International Human Resource Management

Class 9

María Victoria Restrepo G.

mvrestrepo@javerianacali.edu.co
vickyrestrepo07@hotmail.com
 Agenda
• Recruitment
• Selection
• Reasons for failure
• Repatriation
• Skill / Case
The International Recruitment Function

Recruitment is the process which involves searching for and attracting qualified.

How does it work for IHRM?

• How many applicants does the organization need in the short term (less than a year) and the long term
(one to three years)?
• Does the organization need applicants with short-term commitment or long-term commitment?
• Does the organization offer compensation packages that are below market average, at market average,
or above market average?
• Does the organization want applicants who are different from the company’s current employees?
• What types of competencies does the organization need in new applicants?
 Sourcing
Internal recruiting sources.
• Global Talent Management Inventories.
• In-house Global Leadership Programs.
• Former/Current Expatriates.
• Nominations.
• Internal Job Posting/Intranet.
• International Succession Planning Programs.
External recruiting sources.
• Employee Referrals.
• Job Fairs.
• Company Internet Sites
• Executive Search Firms.
• Professional Associations or Network.
• Competing Firms.
• Global Leadership Programs in Universities and
Colleges.
 Question
Each one of the students is going to answer:
Write a source of recruitment for IHRM
Selection

Selection refers to the

process of gathering and
analyzing information
about applicants in order
to select the most suitable
person or persons for the
job.
Selection Methods

• Interviews (IA and spouse/partner)

• Formal assessment.
• Committee decision.
• Career planning.
• Self-selection.
• Internal job posting and individual bid,
• Recommendations from senior executives or line managers
• Assessment centers.
 Question
Each one of the students is going to answer:
Write a way to Select candidates for IHRM
Reasons for
Expatriate Failure
• 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 overseas assignment.
Reasons for
Expatriate Failure
• Inability of spouse/partner to adjust or • Expatriate’s lack of technical competence.
spouse/partner dissatisfaction.
• Expatriate’s lack of motivation to work overseas.
• Inability of expatriate to adjust.
• Dissatisfaction with quality of life in foreign
• Other family-related problems. assignment.
• Mistake in candidate/expatriate selection or just • Dissatisfaction with compensation and benefits.
does not meet expectations.
• Inadequate cultural and language preparation.
• Expatriate’s personality or lack of emotional
• Inadequate support for IA and family while on
maturity.
overseas assignment.
• Expatriate’s inability to cope with larger
responsibilities of overseas work.
MNE’s Mistakes
• Decision to relocate people made with too little lead time.
• Assignees not provided with any or adequate cultural training and/or language training.
• Spouses or partners not included in the decision to relocate.
• Spouses/partners and children not included on pre-assignment visits.
• Spouses/partners and children not included in language lessons.
• Spouses/partners and children not included in cultural training.
• Spouses/partners do not receive
• Spouses have no home office contact.
Reasons for failure
• 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.
 Question
Each one of the students is going to answer:
Write a way to fail in Expatriate Process
Challenges to Successful
Staffing with IAs

• Trailing Spouses or Partners

• Language
• Families
• Lifestyle
• Localization or “Going Native”
• Career Development
• Costs of International Assignments
• Inpatriation
Best Practices

• Link each assignment to corporate strategies.

• Involve HR in assignment decisions and support services.
• Help assignees and their families make the smoothest transition into, during, and out of assignments.
• Utilize an assessment process that promotes the selection of the best employees for international positions.
• Administer consistent international assignments through comprehensive programs that cover each step from
design of the assignment to return of the employee and family.
• Periodically, review relocation policies and practices to ensure fit with the current business and strategic
situation.
• Train home office staff in dealing with international assignees.
Best Practices

• Be honest about the job and location when recruiting candidates for foreign assignments.
• Provide adequate lead time for relocation.
• Involve spouse/partner/family at the outset of the expatriation process (i.e., at the beginning of the selection
process).
• Provide language and cultural training for IA and family.
• Recognize the importance of dual-career and trailing spouse/partner issues, financially and otherwise
• Provide pre-assignment site visit for whole family.
• Don’t neglect repatriation issues.
• Inmigration law.
Repatriation and challenges

• Repatriation involves the move of the IA and family back “home” from the foreign assignment.
• For many expatriates and their families, the move “back home” is even more difficult than the original move
abroad.
• Expatriates usually return from such experiences quite “charged”—and with high expectations that their
employers will use their new experiences and excitement, and family and friends back home will share their
enthusiasm.
• The global experience may be viewed as helpful to the specific foreign situation.
How to support IAs?

• Before the Foreign Assignment: career plan.

• During the Foreign Assignment: communication, share experiences and knowledge.
• After the Completion of the Foreign Assignment: prepare their expatriates for the move back
home.
 Question
Each one of the students is going to answer:
Write a best practice to avoid Expatriate Failure
Questions?
Thank you!