Human Resource Management
“Due to the globalization of business, management teams have become very serious in retaining and promoting the right person for oversees positions. You have just been told to hire a new manager for your company’s Scandinavian division. Describe in detail the most important skills and qualifications considered essential for overseas assignments, particularly in these countries. Explain in detail some of the challenging issues and prospects of doing business abroad”.
The growth of global enterprises leads to improved permeability in the customary business boundaries, which in turn leads to high rates of economic change, a growing number and diversity of contributors, rising involvedness and uncertainty. In short, globalization as a process is not one that is distinct. International management development refers to the development of individual managers. Their development is gained through international experience for the organizational purpose of maintaining a pool of appropriately experienced managers for future assignments.
As has been explained: An international assignment can be compared with job rotation, a management development tool that seeks to provide certain employees with opportunities to enhance their abilities by exposing them to a range of jobs, tasks and challenges. It is therefore not surprising to find an implicit assumption that an international assignment
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Along with expected financial gain, perceived career advancement is often a primary motive for accepting international assignments. (Dowling and Welch, 2004, p. 130). While an organization can have been successful in staffing for international work, the employee might then require special training to attain the desired level of performance. Eventually, given the rapidity of change in an international setting, employees can also need to improve their skills as they persist on the job.
Such training might be provided within the organization or outside it in various type of educational setting. One of the main problems related with hiring for less developed countries is that the skill level of individuals can be less than preferred. In such conditions, it is significant to invest substantial time and effort in the selection process and to give increased training to local employees while they start on the job.
Though, much like the problem of shifting headquarters-based selection procedures to subsidiaries, training programs designed in the home country to train employees the skills required to perform their jobs can be inappropriate for use in other cultures. International HRM deal with issues as diverse as international relocation and orientation; various other administrative services for managers; selecting, training, and assessing local and international employees; and managing host-government relations in numerous countries around the world.
Every successful organization has pertinent recruitment and Selection Policy to hire the most qualified people they can at the most competitive price. Stressing the fundamental nature of the recruiting function in today’s business environment, Peter Drucker notes that “every organization is in competition for its most essential resource: qualified, knowledgeable people” (Drucker, 1992).