IHRM+6th+Edition+GlobalHRM_Ch08

Page 1: Introduction

• Chapter Title: International Workforce Planning and Staffing

• Focus on International Human Resource Management for Multinational Enterprises (MNEs)

• Authors: Ibraiz Tarique, Dennis R. Briscoe, and Randall S. Schuler

Page 2: Learning Objectives

• Workforce Planning Process

  • Describe challenges in planning the international workforce for an MNE

• Staffing Options

  • Explore different types of international employees for staffing in the global marketplace

• Implications of Staffing Options

  • Understand the impact of different staffing choices on MNEs

Page 3: International Workforce Planning Process

• Chapters Include:

  • International Workforce Planning

  • International Recruiting

  • International Selection and Placement

  • Repatriation

Page 4: Defining Workforce Planning

• Workforce: Current employees of the enterprise

• Labor Pool: Potential candidates from which a firm hires

• Staffing Decision: Importance of attracting and retaining top global talent

Page 5: Factors Impacting International Workforce Planning

• Key Factors:

  • Data Availability

  • Population Characteristics: Shortages and Surpluses

  • Increasing Labor Force Diversity

  • Labor Mobility: Emigration vs Immigration

  • Brain Drain and Job Exporting

Page 6: International Staffing Approaches

• Approaches:

  • Ethnocentric: Hire from HQ country for assignments

  • Polycentric: Utilize local employees from the subsidiary

  • Regiocentric: Source talent regionally

  • Geocentric: Seek global talent

• Notes on advantages and disadvantages of each approach

Page 7: Types of International Employees

• Parent Country Nationals (PCNs): Employees from the HQ country

• Host Country Nationals (HCNs): Employees from the subsidiary's country

• Third Country Nationals (TCNs): Employees from a different country than the HQ and subsidiary

• Expatriates: PCNs with over one year in foreign subsidiaries

• Repatriates: Expatriates who have returned home

• Inpatriates: HCNs or TCNs relocated to HQ

Page 8: Advantages and Disadvantages of Employee Types

• PCNs: Familiar with MNE culture but costly

• HCNs: Know local culture but may lack loyalty to HQ

• TCNs: Blend benefits of PCNs and HCNs, but limited mobility

Page 9: Purposes of Assignments

• Demand-Driven Purposes:

  • Roles for general management, technology transfer, problem-solving, and control

• Learning-Driven Purposes:

  • Management development, knowledge transfer, socializing locals into corporate culture

Page 10: Diversity of International Employees

• Various types include:

  • Local hires

  • Domestic internationalists

  • Short-term assignees

  • Stealth assignees

  • Self-initiated foreign workers

  • Retirees & others

Page 11: Implications for MNEs

• Increased variety of employees introduces selection, preparation, and management challenges

• Critical questions for global enterprises:

  • Usage of different types of international employees

  • Variability in preparation and support for each type

  • Required competencies for different international employees

Page 12: Management Issues for IHRM

• Major concerns in managing an international workforce include:

  • Legal compliance

  • Immigration

  • Data privacy

  • Business travel

• Insight into phases of the international staffing process