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Instructions

Supporting Lectures:

Review the following lectures:

Project

The project assignment provides a forum for analyzing and evaluating relevant topics for this week on the basis of the course competencies covered.

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Introduction:

In Week 4, you were preparing to open a manufacturing plant in Cambodia. The CEO is excited about a new opportunity. As the HR professional, you will need to develop a plan and explain the importance of anchoring the company before launching the product. Select one of the following organizations to assess before creating and presenting your ideas: SAS Institute, Unilever, or Nestlé.  

Tasks:

  • Analyze the globally integrated (GIE) approach and value to the organization.
  • Evaluate the strategy, structure, and culture of an international company.
  • Analyze the employer and the talent brand.
  • Evaluate how the organization diagnoses and conducts strategic planning.
  • Evaluate how talent is managed. 
  • Analyze how the organization acquires, selects, develops, and retains talent.

To support your work, use your course and text readings and also use the South University Online Library. As in all assignments, cite all sources in your work and provide references for the citations in APA format.

Submission Details:

  • Create a 3- to 4-page document.
  • Name your file as SU_HRM6000_W5_Project_LastName_FirstName.

Recruiting

Recruiting the most promising talent enables an organization to maintain the competitive advantage. As you are well aware, poor hiring decisions are costly. The HR professional will be responsible for implementing an International Human Resource Management (IHRM) recruiting program. The recruitment strategy will entail some standardized approaches to gain the attention of the candidates; however, the pay structure, labor laws, taxation laws, worker classi�cation, etc., will need to be investigated and adhered to in accordance to the host country. If the HR professional �nds limited talent to send overseas, he or she may have to recruit host-country nationals, and this will require additional research since the potential candidates in one country may have different employment concerns.

Before implementing the talent search, recognize the following:

Six core talent management principles that go beyond best practice and are aligned with their company strategy and culture:

1. alignment with strategy;

2. internal consistency;

3. cultural embeddedness;

4. management involvement;

5. balance of global and local needs;

6. employer branding through differentiation. (Wintersberger, 2017, p. 121)

Case Study:

After one year, the CEO of a start-up company has realized that there is a high demand for the company’s product/services. You have been hired as the HR professional to oversee recruitment. The organization requires employees with a science, technology, engineering, or mathematics degree (STEM). There is a lack of US students majoring in these courses, and the U.S. has implemented a new visa policy. It appears that talent must be sought abroad.

Here are a few areas to consider for the upcoming talent search:

Will the organization adopt a globally integrated enterprise (GIE) strategy?

Will the organization operate as an MNC?

How will the organization anchor talent?   

What are the top three countries for offshoring?

Who are the competitors?

How solvent is the recruitment plan? 

Should the organization partner with a recruitment company in the host country?

Challenges for HR in Global Recruiting The HR professional must be well versed in recruiting talent for international assignments. The HR professional may also have to weigh the pros and cons of hiring talent in the host country versus the home country, especially when the local talent pool is not producing quality talent.

Here are a few challenges for HR in global recruiting:

Selecting Expatriates

From the South University Online Library, read the following:

Lack of quali�ed candidates

Diversity

Cultural �t

Compensation

Job �t

Pay structure

Selecting Expatriates for Increasingly Complex Global Assignments  (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=edb&AN=71724759&site=eds-live)

Selection of Expatriates: Decision-Making Models Used by HR Professionals  (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=19814192&site=eds-live)

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=edb&AN=71724759&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=bth&AN=19814192&site=eds-live

Additional Materials

From your course textbook, International Human Resource Management: A Case Study Approach, read the following chapters:

International Recruitment, Selection and Talent Management  

International Staf�ng in Multinational Companies 

From the South University Online Library, read the following articles:

Crossing Borders (Cover Story) (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=eue&AN=102417422&site=eds-live)

Recruit Globally: How to Source Talented Individuals, Wherever They Live (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=ofm&AN=130133427&site=eds-live)

U.S. Workers in a Global Job Market (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com/login.aspx? direct=true&db=edsjsr&AN=edsjsr.43314946&site=eds-live)

Creating Global Teams That Work (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=121057891&site=eds-live)

The Globally Integrated Enterprise (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=asu&AN=74426220&site=eds-live)

Talent: A Battle on Two Fronts (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=ent&AN=84983964&site=eds-live)

The Challenges Facing International HRM in an Increasingly Globalised Environment (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=edb&AN=100685558&site=eds-live)

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=eue&AN=102417422&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=ofm&AN=130133427&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com/login.aspx?direct=true&db=edsjsr&AN=edsjsr.43314946&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=bth&AN=121057891&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=asu&AN=74426220&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=ent&AN=84983964&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=edb&AN=100685558&site=eds-live

Training

When the HR professional sets out to develop a training program, he or she must know the available talent and the skill set the person (talent) possesses. To simply move an organization to a particular country because it may offer a low-cost strategy in terms of wages may not be the best option. On the other hand, to pour millions of dollars into a training program believing there will be a signi�cant return on the investment is also not wise. The HR professional should understand the difference between liberal market economics (LME) and coordinated market economics (CME) and the applicability to the organization. Training needs to be assessed from various points of view: employee, employer, shareholder, all relevant costs to the organization, etc. In addition, the proposed training needs to be aligned with the business strategy.

Case Study:

Ryanair is an Irish low-fare airline (LFA) similar to Southwest Airlines; however, Ryanair has severely opposing views of training and employee value unlike Southwest Airlines. The CEO, Michael O’Leary, has very little respect for his customers and employees. Ryanair applies the LME approach to training and development. He recruits the cabin crew from agencies and does not offer any type of in-house training to his employees. The candidate must pay the agency for training, and if an employee does not pass the one-year probation, he or she must still pay the agency any outstanding training fees (Wintersberger, 2017).

An organization has the option of establishing a training program that will encourage employee engagement or create a culture �lled with decreased employee morale. Of course, there will always be candidates seeking employment at an organization that does not value them. Survival comes to mind. In the end, the training and treatment of the employees may be the tipping point for maintaining the competitive advantage when faced with new competition.

Additional Materials

From your course textbook, International Human Resource Management: A Case Study Approach, read the following chapter:

International Training and Workforce Skills

From the South University Online Library, read the following articles:

Training Chinese Leaders to Go Global (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=p6h&AN=110710329&site=eds-live)

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=p6h&AN=110710329&site=eds-live

Customizing Training for International Audiences (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=eue&AN=114250763&site=eds-live)

Go Local for Global Training (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=100997119&site=eds-live)

Delivering Training Strategies: The Balanced Scorecard at Work (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=eue&AN=108789769&site=eds-live)

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=eue&AN=114250763&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=bth&AN=100997119&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=eue&AN=108789769&site=eds-live

Work Organization and Job Design—Meaningful Work

When you think of job design, what comes to mind? How does job design factor into the business strategy? Before the HR professional can even begin to evaluate the workplace and job design, careful attention must be given to the workforce. What an employee in the U.S. may feel brings meaning to the job may not necessarily resonate with an employee in another country.

Below are a few questions to ponder:

Does the department manager determine what makes a job meaningful?

Does the employee determine what makes a job meaningful?

Does the employer and employee share their opinions?

If an employee is not happy with the assigned tasks and work environment, production will most likely be low. Lack of enthusiasm and disinterest can also lead to costly errors. To continuously have the employees excel in their positions requires the HR professional, executives, stakeholders, and managers realizing employees are not chattel, but an investment that dictates the overall survival of the organization. Work humanization programs have been investigated in several countries to understand how employees perceive the meaning of work and what makes work meaningful.

According to Wintersberger (2017), there are:

Five core job dimensions which employers need to address to make the work more meaningful:

Five Core Dimensions for Work Satisfaction In order for the HR professional, leaders, and managers to make work more meaningful for the employees, the following core job dimensions must be addressed:

Review each term to know more.

Once the HR professional has a true grasp on what motivates the employees, then and only then can the job design begin. 

Link to Resources As per Wintersberger (2017), “When organizations adapt their work organization and production systems to the external environment (e.g. the educational system in the country and types of skills available among the workforce) then they are more likely to have ‘comparative institutional advantage’” (p. 244).

From the South University Online Library, read the following:

Hill Staffers Find Work Meaningful but Seek Balance  

(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?

sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?

direct=true&db=edo&AN=82875969&site=eds-live)

Workplace Spirituality and Stress: Evidence from Mexico and US  

(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?

sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?

direct=true&db=bth&AN=100417340&site=eds-live)

Creating Satis�ed Employees Through Workplace Spirituality: A Study of the Private Insurance Sector in

Punjab (India)   (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?

sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?

direct=true&db=edsjsr&AN=edsjsr.42921418&site=eds-live)

An Integrative Model of Work/Family Interface for Chinese Employees  

(https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?

sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?

direct=true&db=edb&AN=96556142&site=eds-live)

Additional Materials

From your course textbook, International Human Resource Management: A Case Study Approach, read the following chapter:https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=edo&AN=82875969&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=bth&AN=100417340&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=edsjsr&AN=edsjsr.42921418&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=edb&AN=96556142&site=eds-live

Work Organization and Job Design across National Contexts

From the South University Online Library, read the following articles:

Whose Responsibility Is Meaningful Work? (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=psyh&AN=2011-12324-002&site=eds-live)

Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=ent&AN=85116522&site=eds-live)

https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=psyh&AN=2011-12324-002&site=eds-livehttps://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp?sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx?direct=true&db=ent&AN=85116522&site=eds-live

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