CHAPTER 5: Global Talent Management and Staffing.
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Transcript of CHAPTER 5: Global Talent Management and Staffing.
CHAPTER 5: Global Talent Management and Staffing
Learning objectives (chapter 5) Describe the process of global workforce forecasting Explain the difficulties associated with global workforce
forecasting and planning Describe the globalization of talent management Outline a successful international assignee selection process Describe the characteristics of successful IAs Describe the nature and causes of IA failure Identify and explain the many challenges that IHR confronts in
global talent management
Overview chapter 5:
Global workforce planning and forecasting
Staffing the MNE: An introduction Staffing with international assignees Host country nationals Third country nationals Immigration law
Global workforce planning and forecasting Estimate employment needs of the MNE Develop plans for meeting those needs.
Availability of data
Lack of accurate data about labor forces in many countries
HR must develop data from independent sources
Population characteristics: shortages and surpluses Aging population Male/female participation rates Geographic location
Increasing diversity of labor forces and workforces Labor markets are increasingly global and
diverse
Labor mobility: Emigration and immigration Increase global labor mobility:
Large scale migration Expatriation
Effect of trade agreements and treaties
Brain drain and job exporting
A transfer between emerging and developed countries
Offshoring and outsourcing Global workforce planning and talent
management are critical to the success of organizations
Staffing the MNE: An introduction Staffing options:
Ethnocentric Polycentric Regiocentric Geocentric
International assignees and local nationals Purposes of international assignment:
Learning driven Demand driven
Types of assignees: PCN HCN TCN
International staffing options
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:
Global staffing choices: Implications for MNEs Increased needs of the firm as they
internationalize Problems they experience as they cope with
these increased needs
Staffing with international assignees
Traditional international assignees Traditional expatriates:
Three to five years Mid- to higher level managerial positions
International assignee: Managerial and technical positions Short-term (less than one year) Long-term (one or more years)
Developing a pool of IA candidates Early assessment Self-identification Self assessment readiness Preparation
Selection
Be able to perform specific tasks in a different national culture
Thorough job analysis
Box 5.1: The twenty first century expatriate manager profile Core skills Managerial
implications______________________Multidimensional Perspective Extensive multi-product, multi-industry, multifunctional,
multi-company, multi-country, and multi-environment experience.
Resourcefulness Skillful in getting him/herself known and accepted in the hostcountry’s political hierarchy.
.Ability as a team builder Adept in bringing a culturally diverse working group together to
accomplish the major global mission and objectives of theenterprise
Curiosity and learning Constant interest in learning about all aspects of international cultures, foreign countries, and global business
Augmented skills Managerial implications______________________
Computer literacy Comfortable exchanging strategic information electronically
Ability as a change agent Proven track record in successfully initiating and implementingstrategic and global organizational changes
Visionary skills Quick to recognize and respond to strategic business opportunitiesand potential political and economic upheavals in the host country
International business skills Proven track record in conducting business in the globalenvironment
Factors for selection
Maturity of candidate Ability to handle foreign language Favorable outlook on international
assignment Personal characteristics
Alignment of selection decisions Link global staffing decisions to global
business goals Consider receiving manager and location
Criteria for selection
Job suitability Cultural adaptability Desire for foreign assignment
Selection methods
Interviews Formal assessment Committee decision Career planning Self selection Internal job posting and individual bid Recommendations Assessment centers
Mistakes and failures
Overlook cultural adaptation Choosing employees for technical
competencies only Three types of assignment failures Factors that influence failure rates
Box 5.2: Definition of expatriate failure
Usually defined in terms of early return home or termination But could also be defined in terms of:
Poor quality of performance in foreign assignment Employee not fully utilized during assignment Personal dissatisfaction with experience (by expatriate or family) Lack of adjustment to local conditions No acceptance by local nationals Damage to overseas business relationships Not recognizing or missing overseas business opportunities Inability to identify and/or train a local successor Leave soon after repatriation Not use foreign experience in assignment after repatriation
Compounding factors Length of assignment Degree of concern about repatriation Overemphasis in selection on technical competence to disregard of other necessary
attributes Degree of training for overseas assignment Degree of support while on assignment
Family influence on expatriate success Most important success factor Lack of preparation Adjustment difficulties
Box 5.3: Reasons for expatriate failure
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 Expatriate’s personality or lack of emotional maturity Expatriate’s inability to cope with larger responsibilities of overseas work Expatriate’s lack of technical competence Expatriate’s 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
IA mistakes
Too little lead time Inadequate training Not involving spouse/partner and children
Trailing spouses or partners
Dual career couples Support programs and services
Language
Working knowledge of language in the relocated country
Training
Families
Dual careers Non-married partners Education Health
Women expatriates
Increasing but still limited Acceptance by foreign counterparts Home country stereotyping
Other considerations
Lifestyle Localization or “going native” Career development Cost of international assignments Repatriation
Repatriation and Inpatriation
Repatriation Cultural adjustments Compensation considerations Career implications Preparation
Inpatriation Relocation to HQ
Successful expatriation and “best practice” Completion of foreign assignment Cross cultural adjustment Good performance on assignment
Host country nationals
Ethnocentric staffing Local talent pool with requited competencies
not available
Relying on local managerial talent Polycentric staffing using local nationals Benefits Challenges Staffing needs Usage
Third country nationals
Neither from home nor host
The need for TCNs
Labor and talent shortages or surpluses Demographic shifts Supplement local and expatriate workforces
Staffing options
Central to global talent management Every country has varying policies and laws Cultural factors may influence suitability of
type of employee Immigration issues