Staffing in general means a right person at right time and at right place for achieving organizational success Staffing

process begins with planning for HR and followed by recruitment and selection. Recruitment is a process of attracting right talent pool Selection is choosing right person from the pool available

Human resource planning involves decisions about where and how many employees are needed for each international facility. Decisions about where to locate include considerations such as the cost and availability of qualified workers. These considerations must be weighed against financial and operational requirements. Other location decisions involve outsourcing.

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

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 talent management are critical to the success of organizations

1. 2. 3. 4. 5. 6.

Competency in the employees area of expertise Ability to communicate verbally and nonverbally in the foreign country Flexibility, tolerance of ambiguity, and sensitivity to cultural differences Motivation to succeed and enjoyment of challenges Willingness to learn about the foreign countrys culture, language, and customs Support from family members

Firms using an ethnocentric staffing approach fill key managerial positions with people from headquarters that is, parent-country nationals (PCNs). In a polycentric staffing approach, local managers host-country managers (HCNs) are hired to fill key positions in their own country.

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In the global staffing approach, the best managers are recruited from within or outside of the company, regardless of nationality. In a regiocentric staffing approach, recruiting is done on a regional basis say within Latin America for a position in Chile.

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Government Regulations Work Permits Universally Required Recruitment of Locals Varies Guest Workers Role of religion, Family, Politics

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 be required to hire locally. 3. Most customers want to do business with companies they perceive to be local versus foreign.

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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 multiple nationalities working on projects that span multiple countries.
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Copyright 2008 by Nelson, a division of Thomson Canada Ltd.

Global manager
A manager equipped to run an international business

Skills Categories
Ability to seize strategic opportunities Ability to manage highly decentralized organizations Awareness of global issues Sensitivity to issues of diversity Competence in interpersonal relations Skill in building community
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CORE SKILLS Experience Decision making Resourcefulness Adaptability Cultural sensitivity Team building Maturity

AUGMENTED SKILLS Technical skills Negotiation skills Strategic thinking Delegation skills Change management

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 frameworks and perspectives Sensitivity to differences of culture, politics, religion, and ethics Flexibility in managing operations on a continuous basis despite lack of assistance and gaps in information

Interviews Formal assessment Committee decision Career planning Self selection Internal job posting and individual bid Recommendations Assessment centers

Applicants better prepare themselves for Other Considratis international assignments by carrying out the following three phases:
Focus on self-evaluation and general awareness include the

following questions: Is an international assignment really for me? Phase I Does my spouse and family support the decision to go international?
Collect general information on available job opportunities

Other Considerations
Applicants better prepare themselves for international assignments by carrying out the following three phases:
Conduct a technical skills assessment Do I have the technical

Phase I

Phase II

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 the geographic area Inform your superior of your interest in the international assignment

Other Considerations
Applicants better prepare themselves for international assignments by carrying out the following three phases:
Phase I
Attend training sessions provided by the company
Confer with colleagues who have had experience in the assigned

Phase II

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) Phase III

Inability of spouse/partner to adjust or spouse/partner dissatisfaction 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

Perceived Competence

6. Search for Meaning

1. Unreality

3. Interest

The feeling that the relocation 2 is a dream

2. Fantasia

A deeper exploration of the environment and a realization that it is fundamentally 5 different from home 3

Understanding reasons for success and failure. New models/personal theories created

5. Testing of New Approaches

Acceptance of the new Experimentation and environment

7. Integration of New Skills and Behavior

The feeling of enchantment and excitement in the new environment

4. Acceptance of Reality

Practice phase trying to do things differently Feedback of results success and failure

Letting go of past comfortable attitudes and realizing you are a stranger in a strange land

Beginning of Transition

Time

New culture seems exotic and stimulating Excitement of working in new environment makes employee overestimate ease of adjusting Lasts for first few days or months

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Differences between new and old environments are blown out of proportion Challenges of everyday living Many stay stuck in this phase

Employee begins to understand patterns of new culture Gains language competence Adjusts to everyday living

Anxiety has ended Employee gains confidence in ability to function productively in new culture Repatriation may be difficult

Start the Selection Process

Can the position be filled by a local national?

YES

Select local national and subject him/her to training basically aimed at improving technical and managerial skills.

NO
Identify degree of interaction required with local community using 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. Emphasis* on tasks variables. Second but by no means unimportant question is to ask whether the individual is willing to serve abroad.

LOW

HIGH
Is candidate willing?

YES YES
Identify degree of similarity / dissimilarity between cultures using a 7- or 9-point scale, ranging from similar to highly diverse, indicate the magnitude of differences between the two cultures,

NO

Probably not suitable for position

NO
Probably not suitable for position

VERY SIMILAR
Emphasis* on task variables

HIGHLY

DIVERSE

Start orientation (moderate to high rigor)

Start orientation (moderate to high rigor)

Emphasis* on relational abilities factor. Family situation factor must also be taken into consideration. Start orientation (most rigorous)

Likelihood of managers being successful at overseas assignment increases if the managers

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
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