Learning to manage host-country nationals
Article Abstract:
US multinationals are paying greater attention to cross-cultural issues as they search for ways to improve human resources development in their overseas operations. As a result, more multinationals are emphasizing the promotion of local managers to senior executive positions in overseas units. Before transferring control of these units to local managers, however, most multinationals are discovering that it is best to ensure that such locals are truly committed to attaining the corporate objectives of the company. US multinationals are also paying greater heed to the nuances of local business etiquette, often requiring US executives sent to overseas operations to adequately familiarize themselves with local business traditions to avoid needless social frictions. Multinationals are also reformulating their compensation systems to make them more responsive to the needs of their international workforce.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1995
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Navigating your search for global talent
Article Abstract:
The growing globalization of business is prompting corporations and their HR departments to consider people of all nationalities when recruiting. Preferred candidates are those who have knowledge about their business, are language-proficient and technoliterate, are multiculturally adept and are open-minded and flexible. Global corporations and HR departments are also taking innovative programs for developing their employees' expertise in international issues. One such initiative is career pathing, which requires employees to be rotated from all over the world to provide them with an international experience and expertise in dealing with different organizational scenarios. HR departments are also developing attractive compensation plans to encourage employees to consider foreign posts as the need arises. The global recruitment policy of Molex Inc. is discussed.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1995
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Danger below! Spot failing global assignments
Article Abstract:
Global HR managers should always be on the lookout for signs of failed overseas assignments to find out if expatriate employees are effectively doing their jobs abroad. The most obvious indicator of failure is early repatriation but the more damaging clues are those that are not easily recognized. These silent business killers include underperformance, low morale, weakening relationships with customers and overseas nationals, damaged career path, damaged company image, lost opportunities, broken family relations, and negative impact on successors. To avoid these disasters, HR managers should immediately bring home unhappy expatriates before they could inflict more damage.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1996
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