Human Resource Selection and Development Across CulturesSlide 2Slide 3Sources of Human ResourcesSlide 5Slide 6Slide 7Selection Criteria for International AssignmentsRank of Criteria in Expatriate SelectionSlide 10Slide 11Development of Satisfaction in Host CountrySlide 13Activities That Are Important for Expatriate SpousesSlide 15Slide 16Slide 17Slide 18International Human Resource Selection ProceduresThe Relocation Transition CurveCommon Elements of Compensation PackagesRelative Cost of Living in Selected CitiesSlide 23Slide 24Slide 25Slide 26Slide 27Employer Incentive Practices Around the WorldTailoring the Compensation PackagesIndividual and Host-Country ViewpointsQuality of Life in Select Major Metropolises, 2002Slide 32Beliefs of Home-Country Organization ExpatriatesRepatriation of ExpatriatesEffectiveness of Returning ExpatriatesSlide 36Human Resource Management Practices in Select CountriesTraining in International ManagementSlide 39Slide 40Slide 41Slide 42Model for the Development of Multinational ManagersSlide 44Cross-Cultural Training ProgramsSlide 51Slide 52Slide 53Slide 54Slide 55Slide 56Slide 57Contingency Approach to Cross-Cultural TrainingTypes of Training ProgramsTichy Development MatrixCaseChapter14Human Resource Selectionand Development Across CulturesThe specific objectives of this chapter are:1. IDENTIFY the three basic sources that MNCs can tap when filling management vacancies in overseas operations in addition to options of subcontracting and outsourcing.2. DESCRIBE the selection criteria and procedures used by the organization and individual managers when making final decisions.Chapter14Human Resource Selectionand Development Across Cultures3. DISCUSS the reasons why people return from overseas assignments, and present some of the strategies used to ensure a smooth transition back into the home-market operation.4. DESCRIBE the training process, the most common reasons for training, and the types of training that often are provided.The specific objectives of this chapter are:Chapter14Human Resource Selectionand Development Across Cultures5. EXPLAIN how cultural assimilators work and why they are so highly regarded.The specific objectives of this chapter are:4Sources of Human ResourcesMNCs can use four basic sources for filling overseas positions: Expatriate managers who are citizens of the country where the multinational corporation is headquarteredSometimes called headquarters nationals Most common reason for using home-country nationals, or expatriates, is to get the overseas operation under wayHome-country Nationals (Expatriates)Home-country Nationals (Expatriates)5Sources of Human ResourcesMNCs can use four basic sources for filling overseas positions: Local managers hired by the MNC They are familiar with the cultureThey know the languageThey are less expensive than home-country personnelHiring them is good public relationsHome-country Nationals (Expatriates)Home-country Nationals (Expatriates)Host-country NationalsHost-country Nationals6Sources of Human ResourcesMNCs can use four basic sources for filling overseas positions: Managers who are citizens of countries other than the country in which the MNC is headquartered or the one in which the managers are assigned to work by the MNCThese people have the necessary expertise for the jobHome-country Nationals (Expatriates)Home-country Nationals (Expatriates)Host-country NationalsHost-country NationalsThird-country NationalsThird-country Nationals7Sources of Human ResourcesMNCs can use four basic sources for filling overseas positions: Home-country Nationals (Expatriates)Home-country Nationals (Expatriates)Host-country NationalsHost-country NationalsThird-country NationalsThird-country NationalsInpatriatesInpatriatesIndividuals from a host country or a third-country national who are assigned to work in the home countryThe use of inpatriates recognizes the need for diversity at the home officeUse of inpats helps MNCs better develop their global core competenciesMNCs can subcontract or outsource to take advantage of lower human resource costs and increase flexibility8Selection Criteria for International AssignmentsMany criteria are used in selecting managers for overseas assignments including:General CriteriaEducationKnowledge of local languageMotivationSupport of spouse & childrenLeadershipAdaptabilityIndependenceSelf-reliancePhysical & emotional healthAgeExperience9Rank of Criteria in Expatriate Rank of Criteria in Expatriate SelectionSelectionAdapted from Table 14–1: Rank of Criteria in Expatriate Selection10Selection Criteria for International AssignmentsOrganizations examine a number of characteristics to determine whether an individual is sufficiently adaptable.Work experiences with cultures other than one’s ownPrevious overseas travelKnowledge of foreign languages Recent immigration background or heritageAbility to integrate with different people, cultures, and types of business organizationsAdaptability to Cultural Change11Selection Criteria for International AssignmentsOrganizations examine a number of characteristics to determine whether an individual is sufficiently adaptable.Ability to sense and accurately evaluate developments in the host country Ability to solve problems within different frameworks and perspectivesSensitivity to differences of culture, politics, religion, and ethicsFlexibility in managing operations on a continuous basis despite lack of assistance and gaps in informationAdaptability to Cultural Change12Development of Satisfaction in Host Development of Satisfaction in Host CountryCountryAdapted from Figure 14–1: Development of Satisfaction in Host Country over TimeNote: Satisfaction scale: 1 = extremely low; 7 = extremely high.13Selection Criteria for International AssignmentsThose who were best able to deal with their new situation had developed coping strategies characterized by sociocultural and psychological adjustments including:Feeling comfortable that their work challenges can be metBeing able to adjust to their new living conditionsLearning how to interact well with host-country nationals outside of workFeeling reasonably happy and being able to enjoy day-to-day activitiesAdaptability to Cultural Change14Adapted from Table 14–2 :Activities That Are Important for Expatriate Spouses (scale: 1–5, 5 very important)Activities That Are