection Research: Editorial", International Journal of Selection and Assessment, vol. 24, no. 1, pp. 1-3.
Harzing, A-W., & Pinnington, A. H. (2011). International Human Resource Management. London: Sage.
Leat, M. (2001) Exploring Employee Relations. Oxford: Butterworth – Heinemenn.
Tarique, I., Briscoe, D., & Schuler, R. (2016). International Human Resource Management. Abingdon: Routledge.
Crawshaw, J., Budhwar, P. and Davis, A. (2017) Human Resource Mnagement: Strategic and International, Sage: London
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