CHAPTER 5 SOURCING HUMAN RESOURCES FOR GLOBAL

MARKETS – STAFFING, RECRUITMENT AND SELECTION

Mohammad Ikbal Hossain

Lecturer
Dept. of Business Administration
Faculty of Business and Entrepreneurship
Daffodil International University
“Introduction & Approach to Staffing”

1.Ethnocentric
2.Polycentric
3.Geocentric
4.Regiocentric .
“Transferring staff for
international Business Activities”

“Staffing key positions in foreign operation are:

1.Importance of international assignment

2.Reasons for International Assignment.”
 Ethnocentric
The need to maintain good communication, coordination and control links with corporate
headquarters . For firms at the early stages of internationalization , an ethnocentric approach can
reduce the perceived high risk ihherent in this novel environment.

Polycentric
This approach gives continuity to the management of foreign subsidiaries and avoids the turn over of
key managers that by its very nature, results from an ethnocentric approach.
 Geocentric
We want to create an international class of managers. In our view, the right way to do it is to have
people close to one another, sharing their different approaches and understanding how each different
part of the company now faces specific business challenges in the same overall scenario. We want to
develop a group of people who understand the challenges of being global on the one hand and are still
deeply rooted in the local countries on the other. Our target is to develop an international management
capability that can leverage our global scale and scope to maintain our leadership in the industry.

Regiocentric
The geocentric approach, it utilizes a wider pool of managers but in a limited way. Staff may move
outside their home countries but only within the particular geographic region. Regional managers
may not be promoted to headquarters positions but enjoy a degree of regional autonomy in decision-
making
“Types Of International Assignment.”

“There are several types of assignment depends on

duration they are :

1.Short term: (Up to three month)

2. Extended : ( Up to one year)
3. Long-term: (Varies from one to five years) ”
“Roles of an Expatriate.”

“A person who live of his native country are called

expatriate.
The reason for using expatriate are not mutually
exclusive, they do however underpin expectations
,they transferred from one location to another
country.
 “The role of an Expatriate.”

Language Node Agent of direct control

Boundary spanner Agent of socializing

Transfer of competence Network builder

and knowledge

Expatriate roles in the interplay of headquarters

and local unit.
Agent of Direct Control

•Direct supervision
•Assist in knowledge sharing
•Gather and check information sent to them in English.

Network Builders

•Gather information that bridge internal and external organizational context

•Representatives of their firms in the host country
•Encourage adoption of common work practices
•Influencing agents
•Enable strategic objectives to be achieved
Agent of Socialization

Attempt to instill corporate value.

Boundary Spanners

•Became the language nodes

•Ensure subsidiary compliance
•Transfer of competence

•Assist in the transfer of shared values and beliefs

Language Nodes

•Communication bridge between the two countries

“The Role of
Non-Expatriates”
“Apart from the resource implication, there are issues relating to the
management of international business travelers

1.Home and Family Issues.

2.Work arrangement.
3.Travel Logistics
4.Health concern
5.Host Culture Issues.
 The Role
Of Inpatriates

1.Desire to create a global core competency and a culture diversity of strategic

perspectives in the top management team.

2.Desire to career opportunities for high potential employees in host

countries.

3.The emergences of developing markets which often represent difficult

locations for expatriates in terms of quality of life and culture adjustment
THANK
YOU
FOR YOUR
TIME