Most of the culture-related problems facing 3rd world countries rely on traditional methods of production such include the participation rate of men and women. Women are not very active in the labor force. There are beliefs that women should not participate in particular jobs thus lowering the number of viable employees (Jiang 190). Education and skills necessary is also a major challenge as far as culture is concerned. Education is a basic necessity to any human. In most of these third-world countries, illiteracy levels are very high, and this mostly has been contributed by bad culture. People from these countries are disadvantaged as they don’t possess necessary skills required for employment thus leading to high poverty cases. (Jiang 195). How can those culture-related concerns be understood and dealt with? This culture-related concerns can be understood and addressed through various ways. Firstly, enterprises with international operations must find staff in whatever locations they operate or relocate staff they need that is if unavailable locally.
How can those cultures-related concerns be understood and dealt with
In the best circumstances, HR professionals will be asked to provide information about the adequacy of local labor markets before the firm’s decision about where to locate their global operations. This is because of the shortage of many skilled workers, the acquisition, and deployment of talent is a critical HR imperative (Renwick et al., 7).
What role does international HR need to take in coping with the cultural issues presented by the use of TCNs?
International HR needs to take various roles in dealing with cultural issues presented by the use of TCNS. These roles include HR professionals will be asked to provide information about the adequacy of labor markets to their firm's decision on where to locate their global businesses and whether to participate in any cross-border acquisitions, joint ventures or alliances. Before such decisions are made, the HR will be tasked with ensuring the timely staffing of the new or existing international operations. Because of the possible shortage of many skilled workers, the acquisition and deployment of talents are a significant global HR imperative
Are there other alternatives for finding enough talent to fill a global need?
There exist other options of finding enough talent to fill the global market. Such choices involve global organizations that should be able to find, nurture, develop and retain global talent in global nations. HR in this leading global organizations should travel to various locations in the word in search for new talents and maintain it by having a compelling work environment and supplicated succession management strategies (Renwick et al., 5)
Chapter 9
Question 1
What are the best places in the world to live and work?
Over the years, the people have preferred to become self-sustaining and as a result, a lot of job opportunities have been availed in the internet making it possible to work in any region through the collaboration of the web. People have however preferred to work in environments that allow them to exploit their potential to the fullest. Countries with good inter-employee working relationships have been a preferred option for a majority as they offer growth opportunities to the workforce
Where do you want to live and work?
The world has been made a global community due to advancements in science and technology which has created the World Wide Web. As a result of geographical mobility which anciently necessitated the need to travel has become obsolete. Through the internet which is a technology availed by the web, people can be able to work in collaboration whereby people working on the same projects can do so without necessarily having to be positioned in the same geographical location. This has helped boost the level of skill in the human resource departments of various organizations through sourcing from a global and readily available market. As a result, I would opt to work as a free-lance agent thereby reducing the hustles involved in traveling to other countries. This would also contribute to reducing the change element involved in working in a new environment.
Are you interested in working with global teams?
The ability to work in a global team incorporates individuals from various parts of the world. This helps a lot in increasing productivity as a diversified workforce enables people to share in other people’s cultures and beliefs thereby making one to lean for this diversity. Personally, I would warmly welcome the experience,
What skill and competencies will enable one to live and work wherever he or she wants?
Save from relevant job qualifications; it is necessary for one to have a high retention rate regarding displacing since working under supervision is not highly recommended in the work environment. People also need to have the ability to cooperate and knowledge of distance working association in case the employee intends to work as a freelance agent (Fuhs & Justin 302). In the case of foreign assignment, it is important to familiarize oneself with immigration rules as well as basic rules and regulations in the new country.
Are you interested in creating or working on a micro-multinational?
The creation of micro-multinational allows one to be the manager of an organization which offers the opportunity to explore entrepreneurial skills to the fullest. This also allows one to have flexibility which is highly hindered when one works for another individual (Vézina et al., 13).
Question 2
What are the human resource implications of these new ways of working?
The human resource department has been greatly influenced by the manner in which the recruiting of employees happens. Through advertising of freelance jobs, it is now easy to source skilled pool of workforce from the various nations. This creates diversity in the human resource department (Fuhs & Justin 301). The rigorous task associated with the vetting of a workforce has also been reduced significantly as most of these operations can now be conducted online by the click of a button. This has enabled only the selection of a competent workforce. Organizations can also be able to source employees whose skills can only be achieved in other countries. This includes competency in foreign languages like Russian, Chinese as well as Japanese. This leads to the final actualization of an organization's goals (Fuhs & Justin 301).
Question 3
Is there a perfect trait for expatriates?
The acquisition of an overseas job could be viewed as an appetizing agenda as most see this as a chance for career success. However, the adjustments required for one to feel comfortable in a new overseas job can become a hustle for the individual and serve to drain his ability to work significantly. This is because moving to a different culture without effort from family and friends can make the whole process a daunting task. However, things could go terribly wrong leading to undesirable factors such as unemployment, delayed career development, damaged relationships and a halt in children’s education (Rudolph n.p.). Foreign expenses could also become unfavorable for an individual due to relocation as well as travel expenses. Due to the high personal and institutional stakes involved in the relocation process, it is important for expatriates to personality traits that help them thrive in the new job locations.
The natural process of selection, orientation, and development of the foreign employee must not only be based on psychological and empirical research but rather chosen candidates must be technically competent just as they would in the country of origin. As a result, for an expatriate to be successful, he does not necessarily have to be the most educated individual but must have the ability to adjust rapidly to the foreign environment’s culture, environment language and job specification (Rudolph n.p.).
If you are given the opportunity in your next job to go on an extended assignment, what types of support programs would you expect or ask for?
Global employers use multiple ways to employ new personnel in foreign countries. The most important programs for an extended employment are as listed below.
Seconment whereby the employee remains employed by the home country employer and loaned to work for another entity
Transfer of Employment whereby the employee is terminated from the home country and hired by a new employer in a foreign country
Global employment company whereby employment by home employer is terminated and transferred to the employment of a global employment company
Dual employment whereby the employee maintains the two employment relationships simultaneously on a split payroll.
If you ever have the responsibility to select an associate for a foreign assignment, how would you go about doing that and what characteristics would you look for to ensure success.
The hiring process should be done carefully identify the necessary skills required from the expatriate in order to ensure business success. The process should also factor in possibilities of failures since expatriates are encountered with a lot of problems regarding their adjustment in the new environment. The expatriate should also be able to adjust to the new environment without the lack of support from family and friends.it is also important for the expatriate to have the ability to learn quickly in order to speed the process of transition. This enables him to learn foreign languages faster in order to reduce the amount of time required for transition
What do you think is the most significant challenge for IHRM in managing international assignees and why?
The most significant challenge that IHRM has to overcome is that of creating information necessary for workforce planning and forecasting. This is because labor markets differ from a country to the other and also between regions in a country. It also becomes challenging for the IHRM to draft policies regarding the conduction of the issue. Talent searching in foreign market also becomes a daunting task as it involves going through procedures from a virtual point if view making the process demanding and tedious at the same time.
Why is planning and forecasting a global workforce so difficult?
The process of hiring an international workforce is a difficult task as it requires one to determine the necessary educational skills needed, the process of determining where to obtain what talent besides knowing how to recruit and hire it. It becomes difficult for firm managers to effectively establish a trustworthy relationship between the firms from which they are sourcing new employees. Besides foreign managers also lack the experience required in working with foreign operations thereby making it difficult to establish new working business relations
Why are so many countries bothered by their brain drains?
Countries often fear that there this is a waste of the many resources used in educating these professionals as they do not end up working in their home countries, which does not help in developing their economies. This cans also cause labor shortage in countries. This has the general effect of depriving the owner countries of necessary skilled manpower required for local companies thereby retarding the process of development significantly. Brain drain also serves to undermine the capability of a country to find job placement for its citizens thereby affecting the education system significantly.
What are the trends over the next 10years in global staffing for many MNEs?
Over the coming years the industry is likely to materialize and have structures to streamline recruiting and hiring. This is because firms are developing new international businesses thereby increasing the number of multinationals significantly. This implies that there will be a significant increase in the number of employment opportunities for individuals who are interested in self-employment opportunities As a result there would also be an influx in the market as most people are preferring self-employment over other forms of employment. Human resource managers will therefore be forced to draft solid recruitment processes for individuals in order to maintain quality of service
Works cited
Fuhs, Justin. "The Center for Equality: an LGBT and Community Resource." Circulation 701 (2013): 300-305.
Jiang, Kaifeng, et al. "How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms." Academy of Management Journal 55.6 (2012): 180-200
Renwick, Douglas WS, Tom Redman, and Stuart Maguire. "Green human resource management: a review and research agenda*." International Journal of Management Reviews 15.1 (2013): 1-14.
Rudolph Young. "Is There a Perfect Personality for Expatriates?" The Chronicle of Higher Education. The Chronicle, 2011. Web. 13 Apr. 2016.
Vézina, Pierre-Louis, and Hanne Melin. "EBay and the rise of the micro-multinationals." Organization for Economic Cooperation and Development. The OECD Observer 29(2013): 36.
