This document discusses developing international staff and multinational teams. There are four key components: international recruitment and selection, international training and development, cross-cultural training, and localization. International recruitment involves assessing needs, identifying talent globally, and offering competitive rewards. Training bridges gaps in capabilities for new roles. Cross-cultural training teaches host country behaviors and cultural awareness. Localization assists expatriates' adjustment to local cultures. Developing international teams requires addressing challenges in recruitment, retention, performance, and global talent management.

1. DEVELOPMENT INTERNATIONAL STAFF
AND MULTINATIONAL TEAM
VARSHITHA A. R.
2ND M.COM
Under the guidance of
Sundar B. N.
Asst. Prof. & Course Co-ordinator
GFGCW, PG Studies in Commerce
Holenarasipura

2. INTRODUCTION
STAFFING ( FINDING, CHOOSING, AND PLACING) GOOD EMPLOYEES IS
DIFFICULT EVENT.
THE GLOBALIZATION OF THE WORLD BUSINESS ECONOMY MAIN REASON FOR
INTERNATIONAL HUMAN RESOURCING.
THE CONDUCT OF BUSSINESS HAS BECOME A TRULY GLOBAL ACTIVITY FOR
MAY REASON.
• RAPID TRANSACTION A NEW TECHNOLOGY.
• GROWING TRADE FOREIGN COMPETATION.
• EMIGRATION OF LORGE HUMAN OF PEOPLE .
• THE SEARCH FOR NEW MARKET .

3. DEVOLOPING INTERNATIONAL STAFF AND
MULTINATIONAL TEAM
BASICALLY THERE ARE FOUR COMPONENTS FOR DEVELOPING PRO
INTERNATIONAL STAFF AND MULTINATIONAL TEAM.
• INTERNATIONAL RECRUITMENT AND SELECTION .
• INTERNATIONAL TRAINING AND DEVELOPMENT
• CROSS CULTURAL TRAINING
• LOCALISATION :- SOCIETY , ORGANISATION AND EMPLOYEES.

4. INTERNATIONAL RECRUITMENT AND
SELECTION
• ECONOMIC SCANNING AND ORGANISATIONAL COPACITY
• MAN POWER
. PRESENT AND FUTURE – SHIFTING NATURE
OUT SOURCING ALTERNATIVE
• COMPETENCY CLARITY
. THINKING SEASONED JUDGEMENT
STRATEGIC MANAGEMENT
LEADERSHIP
INTERNATIONAL SKILLS
COMMUNICATION
SELF MANEGMENT
• SEGMENT WISE SOURCING PLAN
• IDENTIFING INTERNATIONAL TALENT LOCATION AS A SOURCE
• TOTAL REWARD OFFERING.

5. INTERNATIONAL TRAINING AND
DEVELOPMENT
• TRAINING IN THE INTERNATIONAL CONTEXT ESSENTIALLY
FOCUSED ON BRIDGING THE GAP BETWEEN THE CAPABILITY OF THE
INDIVIDUAL HIRED AND THE ROLE / RESPONSIBILITY OF THE JOB HE /
SHE IS BEING HIRED
• MNC MAY MAKE USE OF EXPORTS FOR SHARED TEAM / LONG TERM
INTERNATIONAL JOB ASSIGNMENT.
• DEVELOPMENT AN INTERNATIONAL TEAM STARTS FROM RECRUITMENT
AND SELECTION FOLLOWED BY TRAINING DEVELOPMENT

7. CROSS CULTURAL TRAINING
• MNC OFFER CROSS CULTURAL TRAINING TO TEACH THEIR EXPORTS THE HOST
COUNTRY APPROPRIATE BEHAVIOUR
• CCT MAY BE UNDERSTOOD AS ANY PLANNED INTERNATIONAL INCREASE THE
KNOWLEDGE AND SKILLS OF THE EXPARTRAITES TO LIVE AND WORK
EFFECTIVELY IN A UNFANILAIR HOST COUNTRY CULTURE.

8. COMPONENTS OF CROSS CULTURAL
TRAINING ARE :
• PRELIMINARY VISITS
• LONGAUGES TRAINING
• PRACTICE ASSISTANCE
• CULTURAL AWARENESS PROGRAM
• JOB RELATED FACTOR.
CULTURAL KNOWLEDGE AND SKILLS AND FACILITIES EXPARTIES ADJESTMENT
THE HOST COUNTRY CULTURE.

9. LOCALISATION
LOCALISATION OF EXPARTS IS ONE OF THE NEGLATED THING IN IHRM

10. CHALLENGES IN DEVELOPING
INTERNATIONAL STAFF
• ISSUES RELATED TO RECUITMENT OF POTENTIAL EXPARTIES EMPLOYEES.
• ISSUES RELATING TO RETENTION OF EXPARTITE EMPLOYEES
• EXPARTIE PERFORMANCE AND EXPARATE “ FAILURE”
• GLOBAL TALENT MANAGEMENT

11. COUNCLSON
• HUMAN RESOURCES MANAGEMENT IS VERY IMPORTANT SUBJECT IN THE
PORTFOLIO OF MANEGMENT ACTIVITIE, TO DEVELOP THE PROCESS OF
GLOBALISATION MANAGING INTERNATIONAL HRM EXPLORER AND CRITICAL
ELEMENTS .