20160612043020chapter 5

Chapter 5
Sourcing HR
for Global Markets:
STAFFING, RECRUITMENT
& SELECTION
Chapter 5
For use with International Human Resource Management 6e ISBN-10: 1408032090
By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. © Cengage Learning
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STAFFING, RECRUITMENT
& SELECTION
 Vocabulary  Recruitment & selection of
 Objectives international managers
 Introduction  Expatriate failure & success
 Approaches to staffing  Selection criteria
 Transferring staff for  Expatriate selection processes
international activities in practice
 Roles of an expatriate  Dual career couples
 Role of non-expatriates
 Role of inpatriates
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Vocabulary
 ethnocentric, polycentric, geocentric, regiocentric
 Kinds of assignments:
short-term, extended, long-term = traditional expatriate assignment,
commuter, rotational, contractual, virtual, self-initiated
 Expatriate roles:
language node, agent of direct control, agent of socializing, network
builder, transferer of competence & knowledge, boundary spanner
 best practice
 tacitness
 inpatriates, external recruits
 internal recruitment, headhunting
 expatriate failure, EFRs, direct & indirect costs
 selection criteria, soft skills, intercultural competence, cultural
intelligence, common corporate language
 honeymoon = tourist phase
 coffee-machine system
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 ethnorelativism
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Objectives
We learn foundations of ‘managing people’ in IHRM:
1. Issues related to approaches to staffing foreign ops.
2. Reasons for international assignments
3. Types of international assignments
4. Expatriate & non-expatriate roles in supporting
international business activities
Then we learn about IHRM recruitment & selection:
5. Debate about expatriate failure,
selection criteria, &
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gender in IHRM
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Introduction
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This chapter
 Examines various approaches to
international staffing
 Outlines pivotal role of

international assignments
 Focuses on recruitment & selection as

major factors in success of global
assignments
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Approaches to staffing
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Staffing attitudes of
internationalizing firms
 Ethnocentric – PCNs are favored
 Polycentric – HCNs manage subsidiaries
 Geocentric – Ability is more important
than nationality
 Regiocentric – Similar to geocentric, but
limited to a given region
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Table 5.1a
Advantages & disadvantages of using PCNs
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Table 5.1b
Advantages & disadvantages of using TCNs
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Table 5.1c
Advantages & disadvantages of using HCNs
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Figure 5.1
Determinants of staffing choices
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Transferring staff for
international activities
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Reasons for
international assignments
 Position filling
lack of available skills  PCN works abroad
 Management development
- training, development, common corp. values
 Organization development
- transfer of knowledge, competence, practices
- exploit global market opportunities
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Types of international assignments
 Short term up to 3 months
 Extended up to 1year
 Long term 1 to 5 years
(traditional expatriate assignment)
Some non-standard assignments:
 Commuter go home every one to two weeks
 Rotational commute for set period followed by break in
home country
 Contractual specific skills employees hired for
6-12 months on specific projects
 Virtual employee manages international
responsibilities from base in
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home country
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Table 5.2
Differences between traditional & short-term assignments
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Roles of an expatriate
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Figure 5.2
Determinants of staffing choices
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Factors that influence effectiveness
of international assignments
 Open environment
» Support for cross-fertilization of ideas
» Implementation of best practice
 Knowledge/info travels freely between
expatriate, host country, & parent country
 Consideration for personal networks
 Some knowledge transfer requires longer assignments
(e.g., where there is much tacitness)
 Expatriate’s ability & motivation to
act as an agent of knowledge transfer
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 Abilities, motivations, relationships of locals
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Role of non-expatriates
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Issues with international
business travelers
 Home & family issues
 Work arrangements
 Travel logistics
 Health concerns
 Host culture issues
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Role of inpatriates
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Drivers for recruiting &
transferring inpatriate mgrs.
 Desire to create global core competency & cultural
diversity of strategic perspectives
 Desire to provide career opportunities in HCs
 The emergence of developing markets which often

are difficult locations for expatriates:
» Quality of life adjustment
» Cultural adjustment
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Recruitment & selection of
international managers
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International vs. domestic
recruitment & selection
 Smaller number of external recruits
 Preference for internal recruitment

» To reduce selection risk
» To secure present & past human capital
investments
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Expatriate failure & success
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Table 5.3
Expatriate failure rates
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Selection criteria
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Figure 5.3
Factors in expatriate selection
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Figure 5.4
Overview of important adjustment variables
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Expatriate selection processes
in practice
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Table 5.4
Tasks & exercises used in an assessment center
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Table 5.5
Evaluation scheme for a role play
in an intercultural assessment center
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Dual career couples
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IHRM solutions for
dual career couples
 Inter-firm networking
 Job-hunting assistance
 Intra-firm employment
 Language training, educational assistance

 Employer-sponsored work permits
 Career planning assistance
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Table 5.6
Strategies for breaking the expatriate glass ceiling
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20160612043020chapter 5

Uploaded by

Copyright:

Available Formats

Chapter 5

Chapter 5 Click on an item to

Sourcing HR for Global Markets: Click on the book

 Outlines pivotal role of

 Focuses on recruitment & selection as

 Desire to provide career opportunities in HCs

 The emergence of developing markets which often

 Preference for internal recruitment

 Language training, educational assistance

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