I am Anjalie Jasenthuliyana

You can find me at:

anj.jasenthuliyana@gmail.com

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Recruitment and
Selection
Recruitment
Let’s define it

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 “
Recruitment can be defined, as the practice of deciding what the
company needs in a candidate and instigating procedures to attract the most appropriate
person for the job.
In recruitment, identification of the the key traits of the required individual (through
working out a job description and person specification) and, through advertising and/or
approaching individuals who might be suitable, finding a person with these traits.
Recruitment thus involves identifying the needs of the company regarding the position to
be filled, and attracting suitable
candidates for the job.

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 If you recruit wrong

◉ Gives the organization a bad image

◉ Cause friction with host country employees

◉ Leads to a loss of profits, or give a new business

venture a bad start

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Selection
Let’s define it

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 “
Selection, by contrast, involves choosing the right candidate for the position from the ones who
have been recruited.

It involves testing and evaluating the skills and attributes of these individuals to determine
which are the best ones for the job at hand.

Selection should be, ‘effective, efficient and fair’— effective in picking the right person, efficient
in doing it with minimal fuss and expense, and fair in that it should preclude discrimination.

This holds true as much when selecting international managers as when selecting those who will
be working closer to home.
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Approaches to staffing

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 The Four Approaches to staffing

◉ Ethnocentric

◉ Polycentric

◉ Geocentric

◉ Regiocentric

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 Ethnocentric

The ethnocentric approach to recruitment

means that the organization hire’s people
from the parent country to fill positions all
over the world. This can be achieved by:

◉ Relocate an existing employees who’s a

permanent resident of the parent country.

◉ Hire a person from the parent country

who lives or wants to live in the host
country.

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 You canfor
Reasons also split your content
Ethnocentric Staffing

◉ A perceived lack of qualified HCNs.

◉ The need to maintain good communication, co-ordination and control links with corporate
headquarters.

◉ Reduce the perceived high risks inherent in new environments. When a multinational acquires
a firm in another country, it may wish to initially replace local managers with PCNs to ensure
that the new subsidiary complies with overall corporate objectives and policies; or because
local staff may not have the required level of competence

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 Polycentric

The polycentric approach to

recruitment means that a local is
hired to fill the positions in a host
country.
Using a polycentric approach
involves the MNC treating each
subsidiary as a distinct national
entity with some decision-making
autonomy. Subsidiaries are usually
managed by HCNs, who are
seldom promoted to positions at
headquarters
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 You can for
Reasons alsoPolycentric
split your content
Staffing

◉ Employing HCNs eliminates language barriers, avoids the adjustment problems of expatriate
managers and their families, and removes the need for expensive cultural awareness training
programs.

◉ Employment of HCNs allows a multinational company to take a lower profile in sensitive

political situations.

◉ Employment of HCNs is often less expensive, even if a premium is paid to attract high-quality
local applicants.

◉ This approach gives continuity to the management of foreign subsidiaries and avoids the
turnover of key managers that, by its very nature, results from an ethnocentric approach.

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 Geocentric

Geocentric approach to recruitment is hiring the best people to fill our

positions without regard to where they come from or where they live. This
means:

Hiring remote employees. This option is used when the organization wishes to
hire someone at a place where they don’t have offices.

Relocating employees. This includes both bringing foreign talent into parent
country and relocating people to a new host country. This approach when the
organization requires someone to be physically present at a specific location,
but the best person for the job is living elsewhere.
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 Geocentric

To use the geocentric approach, a global outlook on recruitment is required: For example, whenever
a position opens at a host country or our parent country, the hiring team could:

Advertise on global job boards first, before using local job boards mentioning the location of the job
clearly. Also, advertise on job boards focused on remote work when possible.

Source candidates online without looking at their current location.

Check our global employee database to find internal candidates who may wish to relocate.

Ask recruiters to suggest candidates they met at international career fairs or events.

Ask for referrals from existing employees, as they may have someone in their network who could fit in
this position and be willing to relocate.
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 You can also
Reasons split your content
for Geocentric Staffing

◉ It enables an MNE to develop an international executive team which assists in developing a

global perspective and an internal pool of labor for deployment throughout the global
organization.

◉ It overcomes the ‘federation’ drawback of the polycentric approach.

◉ This approach supports co-operation and resource sharing across units.

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 Regiocentric

The Regiocentric Approach is an

international recruitment method
wherein the managers are selected
from different countries lying within the
geographic region of business.

In other words, the managers are

selected from within the region of the
world that closely resembles the host
country.

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 You canfor
Reasons also split your content
Regiocentric Staffing

◉ It facilitates interaction between managers transferred to regional headquarters from subsidiaries in that region
and PCNs posted to the regional headquarters.

◉ It reflects some sensitivity to local conditions, since local subsidiaries are usually staffed almost
totally by HCNs.

◉ Culture fit, i.e. the managers from the same region as that of the host country may not encounter any problem
with respect to the culture and the language followed there.

◉ Less cost is incurred in hiring the natives of the host country.

◉ The managers work well in all the neighboring countries within the geographic region of the business.

◉ The nationals of host country can better influence the decision of managers at headquarters with respect to the
entire region.
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 The advantages and disadvantages of using PCNs,
TCNs, and HCNs

Parent-country national
Advantages
• Organizational control and co-ordination is maintained and facilitated.
• Promising managers are given international experience.
• PCNs may be the best people for the job because of special skills and experiences.
• There is assurance that the subsidiary will comply with MNE objectives, policies, etc.

Disadvantages
• The promotional opportunities of HCNs are limited.
• Adaptation to the host country may take a long time.
• PCNs may impose an inappropriate headquarters style.
• Compensation for PCNs and HCNs may differ.

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 The advantages and disadvantages of using PCNs,
TCNs, and HCNs

Third-country nationals
Advantages

• Salary and benefit requirements may be lower than for PCNs.

• TCNs may be better informed than PCNs about the host-country environment.

Disadvantages

• Transfers must consider possible national animosities (e.g. India and Pakistan).

• The host government may resent hiring of TCNs.

• TCNs may not want to return to their home country after the assignment

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 The advantages and disadvantages of using PCNs,
TCNs, and HCNs

Host-country nationals
Advantages
• Language and other barriers are eliminated.
• Hiring costs are reduced and no work permit is required.
• Continuity of management improves, since HCNs stay longer in their positions.
• Government policy may dictate hiring of HCNs.
• Morale among HCNs may improve as they see future career potential.

Disadvantages
• Control and co-ordination of headquarters may be impeded.
• HCNs have limited career opportunities outside the subsidiary.
• Hiring HCNs limits opportunities for PCNs to gain foreign experience.
• Hiring HCNs could encourage a federation of national rather than global units

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Determinants of
staffing choices

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Reasons for International
Assignments

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 And
Reasons fortables to compare
International data
Assignements

1. Position filling: The organization has a need and, depending on the type of position
and the level involved, will either employ someone locally or transfer a suitable
candidate.

2. Management development: Staff are often moved into other parts of the organization
for training and development purposes and to assist in the development of common
corporate values. Headquarters staff may be transferred to subsidiary operations, or
subsidiary staff transferred into the parent operations or to other subsidiary operations.

3. Organization development: Here the more strategic objectives of the operation come
into play: the need for control; the transfer of knowledge, competence, procedures,
and practices into various locations; and to exploit global market opportunities. As a
result, organizational capabilities enabling a firm to compete in global markets might
be developed.
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 Types of
International
Assignmemts

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 Our process isAssignements
Types of International easy

Long-term: Varies from

Short-term: Up to three
months. These are usually
for troubleshooting, project
supervision, or a
stopgap measure until a
more permanent
arrangement can be found
Extended: Up to one year.
These may involve similar
activities as those for short-
term
assignments
one to five years,
involving a clearly defined
role in the receiving
operation
(e.g. a senior management
role in a subsidiary). The
long-term assignment has
also been referred
to as a ‘traditional
expatriate assignment

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The role of an
expatriate

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 Agent of Direct Control

Language node
Agent of socializing

Network builder
Network builder

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 Thanks!

ANY QUESTIONS?

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