CASE STUDY 1

Situation Summary:
Human development manager Alistair Mackay of Trianon, an Anglo-French avionics
business, examines the dangers and advantages of decades-long cooperation with a
Hungarian government-funded corporation. Trianon is concentrating on large navigation
display contracts for the next generation of Airbus aircraft, and the joint company has the
ability to inspire Hungarian government officials and Malév executives to assist other
Trianon families during their difficult times. To sustain continuing monitoring, the joint
venture must send a Quality Compliance Manager to Hungary for a three-year assignment.
This individual will be in charge of conducting a practical evaluation of present procedures,
becoming acquainted with the joint venture's aims, and travelling between France, Germany,
and Hungary. Alistair must take into account the cultural characteristic between Hungary and
Trianon, as well as potential barriers to international human resource management. To
effectively dominate these difficulties, Alistair must grasp and implement basic human
resource management concepts such as cross-cultural communication, diversity management,
and international hiring strategies.
Cultural Comparison between Hungary and the United Kingdom:

Similarities:
 The histories and cultural legacies of Hungary and the United Kingdom span many
centuries.
 Both countries have left behind a rich tradition of classical music and literature.
 Both nations have a strong sense of identity and are imbued with national pride.
 Because both Hungary and the UK are EU members, this has an impact on their
cultural norms and traditions.
Differences:
 Language: The official language of the United Kingdom is English, whereas the
official language of Hungary is Hungarian.
 Food: British food has been influenced by its colonial past and a fusion of
international influences, whilst traditional Central European cuisines and flavours
have a significant impact on Hungarian cuisine.
 Lifestyle: Hungary primarily respects traditional family values and a strong work
ethic, whereas the UK places more of an emphasis on individualism and personal
freedom.
 Cultural aspects: Social norms are more formal and rigorous in Hungary whereas they
are more informal and casual in the UK.

Overall, both Hungary and the UK have a rich and diverse cultural heritage, but they also
have their own unique traditions, customs, and ways of life that set them apart from one
another.
Challenges in cultural human resources for Trianon in Hungary joint venture:

Communication Barriers:
The variations in language and communication techniques between Hungary and Trianon
might lead to misunderstandings and poor productivity. Trianon may need to give language
training and cross-cultural communication skills to staff, including the Quality Compliance
Manager, in order to overcome these hurdles.
Attitudes towards Work:
Hungary has a strict work ethic and prioritizes punctuality, although Trianon may have a
more casual approach to work. This can lead to misunderstandings and conflicts, and Trianon
must find an approach to interfere with these disagreements.
Management Styles:
Although Hungary prefers hierarchical decision-making, Trianon's management style may be
more cooperative and democratic. To suit the demands of its Hungarian partners and workers,
Trianon will need to adapt its management strategy.
Cultural Values:
Hungary has strong cultural values of family, community, and tradition, whereas Trianon
may emphasize individualism and innovation more. Trianon will need to consider these
disparities while employing and managing staff, as well as respect and absorb Hungary's
cultural norms.
Legal and Regulatory Compliance:
To prevent any legal or regulatory concerns, Trianon will need to guarantee that it conforms
with Hungary's labour laws and regulations.
Talent Recruitment and Retention:
Finding the appropriate people in Hungary may be tough, and Trianon must take cultural
variations into account when hiring and keeping personnel. It can give training, prospects for
advancement, and a nice working atmosphere.
Trianon will need to understand and overcome cultural hurdles in order to establish a
successful joint venture in Hungary. Communication difficulties, differing working attitudes,
management styles, cultural values, rule and regulation compliance, and talent recruitment
and retention are all examples. In order to foster a happy and effective workplace, Trianon
must also acknowledge the benefits of diversity and seek to accept and appreciate Hungarian
cultural differences.
Recommendations for Alistair:
Alistair should consider cross-cultural training to guarantee the joint venture runs well.
Cross-cultural training is critical for corporate success because it bridges cultural gaps and
decreases misconceptions. In the case of Alistair, it is critical that the "Quality Compliance
Manager" and other joint venture personnel receive cross-cultural training in order to
understand Hungarian culture and work practices. This training may address topics such as
communication skills, corporate procedures, and attitudes toward time and opportunity.
Alistair personnel may efficiently cooperate with Trianon employees by being acquainted
with Hungarian culture, which promotes cooperation and streamlines joint venture
operations.
A worldwide recruiting policy is essential to guarantee that Alistair may hire individuals who
share its values and aims, regardless of their cultural origin. This plan must take cultural
variations into account and guarantee that recruitment strategies adhere to local laws and
regulations. Alistair, for example, must ensure that its employment process is clear and fair
and that workers are assessed on the basis of their talents, credentials, and experience rather
than their cultural background. Alistair may also want to consider working with a local HR
specialist to verify his HR practices are in accordance with local laws and customs, as well as
to have a better understanding of the local labour market.
Alistair's collaboration with Trianon represents a significant chance for the firm to expand its
Hungarian operations and access new markets. However, in order for the endeavour to
succeed, Alistair must be prepared to transcend cultural divides. By having a worldwide
hiring strategy and developing a cross-cultural training program, Alistair may eliminate
preconceptions and guarantee its staff can work successfully with Trianon personnel.
Furthermore, by collaborating with a local HR professional, Alistair can guarantee that its HR
operations adhere to local laws and norms, helping the firm to establish a strong workforce
and achieve success in Hungary.
Conclusion:

Alistair's collaboration with Trianon is an important chance for the firm to grow its
operations in Hungary and enter new markets. However, in order for the venture to work,
Alistair must be prepared to bridge cultural differences. Alistair is able to eradicate bias and
guarantee its staff can work successfully with Trianon personnel by establishing a worldwide
recruitment strategy and implementing a cross-cultural training program. Furthermore, by
collaborating with a local human resources specialist, Alistair can guarantee that its human
resources procedures are in accordance with local laws and norms, assisting the firm in
establishing a dynamic and effective workforce movement in Hungary.
B. Recruitment and Selection
Trianon is preparing to bring on a Quality Compliance Manager for this joint venture
operation. To find the best candidate to meet the necessary requirements, I, Alistair, Director
of Personnel Development, would like to review these three profiles:
1. Sandhya Maharjan
2. Kevin Zayn
3. Prasun Hall

Recruitment Chart

Name Location Education Experience Networking Age Family

Situation
Sandhya Munich, Regulatory 10 years in Germany, 40 years Husband
Maharjan Germany Compliance Trianon France, Portugal, and a
and Italy daughter

Kevin Hungary Operations 5 years in Good relations 35 years Wife only

Zayn Manager Trianon with Hungary
officials

Prasun London, Production 3 years as Worked in USA 30 years Single

Hall Canada Manager manager in and Canada
production
line

Strengths and weaknesses of each candidate:

Sandhya Maharjan
Strengths Weakness
1. Working Experiences in Trianon 1. Must support family.
2. Background knowledge of Quality 2. Haven’t worked in Hungary yet
Engineer
3. Know how to speak German and
French
4. Good achievement in project
management and supply chain
management
5. Excellent communication skills
and negotiation abilities

Strengths
1. Understanding of organizations
operation process.
2. Is familiar with many Hungarians.
3. Current employee of Trianon
4. Better knowledge of dynamic
market conditions
Kevin Zayn
Weakness
1. No experience in Quality section
2. Cannot leave wife alone because of
pregnancy.
3. Have least experience and
knowledge out of Hungary

Strengths
1. Being single help to start as per
his wish.
2. Good education background in
Inspection department
3. Experience of working with
joint venture
4. Has an ability of quick learner
Prasun Hall
Weakness
1. Some might feel he is too
young.
2. Never worked with Trianon
3. Lack management experiences

Decision for Candidate:

Considering the recruitment chart, each candidate's background, and their travel and
experience, Sandhya Maharjan is the most qualified candidate for this position
overall due to her breadth of experience, technical expertise, adaptability, and
experience visiting other parts of Europe. Additionally, family pressure is not much
in her case in comparison to other candidates.

Justification of other candidates:

Kevin's experience, according to candidate recruitment data, could be better.
Furthermore, despite having family ties to Hungarian officials, he may not be useful
in many cases due to his own family problems. Prasun has an impressive educational
background, but he lacks management experience and has never worked with
Trianon, so he must be trained from the start due to his age.

HRM Concepts and responses:

This selection employs the concept of a 360-degree survey. It collects a wide range of
inputs from various perspectives. The 360-degree evaluation is primarily used to
assess the performance of managers. Sandhya has extensive experience, having
worked in a variety of countries, and is regarded as exceptional in her most recent
leadership project in two locations, Italy and Portugal.
References
CFI Team. (2022, November 24). Hofstede’s Cultural Dimensions Theory. Retrieved from Corporate
financial Institution: https://corporatefinanceinstitute.com/resources/management/hofstedes-
cultural-dimensions-theory/
Hofstede Insights. (n.d.). COMPARE COUNTRIES. Retrieved from Hofstede Insights:
https://www.hofstede-insights.com/product/compare-countries/
Reliving MBA days. (2012, December 20). Geert Hofstede’s five dimensions of national culture.
Retrieved from relivingmbadays: https://relivingmbadays.wordpress.com/2012/12/30/geert-
hofstedes-five-dimensions-of-national-culture
Velocity Global. (2017, July 21). International Hiring 101: Benefits and Best Practices. Retrieved
from Velocity Global: https://velocityglobal.com/blog/international-hiring-101-benefits-best-
practices/
Dowling, P. J., Festing, M., & Engle, A. D. (2017). In International human resource management
(6th ed.,pp. 287–288). essay, Cengage Learning EMEA.