Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15International Human Resource ManagementManaging people in a multinational contextvIHRM Chapter 42We focus on the ‘managing the people’ aspect of IHRM:•Issues relating to staffing foreign operations•The reasons for using international assignments:filling positions and developing managers and organizations.•Various types of international assignments:short term, extended and longer term;•Various non-standard arrangements:commuter, rotator, contractual and virtual•The role of expatriates and non-expatriates in supporting international business activities•Return on investment of international assignments•The role of the corporate HR function in MNEs Chapter Objectivesv Terms3IHRM Chapter 4Expatriate roles:agent of direct controlagent of socializationlanguage nodenetwork builderboundary spanner Approaches to staffing:inpatriatesexpatriatesflexpatriates Assignments:short-termextendedtraditionalcommuterrotationalcontractualvirtualethnocentricpolycentricgeocentricregiocentricROI approachv4IHRM Chapter 4Table4-1aThe advantages and disadvantages of using PCNsv5IHRM Chapter 4Table4-1bThe advantages and disadvantages of using TCNsv6IHRM Chapter 4Table4-1cThe advantages and disadvantages of using HCNsv7IHRM Chapter 4Determinants of staffing choicesFigure4-1v Reasons for International Assignments8IHRM Chapter 41. Position filling2. Management development3. Organization developmentv Types of international assignments9IHRM Chapter 4•Short term up to 3months•Extended up to 1year•Long term (traditional expatriate assignment)1 to 5 yearsSome non-standard assignments:•Commuter go home every one to two weeks•Rotational commute for set period followed bybreak in home country•Contractual specific skills employees hired for6 to 12 months on specific projects•Virtual employee manages international responsibilities from home country basev10IHRM Chapter 4Table4-2Differences betweentraditional and short-term assignmentsv11IHRM Chapter 4The roles of an expatriateFigure4-2v12IHRM Chapter 4ROI indicators for calculating international assignmentsFigure4-3v 4-steps to calculate expatriate ROI13IHRM Chapter 41. Identify financial and non-financial costs and benefits.2. Link the costs and benefits to the purpose of the long-term assignment.3. Identify the appropriate antecedents from a system’s perspective.4. Conduct the calculation at an appropriate time within the context of the assignment’s purpose.v14IHRM Chapter 4Table4-3Various roles of corporate HRv Discussion Questions15IHRM Chapter 41. Outline the main characteristics of the four approaches to international staffing.2. Which factors determine the choice of a staffing approach? Would a MNE choose the same staffing approach worldwide? Place your arguments in the context of the model outlining determinants of staffing choices.3. What are the reasons for using international assignments?4. What is the role of inpatriates? Do inpatriates guarantee a geocentric staffing policy?5. Why is it important to measure return on investment of international assignments? Which indicators can be used?6. As a newly appointed Project Manager of a research team, you consider that you will be able to manage the project virtually from your office in London, even though the other six members are located in Munich. This will solve your personal dilemma as your family does not want to be relocated. The project has a six-month deadline. What factors should you need to consider in order to make this virtual assignment