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Training and Development

Training and Development Many global rely on a series of rotations through different business functions in different countries to help develop managers and professionals into potential executives. Exposure to different functions and cultures produces a broad understanding of the organization and the environments in which it operates. Training and development .activities are supplemented with more traditional education and training courses…

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Orientation Regardless of how qualified job candidates are, newcomers generally need an orientation to the company and their jobs.’ Research suggests that expatriates from the United States have a high failure rate, with half the firms in one study reporting 10 to 20 percent failures among their international placements.” An orientation touches on the policies, place, procedures, and people…

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Development and Placement

Development and Placement Once a candidate is selected, he or she needs to be oriented, trained, developed for future responsibilities, and evaluated. Development and placement, as with most other international HR activities, often involve great effort from the HR department and operating managers.

International Selection

International Selection As an organization evolves from a domestic to a global company, the selection process follows a similar path of development. The company’s initial efforts to operate overseas tend to favor transferring employees from the home country. As the company becomes more international in its scope of operations and outlook ore foreign nationals are hired for positions overseas.…

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International Recruiting

International Recruiting Global organizations need to identify potential applicants for openings both in the home country and abroad. The two sources of candidates are present employees and new hires. The reassignment of present employees offers an opportunity for career development of the employee in addition to filling a job opening, which is why companies such as Dow move…

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International Preparation and Selection

International Preparation and Selection Planning and staffing organizations overseas are crucial activities of international HR management, and the slow growth of work forces in all developed nations makes this activity increasingly important and difficult.” Central to preparation and selection activities are the employer’s policies about filling openings with foreign nationals or home-country citizens reassigned to an international post. The assignment…

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Employee Rights

Employee Rights laws, companies may find it advantageous to rely on foreign nationals to staff HR positions Although employee rights are unique to each country, similarities exist, particularly among members of common trading blocs, such as the European Union and North America. Code for example, gives employees and their unions the right to participate in board-level decisions. Beginning with the Work…

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Departmental Structure

Departmental Structure As was discussed in Chapter 1, the design of the HR department is strongly influenced by its  and practices. When the challenges of international HR management come part of the department’s concerns, recruitment, selection, placement, compensation, and other traditional activities continue. The responsibilities for these activities may be handled from the home-country of or they may be decentralized…

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Assumptions Operating managers and HR professionals find that their nationality, training, and experience lead them to make assumptions that are culturally based.’ The use of one’s cultural reference points to evaluate others is called ethnocentrism. An ethnocentric view often fails to recognize the viewpoints of others. Ethnocentrism does not apply only to U.S. employees overseas; it also applies to foreign…

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Frameworks and International Challenges

Frameworks and International Challenges Although the HR functions and activities outlined in Chapter 1 apply to international businesses, professionals must be aware of how international activities affect day-to-day management, the structure of the HR department, and employee rights. Underlying all HR frameworks are assumptions about culture.

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