Everything you need to know about international human resource management.
International human resource management is the process of employing, training and developing and compensating the employees in international and global organizations.
An international company is one which has subsidiaries outside the home-county which rely on the business expertise or manufacturing capabilities of the parent company. Generally, an MNC is considered to have a number of businesses in different countries but managed as a whole from the headquarters, located in one country.
International HRM deals with the typical HRM functions like recruitment, selection, training and development, performance appraisal, etc., at the international level.
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According to Hugh Scullion, International HRM (IHRM) involves the HRM issues and problems arising from the internationalisation of business, and the HRM strategies, policies and practices which firms pursue in response to the internationalisation of business.
International Human Resource Management (IHRM) is “the process of procuring, allocating, and effectively utilizing human resources in a multinational corporation”.
In the words of Edwin B. Flippo, “International or domestic HRM involves the planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and social goals.”
Learn about:-
1. What is International Human Resource Management? 2. Concept of International Human Resource Management 3. Objectives 4. Activities and Cultural Dimensions 5. Selection Process
6. Training and Development 7. Approaches 8. Practices 9. Challenges and Emerging Issues 10. Suggestive Measures.
Objectives of international human resource management, activities and cultural dimensions of international human resource management.
An organization gains competitive edge when it has an efficient pool of employees. In addition, we know that a large number of organizations conduct their businesses across national boundaries. Therefore, there is an increasing need of managing global employees. The effective management of global employees is a major determinant for the success or failure in international ventures. It has become a challenge to procure, train, and retain employees for global organizations. IHRM plays a very crucial role in terms of managing employees belonging to different geographical locations and countries.
International human resource management is the process of employing, training and developing and compensating the employees in international and global organizations. An international company is one which has subsidiaries outside the home-county which rely on the business expertise or manufacturing capabilities of the parent company. Generally, an MNC is considered to have a number of businesses in different countries but managed as a whole from the headquarters, located in one country.
According to Pigors and Myers, “International or domestic human resource management is a method of developing the potentialities of employees, so that they get maximum out of their work and give best efforts to the business organization”.
Another definition of IHRM is that “it is the systematic planning and co-ordination of the fundamental organizational processes of job and work design, staffing, training and development, appraising, rewarding, and protecting and -representing the human resources in the foreign operations of an organization”.
The concept of HRM as we are familiar with today began to evolve from the early 19th century. But the concept of International HRM is of a recent origin. Increased international trade and widespread globalization over the past few decades have given rise to a contemporary branch of HRM, i.e., international HRM, also known as global HRM.
It deals with the typical HRM functions like recruitment, selection, training and development, performance appraisal, etc., at the international level. According to Hugh Scullion, International HRM (IHRM) involves the HRM issues and problems arising from the internationalisation of business, and the HRM strategies, policies and practices which firms pursue in response to the internationalisation of business.
IHRM is concerned with the management of all the human resource activities in global organizations without regard to geographic boundaries. It is the process of procurement, allocation and effective utilization of human resources in international business. It is the interplay among the three dimensions human resource activities, types of employees and countries of operation.
In other words, the basic human resource processes such as HR planning, procurement, training and development, induction, compensation, performance management and industrial relations are influenced by two other groups of variables. First group of variables consists of types of employees; these may be host country nationals, parent country nationals and third country nationals.
Second group of variables consists of countries involved the host country where a subsidiary may be located, the home country where the company has its headquarters and the other countries that may be the source of finance or labour.
Within present business scenario, there are larger number of organisations conduct business beyond national boundaries. The differences in organisational environment across nations have encouraged to determine and develop international HR staffing and practices. At global scenario, it is needful to study about HR hiring, staffing developing, compensating and appraising HR for better utilisation of people.
International Human Resource Management is the process of managing people in international ventures and involves activities in at least two nations.
It is fact that the success of business and trades are depends on the skills and quality of human resources and how effectively these resources are managed and utilised at international level.
1. It enhances to develop managerial skills, organisational knowledge and technical abilities of HR managers and employees;
2. To develop more and better handle of global business operations;
3. To manage and secure the performance, compensation and career path of employees;
4. To manage and organise cross cultural counselling and language training programme;
5. To develop more feasible understanding of work practices at global levels;
6. To raise and develop better and new performance management of human resources;
7. To get more and more opportunities within global HR scenario;
8. To develop better and competitive HR strategies in global competitive scenario;
9. To reduce the cultural differences as amicable for cultural environment.
Managing human capital is undoubtedly the most challenging task for any manager and for the human resource department. The knowledge-based economy and knowledge workers have meant that a lot is at stake when it comes to managing people. The internationalization puts additional challenges and issues in managing employees.
The complexity is far greater and issues are many times delicate since expatriation often means relocation of the employee’s family as well. The focal areas of priority of HR also changes with the stage of internationalization.
There are three major international HRM activities – Procure, Allocate and Utilize. In effect these three major activities of IHRM covet all the six activities of domestics HRM i.e. HR planning, Employees Hiring, Training and Development, Remuneration, Performance Management and Industrial Relations.
International HRM involves employees of three countries – parent country or the home country (where a company’s headquarters might be located), host country (where company’s subsidiary may be located) and third country (Other countries that may be sources of labour or finance).
International Staffing :
Staffing is a challenging function. Finding the right set of people has never been easy. However when it comes to international operations, the complexity of staffing increases many folds. Deciding on the mix of local employees to expats is not an easy decision to make. Several factors may impact the same.
Then cost is another major consideration. Cost of finding an international employee and hiring that person if often very high. Such cost aspects demand even more careful consideration and selection. Errors in selection could be tremendously costly for the firm. Expat compensation and tax laws are huge consideration in international staffing. Tax treaties between certain countries ease income tax obligations of an expat.
Such treaties may make it easier to hire from certain countries, while it may difficult to hire from others since the compensation may not work out in the favour of the expat. Environmental factors may also affect international staffing. Political environment may change with government regimes and may favour or disfavour expat movement.
Cultural Challenge :
Difference in national cultures of expats poses a challenge in hiring and assimilating international staff. A lot of pre-departure training for the expats is focused on cross cultural training. Cultural fitment of the expats plays a important role in the success of the projects and international assignments. Multi-national companies often develop hiring strategy and training interventions to cope up with this cultural challenge.
Geert Hofstede work on cultural dimensions is an authoritative repository on national cultures and how cultures differ across countries. Hofstede defines six cultural dimensions to qualify a national culture (Hofstede, Cultural Dimensions). A comparison across these dimensions also helps distinguish one national culture from the other.
The cultural dimensions according to Hofstede are:
1. Power Distance Index (PDI) – The degree to which the less powerful members of a society accept and expect that power is distributed unequally.
2. Individualism versus Collectivism (IDV) – Preference for a loosely- knit social framework in which individuals are expected to take care of only themselves and their immediate families. The opposite of individualism is collectivism.
3. Masculinity versus Femininity (MAS) – Masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material rewards for success, whereas femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life.
4. Uncertainty Avoidance Index (UAI) – The degree to which the members of a society feel uncomfortable with uncertainty and ambiguity.
5. Long-term Orientation versus Short-term Normative Orientation (LTO) – Cultures low on this dimensions, for example, prefer to maintain time-honoured traditions and norms while viewing societal change with suspicion. Contrastingly, those high on this dimension have a more pragmatic approach: they encourage thrift and efforts in modern education as a way to prepare for the future.
6. Indulgence versus Restraint (IND) – Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Opposite of indulgence is restraint.
The Hofstede center helps to understand how each nation features on these six dimensions and hence can give a very definitive picture of its national culture. It also lets users compare two national cultures.
Hofstede’s work established a major research tradition in cross-cultural psychology and has also been drawn upon by researchers and consultants in many fields relating to international business and communication.
It continues to be a major resource in cross-cultural fields. It has inspired a number of other major cross-cultural studies of values, as well as research on other aspects of culture, such as social beliefs.
International postings are complex and carry a lot of in-built pressures along with them. It would be erroneous to assume that the job requires the same set of skills in different locations. The local dynamics might be different; the cultural and social pressures might be too complex.
If the spouse and children join the expatriate, there are additional issues to be resolved – from learning a new language to shopping in new environs, to children finding new friends and attending new schools.
For an expat to succeed, therefore, the selection process must be rigorous and must invariably include criteria such as:
Research findings consistently indicate that MNCs place heavy reliance on relevant technical skills during the expatriate selection process. In addition, the expatriate manager should be a good communicator, and possess management talent, maturity, emotional stability in ample measure.
Most researchers argue that knowledge of the host-country’s language is an important factor affecting the performance of an expatriate. Where the expatriate is expected to communicate with host country subjects frequently, language skills come to occupy the centre-stage.
Tung and Anderson’s study indicated that the respondents (mostly Americans) greatly valued the ability to speak local language, regardless of how different the culture was from their home country.
Expatriate managers must be able to adapt to change. They must have the ability to translate their technical or managerial skills into meaningful action plans in a foreign environment. They should get along with local people easily without upsetting host country customs, traditions and other cultural niceties.
The expatriate managers should as a rule, have good interpersonal skills and extra-cultural openness — including a variety of outside interests, tolerance for ambiguity and non-judgmental behaviour.
The candidate for foreign assignment must believe in the importance of the job and possess a certain amount of idealism or a sense of mission. Applicants, who are not happy with their current situation at home and are looking to get away, rarely succeed as overseas managers.
Several items including the adaptability of spouse and family, spouse’s positive opinion, willingness of spouse to live abroad, stable marriage comprises this factor. This factor was found to be the most important of the above list, contributing to the expat’s success or failure on a foreign locale.
Selection Process:
The selection process varies widely from country to country. Asian companies use extensive testing procedures and screening techniques. Europeans do not test as much as Asians, but considerably more than Americans. Testing in the US is not favoured because of its negative impact on equal employment and affirmative action efforts. In most global corporations, however, adaptability screening is usually followed.
The screening, carried out by a professional psychologist or psychiatrist, tries to assess the family’s probable success in handling the foreign transfer, and to alert the couple to personal problems (impact on children’s education, etc.) the foreign move may involve. Many companies more or less have realised the importance of preparing managers to work in foreign cultures. In fact, several companies try to give future managers exposure to foreign cultures early in their careers.
American Express Company’s Travel related services unit gives American business-school students summer jobs in which they work outside the United States for up to 10 weeks. Colgate-Palmolive selects 15 recent graduates each year and then offers up to 24 months of training prior to multiple overseas job stints. The overall US selection and training practices, however, continue to lag behind those of Japan and Germany.
In Japan, for example, expatriates are selected a year or more prior to their posting so that they and their families receive extensive cultural and language training. Not surprisingly, the overseas success rate for the Japanese is significantly higher than that for Americans.
Careful selection is only the first step in ensuring the foreign assignee’s success. The expatriate may then require proper orientation, cross-cultural training, assistance in career planning and development, etc., in order to handle the assigned jobs in a competent way.
International positions require an extensive orientation to familiarise the employee with culture, language and other unique aspects of the assignment. Familiarisation trips could also be arranged for the prospective expatriates so that they can actually visit the country of their posting and live like natives there for a while.
The orientation programmes, generally cover areas such as:
1. Pre-Arrival Orientation:
(i) Cultural Briefing- Explaining the traditions, customs, living conditions, clothing and housing requirements, health stipulations, etc.
(ii) Assignment Briefing- Throwing light on length of assignment, vacations, compensation package, tax implications, repatriation policy etc.
(iii) Shipping Requirements- Shipping, packing, storage, housing facility in the new location etc.
(iv) Cross-Cultural Training- Differences in culture, language and laws may make it difficult for the global employees to be on track quickly. In order to lead a normal life, they need cross- cultural as well as language training. The failure to provide such training may create adjustment problems for the expatriate manager and the resultant culture shock (the inability to adjust to a different cultural setting) may compel the expatriate to quit the field altogether.
2. Post-Arrival Orientation:
Once global employees arrive in the host country, they will require further assistance in ‘settling in’. Someone should receive them and help them in obtaining housing accommodation, establishing bank accounts, getting driving licenses, arranging admissions to school for dependent children etc.
Firms can help employees avoid culture shock, of course, by using selection tools to choose the employees with the highest degree of cultural sensitivity. An important part of an expatriate manager’s training, further, should be an overview of the legal and ethical issues that are likely to be encountered on the overseas assignment.
The expatriate’s motivation to do well on an international assignment is primarily dependent on the following things:
(i) Whether the present assignment would help the expatriate to learn new things, expand his knowledge, create a unique position for himself in the organisation ladder, and grow vertically within the firm — once the job is successfully completed.
(ii) Whether the expatriate is enjoying continued support from the headquarters or not.
One of the important deterrents to accepting foreign assignments is the expatriates’ concern that they will be ‘out of sight, out of mind’. If they do not have direct and regular contact with their bosses and colleagues at headquarters, they feel isolated and thrown out of the system. To reduce their anxiety levels therefore, global companies must project foreign assignments as stimulating growth opportunities leading to continued career progression.
A monitoring system would certainly solve such issues. In this system, an expatriate is guided by a senior executive in the headquarters. This executive talk with the expatriate regularly, ensures that the expatriate’s name is submitted during promotion and development discussions at headquarters and resolves any headquarters-related problems faced by the expatriate.
Another approach has the expatriate coming back to the home office occasionally to foster a sense of belonging to the organisation. Alternatively, mini-sabbaticals could be offered to the expatriate and his family so that he or she can be in touch with current happenings in the headquarters.
MNCs can approach the management of international human resources in a number of ways:
Here the MNC simply transfers HR practices and policies used in the home country to subsidiaries in foreign locations. Expatriates from the MNCs home country manage the foreign subsidiaries and the MNCs headquarters maintain tight control over the subsidiaries policies.
In this case, the subsidiaries are basically independent from headquarters. HR policies are developed to meet the circumstances in each foreign location. Local managers in the foreign sites are hired to manage HRM activities.
This approach represents a regional grouping of subsidiaries. HR policies are coordinated within the region to as much an extent as possible. Subsidiaries may be staffed by manager from any of the countries within the region. Coordination and communication within the region are high, but quite limited between the region and the MNCs headquarters.
In this case, HR policies are developed to meet the goals of the global network of home country locations and foreign subsidiaries. This may include policies which are applied across all subsidiaries, as well as policies adapted to the needs of individual locations depending on what is best to maximize global results.
The firm is viewed as a single international business entity rather than a collection of individual home country and foreign business units. HRM and other activities throughout the MNC are managed by individuals who are most appropriate for the job regardless of their nationally. Thus, one may find a British manager handling HRM activities in the New York office of a Dutch MNC.
An organization needs to consider the purpose for which it needs to send the employees for international assignments. For example, an organization may send its employees aboard to set up or explore a new market, or prepare them for top management positions. After the purpose of the international assignment is specified, the organization can initiate the process of selecting the best employees for the international project.
The following are the aspects of concern in IHRM:
i. International staffing
ii. Pre-departure training for international assignments
iii. Repatriation
iv. Performance management in international assignments
v. Compensation issues in international assignments.
International staffing refers to the selection of the most appropriate employees for international operations of an MNC.
The selection of the most appropriate employees can be done by using the following three sources:
a. Home Country or Parent Country Nationals (PCNs):
Refer to the citizen of the country in which the headquarters of the MNCs is located. PCNs are not the citizens of the country in which they are working. For instance, an Indian citizen who is posted to an overseas subsidiary of an organization that has its headquarters in India is a PCN. In addition, PCNs are termed as expatriates.
Generally, PCNs are hired to occupy key and top-level management positions because they possess sound knowledge about the operations of parent organization. The knowledge about parent organization helps the PCNs in ensuring proper linkage between foreign subsidiaries and the headquarters. However, hiring PCNs is a costly affair for an organization as it has to bear the relocation cost for them.
b. Host Country Nationals (HCNs):
Refer to the employees of an organization, who are citizens of the country in which the foreign subsidiary is located. An Indian manager working in an Indian subsidiary of a US organization is an HCN. For example, IBM normally hires HCNs. In addition, HCNs generally occupy middle and lower management level positions. The recruitment of HCNs is not a costly affair for an organization because it does not need to incur extra cost in cross-cultural training of employees.
c. Third Country Nationals (TCNs):
Refer to the citizens of a country, other than the country where the organization is headquartered and the country that is hosting the subsidiary. Staffing is done on the basis of ability and not on the basis of nationalism. For example, a British citizen working in the Indian subsidiary of an organization whose headquarters is located in the US, is termed as a TCN. You should note that a TCN has substantial international experience and exposure that is quite advantageous for an organization.
The approach of internal staffing differs from organization to organization.
Some of the popular approaches for international staffing are explained in the following points:
a. Ethnocentric:
Refers to an approach in which all strategic decisions are made at headquarters and foreign subsidiaries are endowed with very little autonomy. PCNs or expatriates occupy key positions at headquarters as well as in subsidiaries. They control all the critical areas of operation, such as finance, production, and quality. McDonald’s is an organization that follows the ethnocentric approach.
b. Polycentric:
Refers to an approach in which MNCs treat each foreign subsidiary as a distinct entity. Therefore, each foreign subsidiary is provided with little autonomy to make its own decisions. The MNCs, which follow polycentric approach recruits HCNs in their foreign subsidiaries. The staff at headquarters comprises PCNs because HCNs are rarely promoted to key positions at the headquarters.
c. Geocentric:
Refers to an approach in which the focus is on staffing the best employee for a particular position. The geocentric approach is based on an integrated global philosophy. The MNCs following the geocentric approach may recruit PCNs, HCNs, or TCNs for any position in the headquarters or subsidiaries. The nationality of the candidate is not the key to staffing because the MNCs focus on the ability of the candidate.
There are various cultural differences that exist between countries. No two countries have similar or uniform cultural and societal norms and practices. For instance, the US society does not believe in rituals, ceremonies, or formalities as Indians do. Therefore, employees should gain knowledge and understanding of the country’s culture in which they are going to work.
It is the responsibility of the organization that its employees posted abroad should get proper cross-cultural training. This training should focus on skills that are needed to attain success in the international assignment and understanding cultural differences and socio-political environment of the country. Therefore, cross-cultural training has become very important for MNCs. Organizations, such as Coca-Cola, Procter & Gamble provide intensive training to their employees to prepare them for international assignments. These training sessions are usually conducted in the country where the employees are posted.
An organization must take into consideration the employee’s family, lifestyle, number of children, and preferences for the successful relocation of an employee to a foreign country. The organization should provide a pre-departure training to both employees and their families.
The pre-departure training, also known as expatriation, makes it easier for the employee to adjust to a different culture and assume job responsibilities in an effective manner. The pre-departure training covers three main aspects, such as language training, training to manage personal and professional life, and cultural training.
In addition to providing a pre-departure training, the organization helps the employees in relocating and finding transport and housing in the foreign country. It is important that an organization maintains regular contact with the employees posted aboard and keeps them informed about important organizational development and changes.
Repatriation is the process of bringing expatriates back to the home country after the completion of the international assignments. For expatriates, the return of expatriates to the headquarters of the organization within the parent country is accompanied with certain fears and anxieties pertaining to readjustment in the old position and job responsibilities.
It is important that the organization takes appropriate steps and initiatives to manage these anxieties and make the re-entry of expatriate to parent country easier. For instance, an organization may not have planned the return of the employee; therefore, he/she may have to remain without any position/portfolio in the organization for a while.
In addition, the managers of the parent country fear that a foreign-return employee may get a better position than them. The organization can resolve this issue by entering into a repatriation agreement with the employee that specifies the maximum tenure of the foreign posting, the nature and type of job he/she will be given upon return and the salary to be expected upon return. In addition, the organization should assign a senior manager as a mentor for the employee posted abroad to take care of his/her career interests.
Performance is the result of a combination of several factors, such as motivation, skills, experience, ability, and working conditions. Therefore, these factors should be taken into consideration to assess the performance of employees whether they are on international assignments and domestic assignments.
Financial compensation offered to the employee must be in accordance with the skills, level of responsibility, and the performance of the employee who is assigned an international project. If the inadequate financial compensation provided to the employees, it may result in loss of motivation.
The standards expected from employees and the tasks assigned to them must be clearly communicated. In addition to cross-cultural, technical training should be provided to employees. If employees fail to understand their roles and responsibilities and cultural differences, it will adversely affect their performance.
A major problem with expatriate performance evaluation emerges due to dual loyalty of the expatriate towards the home country (parent) as well as the host country. If there is a lack of regular communication between the managers of host as well as home country, it becomes difficult to understand and assess the contribution of the employee to the organization.
One of the most important and complex aspects of IHRM is related to expatriate compensation (compensation given to employees posted abroad). Different norms of compensation are followed by different countries. An organization often adheres to the compensation laws of the country in which the expatriate is posted. Compensation is an important motivational tool for employees.
If the employees are not adequately paid for their services rendered, it may lead to dissatisfaction and loss of employee morale. An organization should make flexible plans that can be changed as per the industry norms and standards prevailing in different countries to accommodate particular needs of employees posted in different locations.
While designing the compensation package of expatriates, their needs and aspirations must be taken into consideration, as different expatriates have different sets of needs. For example, if expatriates live close to the office premises, they would not need a travel allowance, whereas the other one who stays far off may require a travel allowance. An expatriate may feel that money is the sole motivator, whereas another expatriate may feel that non-financial rewards in the form of recognition, challenging tasks, and innovative projects are far more motivating.
Therefore, an organization must identify the needs and aspirations of expatriates and accordingly provide them with appropriate compensation. For instance, Americans value performance-linked pay plans as they feel money is the main motivator. However, Japanese and Indians feel more satisfied and content with non-financial incentives, such as prestige and recognition.
Expatriate compensation must be just, fair, and equitable and in accordance with the international compensation norms. There are numerous factors, such as country’s compensation laws, cost of living, taxation policies, and currency value, which play an important role in determining the compensation packages of an expatriate. In addition, health benefits and insurance can be a part of expatiate compensation. An expatriate can also be compensated for the cost of housing and schooling of children.
There are certain problems and challenges as arising within the process and methods of global HR scenario.
Some of the challenges and emerging issues in IHRM are:
1. Ethics and corporate social responsibilities
3. Code of conduct for MNCs
Ethics and corporate social responsibilities in the international business environment are always debatable. MNCs have been accused of being indifferent to the problems of host countries as they are more concerned about the profitability of their companies. MNCs have to balance the ethics and moral of their country and host country.
i. Ethical relativist
ii. Ethical absolutist
iii. Ethical universalist
i. Ethical Relativist :
An ethical relativist believes that there is no right or wrong. What is right in a particular situation in one place may not be so in another. Relativism offers flexibility but may prove to be disastrous in the long-run for an MNC.
ii. Ethical Absolutist:
An MNC which believes in this approach is strongly influenced by the practices and policies of its home country. They do not give much importance to the culture and values of the host country. Ethical absolutists have been criticised for their arrogance and for showing little respect to the traditions and culture of the host countries.
iii. Ethical Universalist:
An ethical universalist believes that there are fundamental rules which help us differentiate between right and wrong. These rules need to be adhered to in any country and in any situation. An ethical universalist believes that cultural variations between countries should not lead to any wrongdoing on the part of the MNCs. There is a distinction between practices which are culturally different and ones which are morally wrong. MNCs should understand this difference and work towards achieving high ethical standards.
According to a survey conducted by J. Macken, developed countries give around $85 billion to underdeveloped countries in the form of bribes. MNCs from developed countries have been accused of bribing Government officials. Hence, countries should frame laws to prevent corruption. For example, in the US, there is a law called Foreign Corrupt Practices Act (FCPA), which prohibits US- based firms from bribing officials in other countries.
The first step in framing a code of conduct for international business players came in the form of the Caux Roundtable Conference on ‘Principles for Business Conduct’ held in 1994. It was a conference on international business ethics, held at Caux in Switzerland and was attended by the business leaders from all countries.
The focus was to formulate a set of rules and ethical codes which would be used for benchmarking global business practices. Major work on this issue was done at Minnesota centre for corporate responsibility in the US. The main aim of Caux conference as given in the charter is, “to further the twin value of living and working together and human dignity by promoting free trade, environmental and cultural integrity and prevention of bribery and corruption.”
Within global scenario, in order to make a perspective viewpoints about international human resource management, the suggestive viewpoints are as given here:
It is necessary to beware of the customs in which the people interact with each other. Some societies encourage individualism. Their belief is that if everybody takes care of himself. Then it would not be necessary to take care of anybody else. There are other societies which are characterised by a tight social framework where in exchange for loyalty, people expect to be taken care of.
The HR managers and organisations must recognise this trait. In America, as another type of example, people shake hands with each other when they meet, while in the Middle East, they embrace each other, and in Japan they bow their heads to each other.
It is required to develop an understanding of how ethical and legal conflicts relate to managerial and organisational effectiveness, as well as how managers can work and manage their ethical and social responsibilities.
It may seem obvious, but an organisational relationship is built on many one-to-one relationships between members of each organisation. People who will be working together and taking risks together will need to get to know each other and establish trusting relationship. It may be possible by different ways. Some of the managers and employees can meet for informal discussions, recreation events, retreats, social events or other informal gatherings.
It is needful to develop a basic knowledge of how different culture work, what makes them unique, and how managers can work successfully across such environment. If culture and cultural differences can play an important role in managerial success in the global arena, it is logical to develop a greater understanding of how cultures differ and how they influence attitudes and behaviours across the globe.
Within determine and implement the plans, programmes, process and strategies concerning of HR practices, it is needful to involve all the stakeholders. The stakeholders are group leaders, HR managers, staff, employees and other people who can help directly or indirectly the issues of HR scenario.
For better growth and career oriented HR practices there is need to develop training programmes, cooperative tendencies, motivational aspects, innovative ideas, new methods of techniques etc.
It is often said that communication is the glue that holds organisations and inter-organisational relationships for best HR management together. It is also said that perceptions and patterns of what is being said is in the eye of the beholder. Here we discuss the relationship between language, logic and communication, as well as the challenge of working with colleagues who think and speak in a different language.
At international level, the parent and host organisations must focuses on skills, competencies, abilities and efficiencies of the people who are involved in the working at global assignments. In this approach, the concept of nationality have a little attention within HR staffing.
International companies should develop the pre-departure training programme to provide various knowledge and skills for performing the foreign assignments.
It is required to design motivational compensation packages for employees. By and large some of the important components of this package are cost of living adjustment, incentive benefits, travel allowance, home leave, relocation allowance, currency differential payments and hardship posting allowances etc.
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Mentoring employees before and during an expat assignment is among the effective preparation strategies for adjusting to a new country
Employees who have accepted international assignments adjust and perform better in the host country when effective HR management practices are implemented, according to a report included in a compilation of research that the SHRM Foundation recently released.
The findings in Crossing Cultures: Unpacking the Expatriate Learning and Adjustment Process over Time are based on responses from 171 expatriates surveyed 30 days before leaving for their assignments and then nine more times over the first nine months of their international assignment. The respondents—nearly three-fourths of whom were men, and most of whom had a spouse and children moving with them—were from three multinational organizations. Their assignments spanned 38 countries in Africa, the Americas, Asia, Australia and Europe.
The study found that the expat’s psychological well-being, language fluency and training before relocation had a positive overall effect on adjusting in the first nine months of the international experience. The findings, the researchers wrote, underscore the importance of HR practitioners understanding the expat’s adjustment process. HR professionals must make sure their organization:
Cynthia Biro, global co-head of Skills Village at PeopleTicker, an information provider based in the New York City area, found that mentors in the host country helped her when she opened offices in various international locations. In preparation, her employer arranged for expatriates in those countries to contact her about a month before she left the U.S. Once she was in the host country, each expat spent several hours, on different days, introducing Biro to the area, including showing her where to shop for food and taking her on tours of the city to expose her to various areas and to learn the city’s history, she noted in a Society for Human Resource Management (SHRM) discussion on LinkedIn.
“I cannot tell you how much it helped me in my management and expansion efforts whilst [I was] onsite. Everyone was much more approachable in the office, because we had ‘off time’ and ‘warm introductions’ beforehand. I highly suggest this strategy for others. I also had language classes, and they helped, but the introducing of expats prepared me best.”
At defense technology company Raytheon, a support team is assigned to an employee who accepts an international assignment, said Randa G. Newsome, vice president of HR and based in Waltham, Mass. The team includes a sponsor, an in-country supervisor and an HR point of contact and it remains active throughout the employee’s preparation, deployment and repatriation.
“The support team is responsible for understanding the employee’s assignment and career aspirations, and for engaging in regular communication and activities to help the employee fulfill development goals throughout their assignment,” she said in an e-mail to SHRM Online. “Most important, the support team works to place the employee in a meaningful company role upon their return—one that aligns with their career aspirations and benefits from their international experience and acumen.”
Spell out pre-selection criteria for expat assignments, said Suzanne Garber, CEO of Gauze, a Philadelphia-based global database of hospitals, in an e-mail to SHRM Online. She has been an expat and has managed and helped other expats prepare for their assignments.
“The onus is on the hiring manager to ensure that cultural compatibility is one of the determining factors to awarding an expat assignment. Without fully understanding this component of the expat assignment, it may be doomed to fail,” she noted. “Many rising executives know that obtaining an expat position is one way to propel one’s career into super-stardom. ... However, all who are chosen are not best suited. Why not? Because while the job specs were carefully crafted, the cultural aspects were not. Culture, in an expat position, trumps credentials.”
Not everyone will adapt well to a new country or culture, wrote Vancouver, Canada-based HR consultant Debra Walker in an e-mail to SHRM Online.
“Tests that show adaptability, resourcefulness, problem-solving, thinking on one’s feet, ability to work in grey [areas]—and even introversion vs. extroversion review—are good to incorporate, so that individuals that will not adapt well will have a clearer picture before they even leave home soil.”
Most multinational firms do not have a standard screening process to identify traits—such as resourcefulness and a high tolerance for ambiguity—that make for a successful expat, said James P. Johnson, Ph.D., professor of international business at Rollins College Crummer Graduate School of Business in Orlando, Fla.
“These qualities cannot be taught in a brief pre-departure cross-cultural training program. Instead, efforts should be made to identify candidates that have these traits, and to train them in the technical aspects of the international assignment, rather than select the person who has the technical skills and assume that he or she can acquire the necessary soft skills that are essential to international success,” he said in an e-mail to SHRM Online.
Learning the host country’s language is important, said Johnson, who has worked in Finland, Great Britain, Mexico, Spain and the former Yugoslavia.
“It can go a long way in developing relations with employees, colleagues, customers and neighbors,” he said, but advised being realistic in one’s expectations. “Traditional language training is time-intensive and crash courses can be expensive. In addition, many firms that offer language training require the employee to do it in his or her free time or take vacation days to attend a crash course.”
He also thinks cross-cultural training should be a mandatory component of an international assignment.
“Less than 50 percent of firms require it, although many are getting better in realizing that training is not only essential for the employee, but for spouses [or significant others] and family members” accompanying the employee, he noted in an e-mail. Family members should have access to training as well for help securing a driver’s license, for example, and locating babysitters, schools and English-speaking medical providers.
And Gauze’s Garber stressed that additional cultural training is a must, even if the assignee has visited, worked in or previously lived in the host country.
“It is imperative to get a briefing on what’s going on in the country now. This includes an update from a political, gastronomical, religious and security perspective.”
Richard Phillips, managing director at Britam, a risk management and training consultancy in London, has employed more than 1,000 staff members in expatriate roles over the last 11 years—most commonly in "quite challenging environments," he said in an e-mail to SHRM Online.
“The single most important part of their preparation is making absolutely sure they understand the living and working environment they are about to enter—warts and all! To avoid wasting time and money, do this first and check as part of your quality process. It is human nature to look at the positives of a role and skip the bits you don’t know much about.
“Make sure your candidates are fully appraised of the challenges, issues and differences to their previous experience to avoid them wanting to return five minutes after arrival.”
Kathy Gurchiek is the associate editor at HR News. Follow her @SHRMwriter. Join the SHRM LinkedIn discussion on preparing expats for their assignments.
HR must always include human intelligence and oversight of AI in decision-making in hiring and firing, a legal expert said at SHRM24. She added that HR can ensure compliance by meeting the strictest AI standards, which will be in Colorado’s upcoming AI law.
The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict.
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Global triathlon stars trust garmin smartwatches, cycling computers and more to get a leg up on the competition. learn how our products can help you elevate your triathlon training..
What do Dorian Coninx, Anne Haug and Taylor Knibb have in common? For starters, all three are among the world’s top professional triathletes. Second, the trio takes their training to the next level with Garmin multisport and triathlon products , enabling them to train with confidence year-round and crush PR after PR on race day.
Why Garmin? It’s simple, really. These internationally ranked athletes understand that Garmin products have their back. From top-notch multisport smartwatches and bike computers loaded with triathlon features to heart rate monitors , power meter pedals and indoor trainers , the Garmin product ecosystem is purpose-built and designed to elevate tri training to the highest of levels.
Still not convinced? Let’s hear from our sponsored triathletes about how — and why — they are using our products. And then we’ll explore the benefits and features of the products trusted by top triathletes worldwide.
Anne Haug, a decorated professional triathlete from Germany, relies heavily on key data points she receives directly on her wrist and cycling computers 1 . An owner of both Garmin Edge 840 Solar and the more compact Edge 130 Plus , Haug can’t help but rave about the amount of features she has at her disposal while training and competing.
“I use the Garmin Forerunner 965 for every single training session and wear it 24/7 to collect all possible data. I love that the Forerunner can be used for all three disciplines, which in my opinion, is a big advantage,” she said. “To collect all possible data on one device makes it very easy for me to share with my coach. In terms of recovery and my physical well-being, I love the morning report because it gives me inside information about my body and allows me to make the right decisions during the day in terms of training intensity, prevention of sickness, recovery status and so forth.”
Haug, who claimed gold at the 2019 Ironman World Championship in Hawaii, isn’t alone in her opinion that the data her Garmin devices produce is a big part of her training and racing regimen.
Having secured the 2022 and 2023 Women’s 70.3 World Triathlon championships, Taylor Knibb is well-versed in sustaining success at the highest level.
“I’m a huge fan of having data for the training I do, both in the moment of the session and for my coach for analysis,” Knibb said. “I appreciate the ease of use, all of the data and the data screen options. I also appreciate that my Forerunner 965 tracks my resting heart rate and sleep. My coach likes to see my HRV every day.”
An American who trains with Edge 530 and a variety of other Garmin cycling products, Knibb became the youngest woman to capture gold at the Ironman 70.3 World Championship in 2022. Knibb took fourth place in her first full Ironman at the 2023 Ironman Championships in Hawaii.
Hailing from France, Coninx earned his first world championship at the 2023 Men’s 70.3 World Triathlon Championship in Spain. He also sports the popular Forerunner 965 and digests the loads of trackable data. What’s more, Coninx trains with the Edge 840 Solar , the Rally RS200 power meter pedals and HRM-Pro Plus monitor to get the edge he needs.
“These are products that allow me to be precise in my training and are easy to use,” he said. “They’re efficient, essential and adapted to the needs of someone who practices several sports with a high-performance objective.”
From training to race day, Coninx, Haug and Knibb choose Garmin to make the most of their workouts by tapping into advanced data captured by their smartwatches. Take the Forerunner 965 and fēnix 7 Pro watches for example. Enjoy tri-focused features like multisport activity profiles, multisport auto transition — which automatically records your splits while adjusting between swim, bike and run — and 24/7 health and fitness tracking features to help you understand your body.
All so you can optimize your training and recovery.
With most Garmin Edge products, you can collect real-time stamina insights and performance data. On top of that vital data, the latest and greatest Garmin Edge device, the Edge 1050 , provides a refreshed design, enhanced GroupRide features, a built-in speaker and more — all of which appear on a 3.5” vibrant, touchscreen display as you come into proximity.
The Edge 1050 delivers superior navigation, performance tracking, cycling awareness and smart connectivity to a bright screen — with up to 20 hours of battery life in the most demanding use cases and up to 60 hours in battery saver mode.
It’s no wonder the best of the best trust their Edge device.
Many Garmin-sponsored triathletes, including Coninx and Knibb, use the HRM-Pro Plus or HRM-Fit heart rate monitors — in or out of the water — to help monitor their efforts. The HRM-Pro Plus, a comfortable lightweight strap, transmits real-time heart rate data to compatible devices.
“The accuracy of the data around my heart rate and its zones is crucial,” Coninx said. “I use the belt and the watch to monitor my HRV, particularly when I’m on training courses at altitude, to assess how fit I am when I wake up and how much energy I have.”
Meanwhile, the HRM-Fit heart rate monitor is designed for women and seamlessly clips onto medium- and high-support sports bras. Made to move with you, the HRM-Fit monitor provides accurate heart rate data sent directly to your wrist or cycling computer.
Need power meter pedals for your unique bike ride? Then get a pair of Garmin Rally power meter pedals that can be swapped easily from bike to bike for reliable power data on every ride.
Roll with any of our dual-sensing power meters within our Rally 200 series . In addition to receiving accurate power measurements, choose from a variety of power meters that are easy to transfer from one bike to the next. And depending on your cleat of choice, our various power meters can accommodate you. From the Shimano bike cleat ( RS200 ) to LOOK KEO ( RK200 ) and SPD ( XC200 ), these power meters are designed to comfortably fit your needs — and feet.
So go ahead, crush it on the road, gravel or singletrack.
Never to be forgotten in a cyclist or triathlete’s training regimen, indoor bike trainers can be a key piece of the triathlon training puzzle, especially when unpredictable weather makes it difficult to get outside.
With that, let’s check in with the Garmin Tacx NEO 3M . This comfortable smart trainer provides a more realistic ride with built-in multidirectional movement, our broadest range of power accuracy and a preinstalled 11-speed cassette. Want to simulate a descent or experience a real road feel? With the Tacx NEO 3M smart trainer, you’ve got it.
Enhance peace of mind while training on the road. How? Own a Garmin Varia rearview radar and tail light — don’t forget the Varia RCT715 radar camera and tail light — so you can know what’s coming while you focus on what lies ahead.
Trust us when we say that once you ride with Varia, you won’t want to roll without it.
So, when you’re watching your favorite triathlete compete on the big stage, pay close attention. You may just see a Garmin smartwatch or bike computer in action. Be like the pros — train and race with Garmin.
Photo courtesy of Puurfilm
1 See Garmin.com/ataccuracy
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A Notice by the Federal Maritime Commission on 08/16/2024
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Notice is given that a complaint has been filed with the Federal Maritime Commission (the “Commission”) by Triple L Global, LLC (the “Complainant”) against SLI, Inc. d/b/a Sealink International (the “Respondent”). Complainant states that the Commission has subject matter jurisdiction over the complaint pursuant to the Shipping Act of 1984, as amended, 46 U.S.C. 40101 et seq. and personal jurisdiction over the Respondent as an ocean transportation intermediary, ocean freight forwarder, and a non-vessel-operating common carrier, as these terms are defined in 46 U.S.C. 40102 .
Complainant is a corporation organized and existing under the laws of California with its principal place of business in San Leandro, California.
Complainant identifies Respondent as a corporation organized and existing under the laws of Texas with its principal place of business in Allen, Texas.
Complainant alleges that Respondent violated 46 U.S.C. 41102(c) and 41103 , and 46 CFR 515.31 and 515.32 . Complainant alleges these violations arose from conversion of cargo ownership, withholding of information, unauthorized alteration of a bill of lading, unlawful disclosure of information related to cargo, and other acts or omissions of Respondent.
An answer to the complaint must be filed with the Commission within 25 days after the date of service.
The full text of the complaint can be found in the Commission's electronic Reading Room at https://www2.fmc.gov/readingroom/proceeding/24-26/ . This proceeding has been assigned to the Office of Administrative Law Judges. The initial decision of the presiding judge shall be issued by August 7, 2025, and the final decision of the Commission shall be issued by February 23, 2026.
[ FR Doc. 2024-18392 Filed 8-15-24; 8:45 am]
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The Long Run
As President Biden’s understudy, Ms. Harris did not often get to lead on signature issues. But she found roles to play on abortion rights, gun safety and a Supreme Court appointment.
Credit... Erin Schaff/The New York Times
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By Peter Baker and Zolan Kanno-Youngs
Peter Baker and Zolan Kanno-Youngs are White House reporters who have covered Kamala Harris for nearly four years and traveled with her to Europe, Asia, Africa and across the United States.
When a draft of a blockbuster Supreme Court decision overturning Roe v. Wade leaked in 2022 , Vice President Kamala Harris met with Ron Klain, then the White House chief of staff, in her West Wing office. He had an idea: She should lead a new task force on abortion rights.
She seemed uncertain. “Why?” she asked.
“We need a real leader, and you’re the leader,” Mr. Klain responded.
Ms. Harris asked for time to think about it. She did not want to just give a speech without substance. And she had spent much of the previous year and a half trying to avoid being typecast as the first female vice president. But as the White House began mapping out executive actions to defend access to abortion, she began to see the possibilities and accepted the role.
It was a moment that captured the essence of the Harris vice presidency. Deliberate and disciplined, cautious and at times risk averse, she saw trapdoors around her and wanted to avoid them. She considered herself a team player, but could not always be sure the team had her best interests at heart. She gravitated to issues on which she thought she could make a difference without upstaging President Biden, but was rarely promoted as a critical player in the administration.
The court’s Dobbs v. Jackson Women’s Health Organization decision eliminating a constitutional right to abortion proved to be an issue on which Ms. Harris could take the lead, one that Mr. Biden, a churchgoing Catholic, did not feel as comfortable addressing. She found her voice as the administration’s champion of abortion rights , changing some minds among Democrats who had harbored doubts about her. And she paved the way to the moment when she will accept her party’s nomination for president this week.
Ms. Harris’s record as vice president is complex, as described in interviews with dozens of current and former administration officials and allies, some of whom spoke on the condition of anonymity to avoid alienating her or the president. She has done the dutiful things she has been asked to do. She led a labor task force and a gun safety office. She traveled to places the president had no time to visit. She has been sent to deliver private messages to the leaders of Poland and Germany and to break key tie votes in the Senate.
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IMAGES
COMMENTS
Overview. International assignment management is one of the hardest areas for HR professionals to master—and one of the most costly. The expense of a three-year international assignment can cost ...
HR's role in international assignments: effective management, employee support, and adapting to diverse workplace challenges.
If the Ex-pat assignment is terminated by the company for any reason other than a breach of the employment agreement on the part of the employee, s/he will be relocated to his/her home country ...
Motivating Factors. When asked for the main reasons why employees accepted an international assignment, companies said that while attractive compensation was named by a third of respondents (34 ...
Many aspects of international assignments, global human capital and the nature of international HR policies and practices. Institutional influences on the cross-national transfer of practices.
A key characteristic of an international assignment is that an employee from one legal entity and country ('home' country) temporarily performs services in another country ('host' country). Potential assignment structures. There are a number of different ways in which assignments can be structured and documented.
5 Tips for Managing Successful Overseas Assignments. Stay in constant touch and have a plan for their return. Sending talented employees overseas can be a promising way to leverage the benefits of ...
The challenge is to deal with individual assignment complexity, envisage greater policy segmentation, and map each compensation approach to assignment types.
International assignments are a component of the training and development activities of international human resource management. Other main activities include human resource management in the global environment, selection, performance management, compensation and repatriation. [3]
This study attempts to examine various issues pertaining to the complexities of international assignment, one of the major dimensions of International Human Resource Management (IHRM).
In an international environment, as long as proper research is performed, most HRM concepts can be applied. The important thing to consider is proper research and understanding of cultural, economic, and legal differences between countries. This section will provide an overview of some specific considerations for an international business ...
International assignment management first of all needs a policy framework, defining the compensation and benefit package, especially the typical assignment allowances depending on distance to the home country and hardship of the host country.
A Successful International Assignment Depends on These Factors Your marriage, your family, and your career will all benefit from advance planning.
INTRODUCTION International Human Resource Manag ement (IHRM) has f or many years been established as an important area in management studies, and one which is cr itical for organizations ...
The paper starts with an introduction to the literature on international assignment, HRM, and IHRM influence in managing the workforce in expatriates and inpatriates literature.
The field of IHRM still largely focuses on human resource management with an emphasis on developing the international expertise of a relatively small number of employees (e.g., through various types of international assignments) (Caligiuri & Bonache, 2016 ). As global teams become ever more employed, organizations are faced with HR challenges, and have potential to benefit from global teams ...
The increasing importance of global business to a company's bottom line means that international assignment management will only grow in value as a critical skill for HR practitioners.
The international assignment process is commonly considered to encompass three distinct phases (see Figure 7.2): the pre-assignment stage (selection and preparation), the actual assignment and the post-assignment stage referred to as repatriation (Bonache, Brewster, &
About this book Both as a field of academic enquiry and a central tenet of international business, the field of International HRM has witnessed significant development over the past decade. Inspired by the idea that this ever increasing internationalization of business brings into sharp focus the need to develop a more in-depth understanding of international HRM and its associated activities ...
Process of Training and Development in International Human Management Following schematic model depicts the process of Training and Development in the International Human Management context.
International Human Resource Management (IHRM) Definition International Human Resource Management (IHRM) is the process of procuring, allocating, and effectively utilizing human resources in a multinational corporation, while balancing the integration and differentiation of HR activities in foreign locations.
International human resource management is the process of employing, training and developing and compensating the employees in international and global organizations. An international company is one which has subsidiaries outside the home-county which rely on the business expertise or manufacturing capabilities of the parent company.
Employees who have accepted international assignments adjust and perform better in the host country when effective HR management practices are implemented.
See where your favorite Cup Series driver will pit during Monday's race at Michigan International Speedway (11 a.m. ET, USA).
Many Garmin-sponsored triathletes, including Coninx and Knibb, use the HRM-Pro Plus or HRM-Fit heart rate monitors — in or out of the water — to help monitor their efforts. The HRM-Pro Plus, a comfortable lightweight strap, transmits real-time heart rate data to compatible devices.
Triple L Global, LLC, Complainant v. SLI, Inc. d/b/a Sealink International, Respondent; Notice of Filing of Complaint and Assignment
As President Biden's understudy, Ms. Harris did not often get to lead on signature issues. But she found roles to play on abortion rights, gun safety and a Supreme Court appointment.