The report helps in analysis of the International staffing, recruitment and selection process that is used by different kind of organizations in the entire competitive environment. The accurate recruitment is essential to be done in the organization as this will help the company in maintaining proper and huge retention of the employees’ ratio in the organizations as well. The analysis is done to improve the different kind of processes of HRM as this will aid them in gaining competitive advantage in the market.
The main purpose and determination of the report is to understand and identify the different kind of International staffing, recruitment and selection processes that are adopted by different organizations in an appropriate manner. Proper and effective analysis is required to be done in the organization as this will summarise the key issues and solve the issues in an effectual manner.
The structure of the report helps in analysis of the importance of the International staffing, recruitment and selection process in different kind of organizations in the entire economy. Proper ascertainment is required as this helps in understanding and analysing the different views of the authors and scholars on the same in an appropriate manner.
International staffing, recruitment and selection process is essential in different kind of organizations as this helps in selecting different candidates in an effectual manner. proper analysis is required to be done that has helped in searching proper candidates in an effectual manner. The three main components of the HRM includes International staffing, recruitment and selection that are essential in all the organizations as they are the main kind of components that is required in an effectual manner.
Recruitment is one of the major components of the HRM and it includes the recruitment of different kind of candidates in an effectual manner. The recruitment is essential in different kind of organizations as this will help them in selecting the best candidates for the company. Agarwal & Islam, (2015) has commented that recruitment process includes the different kind of activities and practices that has to be carried on by the different organizations with the purpose that is primary in nature of attracting and identifying potential kind of employees in the organizations as well.
Furthermore, McCracken, Currie & Harrison, (2016) has commented that the success of the service sector as in the case of civil aviation industry, it is essential in nature to depend on the human capital along with recruitment and selection of the right kind of individuals for the different kind of organizations. The proper kind of recruitment is essential and important in nature as this helps the businesses to achieve the organizational success. Oladapo, (2014) has commented that recruitment is the process of seeking as well as attracting the different candidates and applicants from wherein the different qualified candidates are shortlisted for the different kind of positions in the companies.
As per Korsakien? et al., (2015), recruitment is proper process of searching the candidates for the employment and stimulating them in applying for the jobs in the different kind of organizations. Recruitment is defined as the activity that helps in linking the job seekers and employers. This will help in process of searching for and obtaining the different kind of applicants and the right individuals can be selected in an effectual manner.
Factors Governing Recruitment
There are different kind of factors that helps in governing the external kind of visibility and recruitment is subject in order to influence of the different several factors. There are different kind of external and internal factors that include:
As per Zhang et al., (2015), the condition of the entire market plays a major role in determining the recruitment sources for the different organizations. During the periods of the high unemployment, the different organizations may be in a position to maintain the adequate supply of the different kind of qualified applicants from the different kind of shortlisted resumes. However, on the other hand, Aruna & Anitha, (2015) has commented that a tight kind of labour market one with the low unemployment forces the different employers to advertise heavily and this has sought different kind of assistance from the different kind of advertising agencies.
Deery & Jago, (2015) has commented that the conditions of the labour market in the local area is of the primary kind of importance for recruiting the different kind of managerial along with supervisory and managerial positions. For the proper recruitment of the different kind of higher level officials, it is essential in nature to consider the entire market conditions that will help in providing proper analysis of the different kind of conditions in an effectual manner.
Furthermore, Ibidunni et al., (2016) has commented that there are different other external factors that includes political and legal kind of considerations. Proper reservation of the job for the different castes is a political kind of decision and this has caused huge issues among the other kind of employees in an effectual manner.
According to Tanwar & Prasad, (2016), there are different kind of internal recruitment policy of the entire organization. There are different kind of organizations that have different kind of policies on recruiting the candidates internally and it is known as internal sourcing. Recruitment and selection in the international context has to be carefully planned as this will help in ensuring that the right candidates are being placed to different international posts as well.
International context of Recruitment and Selection
According to Coetzee & Stoltz, (2015), it has been seen that the different kind of international legislations vary from one another. The different MNCs needs to consider the different kind of issues for international kind of recruitment and selection. These include mainly different kind of national along with cultural differences between different kind of countries wherein the headquarters are situated and the subsidiaries are located as well. These are the different kind of differences that impact the international recruitment and selection as:
- The legislation of the employment varies from one country to other country
- The different pool of the job applicants for the different international posts is wider in nature and with the help of specific job analysis, proper analysis of the international posts is searched in an effectual manner.
- The selection practices of the MNC are driven by needs specific to international advertising posts and this will help in filling up the position of developing the different kind of managerial skills as well
Selecting Staff for International Assignments and contexts
According to Coetzee & Stoltz, (2015), proper selection of the staffs in the organization is a complex process and undertaking for different kind of reasons that includes the following:
- It is difficult for selecting the right candidate for the international context
- Predicting the performance in a new and culturally potential different kind of environment
- Dealing with different kind of family and personal issues
- Complying with the different rules and regulations of the host country and this is difficult for analysis of the devising the appropriate kind of package
Issues in Selection of Staffs
According to Milman & Dickson, (2014), there are different kind of issues in the selection of the staffs that includes criteria for selection, use of the different selection tests and other factors in the selection of the expat as well. The main issue in expat selection is the failure of the expat and it incurs different kind of indirect and direct costs as well. There are different kind of reasons for the failure of the expat that can be seen in the diagram:
Approaches of Staffing
Kaur et al., (2015) stated that there are different kind of factors that has to be taken into consideration in order to take the decision on international staffing that includes the following:
- Proper ability of the organizations to attract and retain the right kind of candidates
- Different kind of constraints that has been placed by the government of the host country on policies of hiring
- General kind of staffing policies on key positions in subsidiary and HQ
According to Festing & Sch?fer, (2014), Geocentric approach is defined as approach that helps in utilizing the best individuals through out the entire organization and this is regardless of the nationality of the different individuals who are presently working in different organizations regardless of the nationality. It has been seen that there are different advantages of the geocentric approach that enables the different MNCs to develop different kind of international executive team and this has helped them in overcoming the federation drawback of the polycentric kind of approach as well. On the other hand, Presbitero, Roxas & Chadee, (2016) has commented that there are different kind of disadvantages wherein the host country pressurizes the MNCs in employing high number of HCNs.
The approach is time consuming in nature and it requires more kind of centralized approach and control for staffing. The respective approach is costly in nature to implement as the relocation and training costs is huge in nature as well.
Terera & Ngirande, (2014) has commented that the Polycentric approach is defined as wherein it eliminates the barriers to language and it avoids the adjustment problems of the different expatriates and proper training is provided in order to remove the language barriers in an effectual manner. the polycentric approach is less expensive in nature and this includes the different kind of continuity to the entire management of the different kind of foreign subsidiaries as well and thus it reduced the turnover of the employees in different kind of organizations.
On the other hand, Beynon et al., (2015) has commented that there are different kind of disadvantages wherein it is seen that the gap between the subsidiaries and HQ is increased and this is difficult to be managed in the different organizations as well. The career opportunities become limited for the individuals as well.
According to Terera & Ngirande, (2014), Ethnocentric approach is the approach that results in staffing of the different key positions in the MNCs and this works in different countries in different manner. Beynon et al., (2015) has commented that ethnocentric approach creates a desire in order to maintain good kind of communication along with coordination and this is linked with HQ. On the other hand, Terera & Ngirande, (2014) has commented that there are different kind of advantages of ethnocentric approach that includes that this has total organizational control along with it promises that the managers of the different international organizations are provided with international kind of experience as well.
Furthermore, it has been seen that Terera & Ngirande, (2014) has commented that there are different disadvantages of ethnocentric approach that includes that it limits the different opportunities of promotion that leads to reduction in the entire productivity and increases the turnover of the different employees in the organization as well.
According to Milman & Dickson, (2014), it has been seen that it refers to the functional kind of rationalization on more than one country basis. It is one of the regionally oriented kind of approach that helps the MNCs in dividing the operations into different geographical locations and this includes transfer of the staffs within those regions as well. Coetzee & Stoltz, 2015 has commented that there are different kind of advantages that includes it allows proper integration between the executives along with transferred to the regional HQs. However, on the other hand, Kaur et al., (2015) has commented that it limits the career progression opportunities to the regional level along with it provides federalism at the regional kind of basis rather than the basis of the country as well.
Therefore, it can be concluded that the international staffing, recruitment and selection process are the different kind of functions of HRM. Proper ascertainment has been done that has helped in including the different techniques in solving the issues in the approaches of the selection and recruitment along with staffing od the different candidates. Proper centralized recruitment, selection and staffing policies has been ascertained that has created proper ascertainment of the different issues in an effectual manner.
Therefore, it can be recommended that the different kind of strategies has to be implemented in the international recruitment, staffing and selection process. The disadvantages have to be reduced in an effectual manner wherein the recruitment and selection policy will become more effective. Proper finding of the qualified kind of sources is essential in nature as this will help the organizations in finding qualified candidates. The human resource has to become strategic partner wherein this will help in solving the issues effectually as well.
Furthermore, the human resource management is required to be practiced in different organizations in such a manner that will help them in recruiting and selecting the right and correct candidates for different kind of positions. Furthermore, it has been seen that the companies need to include the staffing policies in such a manner that includes all the approaches and it is being followed appropriately as well. The qualified candidates have to be selected with the help of the recruitment and staffing tools and once the candidates are being selected, it is required for the managers to understand the training needs required for all the individuals effectually as well. Lastly, all the training methods need to be adopted by the companies in order to analyse the effectiveness of the same with both on and off the job training methods as well.
Agarwal, N. K., & Islam, M. A. (2015). Knowledge retention and transfer: how libraries manage employees leaving and joining. Vine, 45(2), 150-171.
Aruna, M., & Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), 94.
Beynon, M. J., Jones, P., Pickernell, D., & Packham, G. (2015). Investigating the impact of training influence on employee retention in small and medium enterprises: a regression?type classification and ranking believe simplex analysis on sparse data. Expert Systems, 32(1), 141-154.
Coetzee, M., & Stoltz, E. (2015). Employees' satisfaction with retention factors: Exploring the role of career adaptability. Journal of Vocational Behavior, 89, 83-91.
Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.
Festing, M., & Sch?fer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271.
Ibidunni, S., Osibanjo, O., Adeniji, A., Salau, O. P., & Falola, H. (2016). Talent retention and organizational performance: A competitive positioning in Nigerian banking sector. Periodica Polytechnica. Social and Management Sciences, 24(1), 1.
Kaur, P., Sharma, S., Kaur, J., & Sharma, S. K. (2015). Using social media for employer branding and talent management: An experiential study. IUP Journal of Brand Management, 12(2), 7.
Korsakien?, R., Stankevi?ien?, A., ?imelyt?, A., & Tala?kien?, M. (2015). Factors driving turnover and retention of information technology professionals. Journal of business economics and management, 16(1), 1-17.
McCracken, M., Currie, D., & Harrison, J. (2016). Understanding graduate recruitment, development and retention for the enhancement of talent management: Sharpening ‘the edge’of graduate talent. The International Journal of Human Resource Management, 27(22), 2727-2752.
Milman, A., & Dickson, D. (2014). Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions. International Journal of Contemporary Hospitality Management, 26(3), 447-469.
Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies quarterly, 5(3), 19.
Presbitero, A., Roxas, B., & Chadee, D. (2016). Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee–organisation value fit. The International Journal of Human Resource Management, 27(6), 635-652.
Tanwar, K., & Prasad, A. (2016). Exploring the relationship between employer branding and employee retention. Global Business Review, 17(3_suppl), 186S-206S.
Terera, S. R., & Ngirande, H. (2014). The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), 481.
Zhang, J., Ahammad, M. F., Tarba, S., Cooper, C. L., Glaister, K. W., & Wang, J. (2015). The effect of leadership style on talent retention during merger and acquisition integration: Evidence from China. The International Journal of Human Resource Management, 26(7), 1021-1050.