The document discusses recruitment and selection issues faced by an international company with operations across several countries. [1] It outlines problems such as filling management positions primarily with locals, the need for multi-departmental recruitment, and implementing a uniform selection process despite regional differences. [2] The company responded by forming a committee headed by Dr. Thomas Koch to address the issues in the Asia-Pacific region. [3] The committee developed a two-tier selection process with screening and assessment modules aimed at incorporating cultural adaptations, but lacked sufficient testing and coordination. In the author's opinion, more time, coordination and pilot testing were needed to effectively implement the strategy across diverse locations and departments.

1. INTERNATIONAL INSTITUTE OF PLANNING AND MANAGEMENT
AHMEDABAD
Write-up
SUBMISSION
ON
International HRM
recruitment and selection issue
Submitted To:
Proff—Robin Thomas
Submitted By:
By
Pratik K S Negi (HR)
SS/09-11/ISBE/HR

2. Q1. Write a Brief on the company?
Ans-- ComInTec was a worldwide leading industrial company with administration, plants,
and sales offices in Central Europe, Eastern and Western Europe, APAC, Central and South America, and
North America. ComInTec employed 23,000 employees worldwide.
Comintec, born in 1989, shows the OMC products on the world market, mother company founded in
1967 as manufacturer of components for mechanic transmission, particularly torque limiters, pneumatic
clutches, couplings, adjustable pulleys, motor-slide bases and components for the assembling of
automatic machines (DIN705 Stop rings, Washers, Ring nuts …). Thanks our long experience, we have
developed the right know-how to obtain high quality and technological products, without neglecting the
competitiveness as regards costs
Products catered to the market
World presence these days
Q2. What are the Recruitment and Selection issues that the company faces?
Ans--A new personnel selection system was expected to fill these positions with qualified employees.
Issues faced by the company.

3. A> 90 per cent of the new management positions were filled by individuals who originated from the
country they would be working.
B> MULTI departmental recruitment
 sales and marketing,
 purchasing
 supply chain management
 finance and accounting
C> different locations
 Hong Kong
 Kuala Lumpur
 Bangkok
 Jakarta
 Melbourne
 Sydney and Shanghai
D> Doctrine for individual modules for individual selection modules
E> Domicile country influence and adaptations have to be incorporated or not
F> Implementation issues for every location
G> Implementation was required to be uniform cross culturally and regionally.
H> Economic and educational disparity in all the countries where the company is operational plus
ignoring cultural differences and culture-specific circumstances. Will create problems for sure.
I> Immediate implementation was required and pressure was mounting up from the top
management thus no practical testing was possible.
J> Dictatorial or complete autocracy from the owner koenig added problems for Koch team.
K> Defining the job requirements specifically for each position, and to allow flexibility of the job
requirements for other positions.
L> Criteria of evaluation were made in haste and methodology of votes and even disapprovement
by some employees were ruled out (dissimilarity among the members of formulation
committee)
M> No mutual conscious was being able to be drawn and somehow decisions were enforced on the
people, two tier approach was adopted but without the clear cut demarcations were there ( for
the personality testing’s, psychometric testing and other behavioral testing modes to be
included in which area.
Q3. How does the company respond to these problems? And what are your opinions about the same?
Ans—company response to these problems was pretty awkward from the top brass or the core
management team. As complete autocracy was maintained at that place
1. Sort of spying was also done on the department who was trying to find a way out for the APAC
recruitment issue.
2. No complete independence and pressure piling was done

4. A compete of professionals under the flag ship of Dr Thomas Koch was formulated and he was
heading to fill in all the gaps and recruitment that was to be done by the company in the specific
south east Asia region.
Meeting was called (final)
Outcome of many meeting that were conducted before and
Outcomes were formulated from the same
To find out or choke out the final strategy for the
Companies’ selection issues
2 tier selection formulae was made that focused on the (2 Step procedure)
The first tier consists of three modules: a viewing of the candidates‟ application documents, a telephone
conference with the applicants that should be conducted in an unstructured manner, and the obtaining
of three references from former employers.
If the candidate clears 1st
Then he moves to 2nd.
Four modules will follow in the second tier. Specifically, a panel interview, a biography-oriented in-depth
interview, a simulated group exercise, and testing procedures.
Scrutinized and detailed tier2 and tier1 procedures were formed .plus a unique technique of re-
translation was designed for the language issue.
Module 3 and 4 were specifically designed to make sure the cultural specific adoptions
Are being dealt well.
 Simulated group exercise and the adoption of standardized test procedures and simulated group
discussions were included
 3 dimensional role play exercise to be included. To develop leadership capabilities.
 GD exercises were included and other factors were included in the same.
But these modules were not given much emphasis as the time and testing constraints were there for the
company, plus the work that was done by the team for the entire project was very high and there
checking procedure was not done perfectly.

5. In my personal opinion the procedure that was followed
a> Was not given enough time was not given to the committee
b> Proper coordination and rules were not formulated in the committee.
c> Test run at a centre and then adopting the same technique would have given much clarity to the
organisation for placing the strategy to best of its application.
d> In my opinion, different departmental 5th Tier rules have to be constructed for the best people
and talent to be brought in the organisation.
e> HR department was in the regulation of the core department and that added to the pressure.
f> People in multi department have to adaptive to place the best practices to resolve ethnic, cross
border differences in work environment and modulus of operandi.
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