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
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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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
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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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
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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Introduction
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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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
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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Approaches to staffing
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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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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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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Table 5.1a
The advantages and disadvantages of using PCNs
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Table 5.1b
The advantages and disadvantages of using TCNs
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Table 5.1c
The advantages and disadvantages of using HCNs
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For use with International Human Resource Management 7e ISBN-10: 1473719026
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Figure 5.1
Determinants of staffing choices
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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Transferring staff for
international activities
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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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
For use with International Human Resource Management 7e ISBN-10: 1473719026
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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
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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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.
For use with International Human Resource Management 7e ISBN-10: 1473719026
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Roles of an expatriate
Chapter 5
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Figure 5.2
The roles of an expatriate
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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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
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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Role of non-expatriates
Chapter 5
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By Peter J. Dowling, Marion Festing, and Allen D. Engle, Sr. © Cengage Learning
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Issues with international
business travelers
Home and family issues
Work arrangements
Travel logistics
Health concerns
Host culture issues
Chapter 5
For use with International Human Resource Management 7e ISBN-10: 1473719026
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Role of inpatriates
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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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
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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Recruitment and selection of
international managers
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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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
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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Expatriate failure and success
Chapter 5
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By Peter J. Dowling, Marion Festing, and Allen D. Engle, Sr. © Cengage Learning
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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
For use with International Human Resource Management 7e ISBN-10: 1473719026
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Selection criteria
Chapter 5
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Figure 5.3
Factors in expatriate selection
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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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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.
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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Expatriate selection processes
in practice
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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.
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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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By Peter J. Dowling, Marion Festing, and Allen D. Engle, Sr. © Cengage Learning
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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
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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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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By Peter J. Dowling, Marion Festing, and Allen D. Engle, Sr. © Cengage Learning
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