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IHRM Module-3
Recruitment,
Selection andStaffing in
InternationalOperations
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22IHRM Chapter 4
Expatriate roles:agent of direct control
agent of socialization
language nodenetwork builder
boundary spanner
Approaches to staffing: impatriatesexpatriates
flexpatriates
Assignments: short-termextended
traditional
commuter
rotationalcontractual
virtual
ethnocentric polycentric
geocentric regiocentric
ROI approach
Terms
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Ethnocentric
• few foreign subsidiaries have any autonomy and strategic
decisions are made at headquarters
• key positions in domestic and foreign operations are held
by headquarters‟ personnel
• subsidiaries are managed by staff from the home country
(PCNs).
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Geocentrism
• a global approach to its operations, recognizing that each
part (subsidiaries and headquarters) makes a unique
contribution
• world wide integrated business; nationality is ignored in
favour of ability.
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Transferring Staff for International
Business Activities
HRM implications
• reasons for using international assignments
• types of international assignments
• role of expatriates and non-expatriates
• role of inpatriates
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Short-Term Assignments
• take up to three months
• usually for troubleshooting, project supervision, or a
stopgap measure
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Language Nodes
• many MNEs operate through language standardization –
or corporate language, usually English.
• employees competent in other languages may be the
person in which other country representatives preferred to
conduct queries from the MNE.
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4444IHRM Chapter 4
Various Roles of Corporate
HR
Discussion Questions
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Discussion Questions
45IHRM Chapter 4
1. Outline the main characteristics of the four approaches to
international staffing.
2. Which factors determine the choice of a staffing approach?
Would a MNE choose the same staffing approach
worldwide? Place your arguments in the context of themodel outlining determinants of staffing choices.
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Discussion Questions
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Discussion Questions
47IHRM Chapter 4
6. As a newly appointed Project Manager of a research team,
you consider that you will be able to manage the project
virtually from your office in London, even though the other
six members are located in Munich. This will solve your personal dilemma as your family does not want to be
relocated. The project has a six-month deadline. What
factors should you need to consider in order to make this
virtual assignment effective?
Case: RBC Dexia Investor
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Case: RBC Dexia Investor
Services
Questions PART A
1. When two international companies like Renault and
Nissan partner up in a joint venture many positions are
double occupied. From a HR perspective how wouldyou approach this problem? What are your options to
solve this problem?
2. What are some of the other key HR challenges in an
international partnership such as Renault from Franceand Nissan from Japan?
Case: RBC Dexia Investor
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Case: RBC Dexia Investor
Services
Questions PART A
3. What are your options to fill the 300 additionally
required jobs in the present Merger?
4. What kind of impression could the sudden and
justification lacking announcement of changes at the
top management level have on employees?
Case: RBC Dexia Investor
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Case: RBC Dexia Investor
Services
Questions PART B
1. Based on the message from this note what are the
consequences for employees wanting to move betweenRBC to RBC Dexia?
2. With regard to service history, pensions and benefits,
what are the options for HRM to help employeeswanting to move from RBC to RBC Dexia?