Human Resources For Global Markets †MyAssignmenthelp.com

Question: Discuss about the Human Resources For Global Markets. Answer: Sourcing Human Resources for global Markets- Staffing, Recruitment and Selection One of the most important tasks of the Human Resource Management (HRM) of any company is the staffing, that is, recruitment and selection. Employees are the key elements of any organization. It is very crucial to have qualified and specialized workers to run the organization successfully. Hence, the HRM is responsible for the staffing in a company and maintaining its quality (Small et al. 2017). The staffing attitude of the international organizations generally follows four different approaches. Those are: Ethnocentric: where Parent Country Nationals (PCN) are favoured to hold the key positions and make strategic decisions. Polycentric: Host Country Nationals (HCN) are responsible to manage the subsidiaries but not often transferred to headquarter positions. Geocentric: It is the most global staffing approach, where ability is favoured over nationality of the employees. For international HRM, geocentric approach is most suitable as the nationality of qualified candidates does not create any barrier for recruitment and selection. Regiocentric: It is the region based approach where ability is preferred but in a given area or region. The qualified employees can move within a designated region (Ployhart and Weekley 2014). Various factors influence the staffing, recruitment and selection process, such as the company structure, international experiences, organizational culture, corporate governance and ethics, extent of international business, contextual factors, such as, type of industry, cultural differences in different regions or countries, other local units, such as, whether the business is a greenfield project, joint ventures, merger or acquisition, or subsidiaries etc. (Ekwoaba, Ikeije and Ufoma 2015). The structure of HRM also plays a major role in the staffing process. Whether the HRM is structured or ad hoc, whether it arranges training and development programs, compensation and incentive structure of the company, and mostly a proper and fair selection process of the HRM influences the employment decision and management of the employees. International assignments are of four types, such as, short term consisting of 3 months; extended, which is up to 1 year, long term that varies from 1 to 5 years, and consists of traditional expatriate projects and lastly, non-standard or emerging projects. These non standard projects include rotational projects, commuters or frequent fliers projects, contractual, and virtual projects. The primary objectives of such international projects are: filling the positional gaps, such as, skill gaps, launching of the new projects and transfer of technologies; managing the development process of the employees through the arrangement of trainings and developmental programs for the employees and helping to build up a corporate values; and developing the organization with control, transferring of knowledge, competencies, practices and procedures (Bjrkman and Welch 2015). In international HRM, the role of expatriates is very important. In the international businesses, an expatriate is the person, who stays in another country to work in that foreign organization. Hence, he is the agent, working for direct control, socialization, building a network or relationships, and for transferring of knowledge. The HRM must be careful while recruiting and selecting an expatriate as that involves various legal and political matters and work permit issues, which, if violated could bring about many legal and ethical issues about business operations. The recruitment of non expatriates and inpatriates are also a crucial task of the HRM. This determines the quality of workforce and quality of production of the organization (Ployhart and Weekley 2014). When the international businesses expand in many countries, the HRM selects some people as inpatriates and expatriates. At the same time, when an international company recruits, it chooses to do more internal recruits than external, as the recruitment of citizens of home or host country reduces risk and secures the capital investments on human resources. It helps in creating global competencies and cultural diversity with strategic performances, and provides career opportunities if the home countries as well as in host countries. The international businesses sometimes send expatriates to emerging locations and that throws up challenges in the form of cultural and quality of life adjustments (Brewster and Hegewisch 2017). The selection decision of the expatriates depends on several factors, such as, technical capability, family requirements, cross-cultural suitability, language proficiency, country and cultural requirements, and finally the MNE requirements. The effectiveness of international projects is also dependent on several elements. It requires an open environment, supportive practices for the new ideas and combinations, flexibility of the expatriates to move freely between different locations of home and host countries, and his knowledge and skills in contributing to the organizations success (Kang and Shen 2013). Hence, the role of HRM in the staffing, recruiting and selecting employees for an international organization is very crucial as it determines the organizational culture of any company and maintaining a good employee relationship that culminates into the production of the company. References Bjrkman, I. and Welch, D., 2015. Framing the field of international human resource management research.The International Journal of Human Resource Management,26(2), pp.136-150. Brewster, C. and Hegewisch, A. eds., 2017.Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Taylor Francis. Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N., 2015. The impact of recruitment and selection criteria on organizational performance.Global Journal of Human Resource Management,3(2), pp.22-23. Kang, H. and Shen, J., 2013. International recruitment and selection practices of South Korean multinationals in China.The International Journal of Human Resource Management,24(17), pp.3325-3342. Ployhart, R.E. and Weekley, J.A., 2014. Recruitment and selection in global organizations.The Routledge companion to international human resource management, pp.155-171. Small, E.E., Doll, J.L., Bergman, S.M. and Heggestad, E.D., 2017. Brown Smith Communication Solutions: A Staffing System Simulation.Management Teaching Review, p.2379298117716673.