Sourcing HR For Global Markets: Staffing, Recruitment and Selection

Chapter 5
Sourcing HR
for Global Markets:
STAFFING, RECRUITMENT
and SELECTION
Chapter 5
For use with International Human Resource Management 7e ISBN-10: 1473719026
By Peter J. Dowling, Marion Festing, and Allen D. Engle, Sr. © Cengage Learning
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Chapter 5
Sourcing HR for Global Markets:
STAFFING, RECRUITMENT
C O N T E N T S
and SELECTION START

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 Vocabulary  Recruitment and selection of go to its section.
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 Objectives international managers cover below to
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 Introduction  Expatriate failure & success of contents.

O F
 Approaches to staffing  Selection criteria

  Expatriate selection processes
TA B L E
Transferring staff for

international activities in practice
 Roles of an expatriate  Dual career couples
 Role of non-expatriates
 Role of inpatriates
Chapter 4
5
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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 and knowledge, boundary spanner
 best practice
 non-expatriates, inpatriates, tacitness
 recruitment, selection, external recruits, internal recruitment,
headhunting
 expatriate failure, EFRs, direct and indirect costs
 Selection criteria:
soft skills, intercultural competence, cultural intelligence
 honeymoon = tourist phase
 coffee-machine system
Chapter 5
 ethnocentrism — ethnorelativism
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Objectives
We learn foundations of ‘managing people’ in IHRM:
1. Issues related to approaches to staffing foreign
operations
2. Reasons for using international assignments
3. Types of international assignments
4. Expatriate and non-expatriate role in supporting
international business activities
Then we focus on IHRM recruitment and selection:
5. Debate expatriate failure,
selection criteria, and gender in IHRM
Chapter 5
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Introduction
Chapter 5
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This chapter
 Examines various approaches to
international staffing
 Outlines pivotal role of

international assignments
 Focuses on recruitment and selection as

major factors in the success of global
assignments
Chapter 5
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Approaches to staffing
Chapter 5
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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
The advantages and disadvantages of using PCNs
Chapter 5
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Table 5.1b
The advantages and disadvantages of using TCNs
Chapter 5
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Table 5.1c
The advantages and disadvantages of using HCNs
Chapter 5
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Figure 5.1
Determinants of staffing choices
Chapter 5
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Transferring staff for
international activities
Chapter 5
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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
Chapter 5
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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
home country
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Table 5.2
Differences between traditional and short-term assignments
Source: Adapted from M. Tahvanainen, D. Welch and V. Worm ‘Implications of Short-term

International Assignments’, European Management Journal, Vol. 23, No. 6 (2005), p. 669,
Chapter 5
with permission from Elsevier.

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Roles of an expatriate
Chapter 5
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Figure 5.2
The roles of an expatriate
Chapter 5
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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, and parent country
 Consideration for personal networks
 Some knowledge transfer requires longer
assignments (e.g., where there is much tacitness)
 Expatriate’s ability and motivation to
act as an agent of knowledge transfer
 Abilities, motivations, relationships of locals
Chapter 5
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Role of non-expatriates
Chapter 5
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Issues with international
business travelers
 Home and family issues
 Work arrangements
 Travel logistics
 Health concerns
 Host culture issues
Chapter 5
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Role of inpatriates
Chapter 5
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Drivers for recruiting and
transferring inpatriate managers
 Desire to create global core competency and
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 and selection of
international managers
Chapter 5
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International vs. domestic
recruitment and selection
 Smaller number of external recruits
 Preference for internal recruitment

» To reduce selection risk
» To secure present and past human capital
investments
Chapter 5
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Expatriate failure and success
Chapter 5
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Table 5.3
Expatriate failure rates
Source: R. L. Tung ‘Selection and Training Procedures of U.S., European, and Japanese
Multinationals’, California Management Review, Vol. 25, No. 1 (1982), pp. 57-71 and p. 164; Z.
Tungli and M. Peiperl ‘Expatriate Practices in German, Japanese, U.K., and U.S. Multinational
Companies: A Comparitive Survey of Changes’, Human Resource Management, Vol. 48, No. 1
(2009),
pp. 153-171. Reproduced with permission.
Chapter 5
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Selection criteria
Chapter 5
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Figure 5.3
Factors in expatriate selection
Chapter 5
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Figure 5.4
Overview of important adjustment variables
Source: M. Festing and M. Maletzky, ‘Cross-Cultural Leadership Adjustment – A Framework Based

on the Theory of Structuration’, Human Resource Management Review, Vol. 21, No. 3 (2011), p. 188
Chapter 5
With permission from Elsevier.

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Expatriate selection processes
in practice
Chapter 5
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Table 5.4
Tasks and exercises used in an assessment center
Source: Based on T. M. Kühlmann and G. Stahl ‘Diagnose interkultereller Kompetenz: Entwicklung

und Evaluierung eines Assessment Centers’, in C. I. Barmeyer and J. Bolten (eds.), Interkulturelle
Personalorganisation (Berlin: Verlag Wissenschaft und Praxis, 1998), p. 220. Reproduced with
permission.
Chapter 5
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Table 5.5
Evaluation scheme for a role play in an intercultural assessment center
Source: T. Kühlmann and G. Stahl ‘Fachkompetenz allein genügt nicht – Interkulturelle Assement Center
unterstützen die gezielte Personalauswahl’, Personalführung Plus (1996), p. 24. Reproduced with
Chapter 5
permission.

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Dual career couples
Chapter 5
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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
Chapter 5
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Table 5.6
Strategies for breaking the expatriate glass ceiling
Chapter 5
Source: G. Insch, N. McIntyre and N. Napier, ‘The Expatriate Glass Ceiling: The Second Layer of Glass’,
Journal of Business Ethics, Vol. 83, No. 1 (2008), pp. 19-28. Reproduced with permission via Rightslink.

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Sourcing HR For Global Markets: Staffing, Recruitment and Selection

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Chapter 5

and SELECTION START

Click on the book

 Introduction  Expatriate failure & success of contents.

 Approaches to staffing  Selection criteria

Transferring staff for

 Outlines pivotal role of

 Focuses on recruitment and selection as

Source: Adapted from M. Tahvanainen, D. Welch and V. Worm ‘Implications of Short-term

For use with International Human Resource Management 7e ISBN-10: 1473719026

 Desire to provide career opportunities in HCs

 The emergence of developing markets which often

 Preference for internal recruitment

Source: M. Festing and M. Maletzky, ‘Cross-Cultural Leadership Adjustment – A Framework Based

For use with International Human Resource Management 7e ISBN-10: 1473719026

Source: Based on T. M. Kühlmann and G. Stahl ‘Diagnose interkultereller Kompetenz: Entwicklung

For use with International Human Resource Management 7e ISBN-10: 1473719026

 Language training, educational assistance

For use with International Human Resource Management 7e ISBN-10: 1473719026

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