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HRDM 45 Planning Staffing Training and Development

2. Regulatory influence - Breaks for rest, prayer time, working hours, overtime arrangements. 3. Labor market skills level -Factoring technical complexity or careful supervision 4. Available technology and infrastructure - Interface with technology, automation, policies on internet and SMS. 5. Personal accommodation needs - Due to distance and traffic conditions, the presence of work accommodations and utilizing technology such as teleconferencing and Skype becomes a real option. IV. Major forms of international work arrangement 1. Extensive travel - Supervision that cannot be replaced completely by virtual contacts. 2. Short-term foreign assignment - 1 year appointment - For personal growth, interesting breaks and challenges 3. Expatriate assignment - 3 years or longer - Demand is based on the need to fill a critical skill gap by transferring operating knowledge and general managerial skills. 4. Inpatriate assignments - Transfer of foreign managers from their host country operation to global or regional HQs on a semi-permanent basis. 5. Virtual expatriate assignment - Short travel trips with virtual interaction, to avoid families from culture shock and physical movements.

I. Global HR Planning A. Global HR Planning Process Flow 1. Global Strategies and Plans 2. Work Demand 3. Labor Supply 4. Successful Implementation II. External Environment Scanning 1. Labor market conditions and characteristics: - Plentiful supply, low cost, consult literacy and skill level 2. Governments and other labor interest organizations: - Patriotism and national solidarity, resulting into protectionist policies, foreign direct investment requirement of staffing local operation with host country supervisors and managers, tax breakers and exemptions, social costs of labor, labor compensation and benefits and skill development. Global Competition: - Best practices scanning in HR function Cross-national cooperation: - conflict joint venture function and appropriate staffing to promote treaty country partnership, standardization and harmonization of acceptable HR practices, multiple country agreements related to professional licensing, union representation, benefits, training, work standards and worker rights. Primary factors influencing Global Work Design 1. Cultural adaptation consideration - In work design to customize fit with local culture.




6. Global virtual team - Help organizations bridge different time zones effectively, enabling teams to be productive. V. Source of labor supply for meeting work demand 1. Parent country nationals - Understand the business 2. Host country nationals - Skills of the locals 3. Third country nationals - Not a local or the mother HQ but rather a qualified manager VI. Contingent of non-standard workforce rationale 1. Promoting company flexibility 2. Supply factors 3. Screening function 4. Technological change 5. Employment legislation and deregulation 6. Worldwide growth in numbers of small business 7. Changes in employee personal life needs and lifestyle preference Major forms of contingent non-standard employees 1. Part time EEs 2. Temporary EEs 3. EE Leasing 4. Contracted services Casual EEs May not be seen in the future Contractual EEs Employment ends with EEs contract (project basis) 5. Outsourcing services HR Planning for long term 1. Country labor forecasting - Consider birth rate stats, health conditions and mortality, nature and quality of educational system.

2. HR Planning for global capacity - Keeping in mind what it wants to become including shared organizational care competencies and culture and workforce alignment or shared mind-set. 3. Global succession planning - Concerns the careful selection of talented employee for calculated grooming & eventual replacement of Sr. Managers.



I. Factors influencing global staffing 1. Company business strategy: - Ethnocentric, polycentric, regiocentric and geocentric 2. Stage of international development: -Development of foreign sales offices, licensing agreements and FDIs with manufacturing facilities, international division formation, multinational status, integrated global enterprise. III. 3. Specific foreign market experience: - Host country national or third country national knowledge of the foreign market. 4. Host government restrictions and incentives: - ex. 60-40% rule on local hiring and 100% ownership 5. Sociocultural considerations: - General social norms - ex. Gender, age, consanguinity 6. Place for individual and organizational development.

3. Investing in building interviewing skills among supervisors: - Accuracy, avoiding irrelevant questions, behavioral interview techniques (past experience linked to important job-related behavior) 4. Being aware and controlling for the potentially distorting influencing of crosscultural differences: - non-verbal behaviors such as hand shake and eye contact Approaches in selecting global staff 1. Psychometric: - Uses personality tests and argues that there are identifiable competencies associated with foreign assignment success and the accurate measurement of there competencies could be used to identify and predict effective performers in international assignment. 2. Experiential: - Emphasizes the expatriate candidates experience with many realities of the future assignment. 3. Clinical risk assessment: - Investigates candidates competencies and ability to adjust to demands of the foreign assignment in addition to other factors affecting success beyond the expatriate. Other candidate characteristics: 1. Interpersonal skills 2. Personal intent and motivation for obtaining international work experience 3. Cross-cultural sensitivity 4. Adaptability 5. Tolerance for ambiguity 6. Overall inquisitiveness 7. Viability of a positive experience for accompanying family members

7. Situational factors: - Availability of qualified HR, location of foreign direct investment, state of regional, national and global economies II. Guiding principles and practices for global selection 1. Triangulation: - Measure from three different angles (selection techniques and tools) 2. Maintaining a focus on job relevance: - Job related selection methods and decision - ex. Young woman and attractive for a secretary

Training and Development (T&D)

I. Systems approach in T&D 1. Conduct needs assessment 2. Develop training objectives 3. Design and develop training 4. Test and revise training prototype 5. Implement training 6. Evaluate training Strategic role of T&D in global market place 1. Quality and customer satisfaction: - EEs achieve consistent quality and reducing the variability of performance 2. Decreasing costs: - Training reduces the learning curve reducing defects and wasted time thereby effectuating cost savings 3. Organizational learning and knowledge management: - T&D has a two part role in (1) its involvement in the identification of knowledge and competency needs for addressing performance problems and requirements and (2) subsequent systematic diffusion and transfer of knowledge and skills throughout the organization. 4. Global alignment: - Training can build a common commitment and sense of values to guide decisions; and shared attitudes provide additional stability and support of action for unity. 5. Building global talent development of general international competencies: -(ex. International adjustment skills) and as an essential tool for developing specific KSAs (foreign language and local laws) domains of learning

6. Affective domain: - Deals with emotions, feelings, values, beliefs, attitudes & expectations all under the general category of motivation. (ex. Pre-departure preparations of expats and family members) 7. Cognitive domain: - Aimed at increasing knowledge awareness and understanding involving intellectual and national thinking process. 8. Psychomotor domain: - Relates to the acquisition of new physical skills such as typing, correct pronunciation of difficult local sounds on getting accustomed to driving on the opposite side of the road. Levels of learning (case model) 9. Comprehend a message, rule, or principle 10. Analyze a problem situation and break it up for an effective examinations of the most important parts 11. Synthesize or reassemble the parts of the problem situation to form a clean and total picture of the solution or set of alternative solutions. 12. Evaluate the most appropriate action to take on the decision that would yield the greatest value. III. New training for a new employee KASHEV -Knowledge -Abilities -Skills -Habits -Experience -Values



Principles of adult learning 1. Familiarity: - Relating the new training to the participants previous experience. 2. Pragmatic or problem-centered: - Meaningful in addressing relevant problem or fulfilling real needs perceived by the participants 3. Personal influence and control: - perception of participants that they have self-directing, influence and control in the learning process, with active involvement and frequent meaningful interaction, with the trainer and fellow participants 4. Values of mutual trust and respect, openness, and honesty: - participants share and contribute and are worthy of respect and trust. VII.

3. Communication toughness - Relates to the difficulty and amount of frequency of communication involved with HCNs and in the foreign environment Training considerations for females 1. Local norms and values regarding women 2. Attitudes and norms regarding expat women vs HCN women 3. Behavior to avoid 4. Networking with successful female expats Foreign subsidiary performance 1. Operative level - New EE orientation; entry job skill; parent company predominant language; and expat and home country cross-cultural awareness training 2. Supervisory and middle management - Supervision and technical operations management; home country cross-cultural awareness; expat couching 3. Upper management - Advanced technical system operations; business-level (subsidiary) strategy; parent company (MNC) strategy; and parent company (MNC) culture.



Global competencies 1. Managing cross-cultural conflict 2. Adaptability to new situations 3. Cross-cultural adjustment 4. Managing change 5. Managing uncertainty 6. Managing paradox 7. Inquisitive / curiosity 8. Working in & managing international teams 9. Language skills Category of assignment 1. Job toughness - The degree to which the work in the new foreign assignment is similar to past work in which the expat has been engaged 2. Cultural toughness - The degree to which the values, norms and attitudes of the foreign culture match the expats home culture