Chapter 5

Chapter 5
Sourcing HR
for Global Markets:
STAFFING, RECRUITMENT
& SELECTION
Chapter 5
For use with International Human Resource Management 6e ISBN-10: 1408032090
By Peter J. Dowling, Marion Festing, and Allen D. Engle. Sr. Cengage Learning
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STAFFING, RECRUITMENT
& SELECTION
Vocabulary Recruitment & selection of
Objectives international managers
Introduction Expatriate failure & success
Approaches to staffing Selection criteria
Transferring staff for Expatriate selection processes
international activities in practice
Roles of an expatriate Dual career couples
Role of non-expatriates
Role of inpatriates
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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 & knowledge, boundary spanner
best practice
tacitness
inpatriates, external recruits
internal recruitment, headhunting
expatriate failure, EFRs, direct & indirect costs
selection criteria, soft skills, intercultural competence, cultural
intelligence, common corporate language
honeymoon = tourist phase
coffee-machine system
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ethnorelativism
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Objectives
We learn foundations of managing people in IHRM:
1. Issues related to approaches to staffing foreign ops.
2. Reasons for international assignments
3. Types of international assignments
4. Expatriate & non-expatriate roles in supporting
international business activities
Then we learn about IHRM recruitment & selection:
5. Debate about expatriate failure,
selection criteria, &
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gender in IHRM
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Introduction
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This chapter
Examines various approaches to
international staffing
Outlines pivotal role of

international assignments
Focuses on recruitment & selection as

major factors in success of global
assignments
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Approaches to staffing
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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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Table 5.1a
Advantages & disadvantages of using PCNs
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Table 5.1b
Advantages & disadvantages of using TCNs
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Table 5.1c
Advantages & disadvantages of using HCNs
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Figure 5.1
Determinants of staffing choices
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Transferring staff for
international activities
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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
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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
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home country
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Table 5.2
Differences between traditional & short-term assignments
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Roles of an expatriate
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Figure 5.2
Determinants of staffing choices
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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, & parent country
Consideration for personal networks
Some knowledge transfer requires longer assignments
(e.g., where there is much tacitness)
Expatriates ability & motivation to
act as an agent of knowledge transfer
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Abilities, motivations, relationships of locals
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Role of non-expatriates
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Issues with international
business travelers
Home & family issues
Work arrangements
Travel logistics
Health concerns
Host culture issues
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Role of inpatriates
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Drivers for recruiting &
transferring inpatriate mgrs.
Desire to create global core competency & 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
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Recruitment & selection of
international managers
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International vs. domestic
recruitment & selection
Smaller number of external recruits
Preference for internal recruitment

To reduce selection risk
To secure present & past human capital
investments
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Expatriate failure & success
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Table 5.3
Expatriate failure rates
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Selection criteria
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Figure 5.3
Factors in expatriate selection
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Figure 5.4
Overview of important adjustment variables
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Expatriate selection processes
in practice
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Table 5.4
Tasks & exercises used in an assessment center
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Table 5.5
Evaluation scheme for a role play
in an intercultural assessment center
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Dual career couples
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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
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Table 5.6
Strategies for breaking the expatriate glass ceiling
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Chapter 5

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Chapter 5

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Chapter 5

Chapter 5 Click on an item to

Sourcing HR for Global Markets: Click on the book

Outlines pivotal role of

Focuses on recruitment & selection as

Desire to provide career opportunities in HCs

The emergence of developing markets which often

Preference for internal recruitment

Language training, educational assistance

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