Internation Recruitment and Selection
International Recruitment, Selection, and Training Strategies
The world has been rapidly transforming due to the changes in technology, innovations, and the reduction of trade barriers into and out of countries which have permitted globalization. Due to globalization human resource management has been forced to take a more international approach, and has demonstrated that a more effective management of human resources internationally is imperative for the success of companies in international business (Shen). Therefore international organizations need to understand the roll that plays the international human resource management (IHRM) department, and the importance of adopting an effective recruiting, selecting, and training strategies that will enable the company to select the right talent for the right places.
IHRM plays a very important and challenging roll in the international setting of organizations because “they must develop practices which will maintain congruence with the overall strategic plan of their respective multinational corporations, while balancing the economic, social, political, and legal constraints of the host countries” (Caligiuri). Companies understand that the only way to develop strong and successful global leaders, which are keys to competitive advantage, is through an IHRM department that has a well develop competitive strategy in place. Multinational Corporations (MNCs) like Unilever and Huawei Technologies Co., a Chinese networking and telecommunications supplier, have understood the importance of a well develop IHRM department and have implemented strategies that are aligned with a global approach that support the business operation worldwide (Gartsdie). Based on Heenan and Perlmutter model there are four competitive strategies as well as different training alternatives for global assignees that MNCs can use to develop a successful IHRM approach.
The recruitment and selection (staffing) policies which MNCs implement for their
The world has been rapidly transforming due to the changes in technology, innovations, and the reduction of trade barriers into and out of countries which have permitted globalization. Due to globalization human resource management has been forced to take a more international approach, and has demonstrated that a more effective management of human resources internationally is imperative for the success of companies in international business (Shen). Therefore international organizations need to understand the roll that plays the international human resource management (IHRM) department, and the importance of adopting an effective recruiting, selecting, and training strategies that will enable the company to select the right talent for the right places.
IHRM plays a very important and challenging roll in the international setting of organizations because “they must develop practices which will maintain congruence with the overall strategic plan of their respective multinational corporations, while balancing the economic, social, political, and legal constraints of the host countries” (Caligiuri). Companies understand that the only way to develop strong and successful global leaders, which are keys to competitive advantage, is through an IHRM department that has a well develop competitive strategy in place. Multinational Corporations (MNCs) like Unilever and Huawei Technologies Co., a Chinese networking and telecommunications supplier, have understood the importance of a well develop IHRM department and have implemented strategies that are aligned with a global approach that support the business operation worldwide (Gartsdie). Based on Heenan and Perlmutter model there are four competitive strategies as well as different training alternatives for global assignees that MNCs can use to develop a successful IHRM approach.
The recruitment and selection (staffing) policies which MNCs implement for their
Cited: Ball, A. Don, et al. International Business: The Challenge of Global Competition. 13th. New York: McGraw-Hill. Print. Caligiuri, Paula M., Linda K. Stroh. Multinational corporation strategies and international human resources practices: bringing IHRM to the bottom line. The International Journal of Human Resource Management 6:3 September 1995. P.494-498. <http://chrs.rutgers.edu/pub_documents/Paula_14.pdf> Deller, Juergen. International Human Resource Management And the Formation of Cross-Cultural Competence. Institute of Business Psychology, University of Lueneburg, Germany. International Management Review. Vol.2 No. 3. 2006. <http://www.usimr.org/IMR-3-2006/International%20Human%20Resource%20Management%20and%20the%20Formation%20of%20Cross-Cultural%20Competence.pdf> Gartside, David, Griccioli, Stefano, and Rustin Richburg. Different stokes: How to manage a global workforce. Issue No.2. 2011. Outlook. Accenture. <http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Outlook-How-to-Manage-a-Global-Workforce.pdf>. Padala, Shanmukha Rao Dr.; Dr. N.V.S. Suryanarayana. Approaches to International Human Resource Management. September 11, 2012. Articlebase.com. <http://www.articlesbase.com/international-business-articles/approaches-to-international-human-resource-management-3249167.html>. Shen, Jie. International training and management development: theory and reality. Journal of Management Development. Vol 24 No. 7, 2005. November 2, 2012. <http://people.math.sfu.ca/~van/diverse/bellut-papers/test-9.pdf>