The globalization of business has increased the need for international human resource management. There are four key components to developing international staff and multinational teams: international recruitment and selection, training and development, cross-cultural training, and localization. Developing an international team involves recruitment and selection, training and development including pre-departure training and international assignments. Multinational companies provide cross-cultural training to teach expats appropriate norms and behaviors in the host country. Localization of expats is also important for international human resource management.

1. BY MD. AKHTAR ALAM
M.A HRM 4TH SEM
9TH APRIL, 2013

2.  The globalisation of the world’s business
economy - main reason for international
human resourcing.
 The conduct of “business” has become a
truly global activity for many reasons:
 Increased travel
 Rapid transfer of new technology
 Growing trade - foreign competition
 The emigration of large numbers of people
 Increased pressure on costs
 The search for new markets
 Government policy
 Decreasing trade barriers and opening markets

3.  Basically there are four components for
developing proper international staff and
multinational teams:
 International recruitment and Selection
 International training and development
 Cross cultural training
 Localisation: Societies, organization and
employees

4.  Economic scanning and organisational capability
 Manpower Planning:
• Present and future … shifting nature
• Outsourcing Alternatives
 Competency Clarity:
• Thinking - Seasoned Judgment
• Strategic Management
• Leadership
• Interpersonal skills
• Communication
• Self Management
• Depth and Breadth of Technical and Functional Skills
• Resource Management

5.  Segment-wise sourcing plan
 Identifying international talent location as a
source.
 Total reward offerings

6.  Training in the international context essentially
focuses on bridging the gap between the
capabilities of the individual hired and the role /
responsibilities of the job he / she is being hired
 MNC’s may make use of expats for short
term/long term international job assignments
 Focus for Short term assignments training is narrowed
towards objectives of the assignments and minimal
importance is given to cultural gaps and work life
differences.
 For a long term assignment significant amount of time
and effort is devoted towards coaching the employees
on cultural differences, workplace behaviour and
national etiquette, eating habits and coping strategies
to help sustain success during the assignment.

7.  Developing an international team starts from
recruitment and selection followed by
training and development.
Recruitment
and Selection
Training Development
International
Team
Pre-departure
Training
International
Assignments

8.  MNC’s offer Cross Cultural Training (CCT)to teach
their expats, the host country’s appropriate norms
and behaviour
 CCT may be understood as any planned
intervention to increase the knowledge and skills
of the expatriates to live and work effectively in
a unfamiliar host country and culture.
 Components of cross cultural training are:
 Preliminary visits
 Language training
 Practical assistance
 Cultural awareness program
 Job related factors
 Cultural knowledge and skills and facilitates expatriates’
adjustment to the host country’s culture

9.  Localisation of expats is one of the neglated
thing in IHRM.

10. Truly global operations means having a team of
international managers who are available to go
anywhere in the world.
 Provide international experience to many levels
of managers
 Short-term development assignments ranging
from a few months to several years
 International job rotation
 Attendance at common training and
development programs held either in the parent
country, or regional centers, or both
 International meetings in various locations that
foster interaction and personal networks

11.  Issues related to recruitment of potential
expatriate employees
 Issues related to retention of expatriate
employees
 Expatriate performance and expatriate
‘‘failure’’
 Global Talent Management