Hrmn 467 dq 3

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Question 1: 

IN YOUR OWN WORDS, explain the advantages and disadvantages of using home country nationals. In which situation would you use this staffing strategy?

Question 2: What three skills do you believe are most valuable for expatriates to acquire, both for an expatriate’s career development and overall operational success, as well as the success of the companies for which they work? Use class resources to support your answers. 

Staffing Internationally
LEARNING OBJECTIVES

1. Be able to explain the three staffing strategies for international businesses and the advantages

and disadvantages for each.

2. Explain the reasons for expatriate failures.

One of the major decisions for HRM when a company decides to operate overseas is how the overseas

operation will be staffed. This is the focus of this section.

Types of Staffing Strategy

There are three main staffing strategies a company can implement when entering an overseas market,

with each having its advantages and disadvantages. The first strategy is a home-country national strategy.

This staffing strategy uses employees from the home country to live and work in the country. These

individuals are calledexpatriates. The second staffing strategy is a host-country national strategy, which

means to employ people who were born in the country in which the business is operating. Finally, a third-

country national strategy means to employee people from an entirely different country from the home

country and host country. Table 14.4 “Advantages and Disadvantages of the Three Staffing Strategies” lists

advantages and disadvantages of each type of staffing strategy. Whichever strategy is chosen,

communication with the home office and strategic alignment with overseas operations need to occur for a

successful venture.

Table 14.4 Advantages and Disadvantages of the Three Staffing Strategies

Home-Country National Host-Country National Third-Country National

Advantages

Greater control of organization

Language barrier is

eliminated

The third-country national

may be better equipped to

bring the international

perspective to the business

Managers gain experience in

local markets

Possible better

understanding of local rules

and laws

Costs associated with hiring

such as visas may be less

expensive than with home-

country nationals

Possible greater understanding

and implementation of business

strategy

Hiring costs such as visas

are eliminated

Home-Country National Host-Country National Third-Country National

Cultural understanding

Morale builder for employees

of host country

Disadvantages

Adapting to foreign

environment may be difficult

for manager and family, and

result in less productivity

Host-country manager may

not understand business

objectives as well without

proper training

Must consider traditional

national hostilities

Expatriate may not have

cultural sensitivity

May create a perception of

“us” versus “them”

The host government and/or

local business may resent

hiring a third-country

national

Language barriers

Can affect motivation of

local workers Cost of visa and hiring factors

HUMAN RESOURCE RECALL

Compare and contrast a home-country versus a host-country staffing strategy.

Expatriates

According to Simcha Ronen, a researcher on international assignments, there are five categories that

determine expatriate success. They include job factors, relational dimensions, motivational state, family

situation, and language skills. The likelihood the assignment will be a success depends on the attributes

listed in Table 14.5 “Categories of Expatriate Success Predictors with Examples”. As a result, the

appropriate selection process and training can prevent some of these failings. Family stress, cultural

inflexibility, emotional immaturity, too much responsibility, and longer work hours (which draw the

expatriate away from family, who could also be experiencing culture shock) are some of the reasons cited

for expatriate failure.

Table 14.5 Categories of Expatriate Success Predictors with Examples

Job Factors

Relational

Dimensions Motivational State

Family

Situation Language Skills

Technical skills

Tolerance for

ambiguity Belief in the mission

Willingness of

spouse to live

abroad

Host-country

language

Familiarity with host

country and

headquarters

operations Behavioral flexibility

Congruence with

career path

Adaptive and

supportive

spouse

Nonverbal

communication

Managerial skills Nonjudgmentalism

Interest in overseas

experience

Stable marriage

Administrative

competence

Cultural empathy and

low ethnocentrism

Interest in specific

host-country culture

Interpersonal skills

Willingness to

acquire new patterns

of behavior and

attitudes

Source: Adapted from Simcha Ronen, Training the International Assignee (San Francisco: Jossey-Bass,

1989), 426–40.

Most expatriates go through four phases of adjustment when they move overseas for an assignment. They

include elation/honeymoon, resistance, adaption, andbiculturalism. In the elation phase, the employee is

excited about the new surroundings and finds the culture exotic and stimulating. In the resistance phase,

the employee may start to make frequent comparisons between home and host country and may seek out

reminders of home. Frustration may occur because of everyday living, such as language and cultural

differences. During the adaptation phase, the employee gains language skills and starts to adjust to life

overseas. Sometimes during this phase, expatriates may even tend to reject their own culture. In this

phase, the expatriate is embracing life overseas. In the last phase, biculturalism, the expatriate embraces

the new culture and begins to appreciate his old life at home equally as much as his new life overseas.

Many of the problems associated with expatriate failures, such as family life and cultural stress, have

diminished.

Host-Country National

The advantage, as shown in Table 14.4 “Advantages and Disadvantages of the Three Staffing Strategies”,

of hiring a host-country national can be an important consideration when designing the staffing strategy.

First, it is less costly in both moving expenses and training to hire a local person. Some of the less obvious

expenses, however, may be the fact that a host-country national may be more productive from the start, as

he or she does not have many of the cultural challenges associated with an overseas assignment. The host-

country national already knows the culture and laws, for example. In Russia, 42 percent of respondents in

an expatriate survey said that companies operating there are starting to replace expatriates with local

specialists. In fact, many of the respondents want the Russian government to limit the number of

expatriates working for a company to 10 percent. [1] When globalization first occurred, it was more likely

that expatriates would be sent to host countries, but in 2011, many global companies are comfortable that

the skills, knowledge, and abilities of managers exist in the countries in which they operate, making the

hiring of a host-country national a favorable choice. Also important are the connections the host-country

nationals may have. For example, Shiv Argawal, CEO of ABC Consultants in India, says, “An Indian CEO

helps influence policy and regulations in the host country, and this is the factor that would make a global

company consider hiring local talent as opposed to foreign talent.” [2]

Third-Country Nationals

One of the best examples of third-country nationals is the US military. The US military has more than

seventy thousand third-country nationals working for the military in places such as Iraq and Afghanistan.

For example, a recruitment firm hired by the US military called Meridian Services Agency recruits

hairstylists, construction workers, and electricians from all over the world to fill positions on military

bases. [3] Most companies who utilize third-country national labor are not new to multinational

businesses. The majority of companies who use third-country national staffing have many operations

Figure 14.2 Phases of Expatriate Adjustment

already overseas. One example is a multinational company based in the United States that also has

operations in Spain and transfers a Spanish manager to set up new operations in Argentina. This would be

opposed to the company in the United States sending an American (expatriate) manager to Argentina. In

this case, the third-country national approach might be the better approach because of the language

aspect (both Spain and Argentina speak Spanish), which can create fewer costs in the long run. In fact,

many American companies are seeing the value in hiring third-country nationals for overseas

assignments. In an International Assignments Survey,[4] 61 percent of United States–based companies

surveyed increased the use of third-country nationals by 61 percent, and of that number, 35 percent have

increased the use of third-country nationals to 50 percent of their workforce. The main reason why

companies use third-country nationals as a staffing strategy is the ability of a candidate to represent the

company’s interests and transfer corporate technology and competencies. Sometimes the best person to

do this isn’t based in the United States or in the host country.

KEY TAKEAWAYS

 There are three types of staffing strategies for an international business. First, in the home-

country national strategy, people are employed from the home country to live and work in the

country. These individuals are called expatriates. One advantage of this type of strategy is easier

application of business objectives, although an expatriate may not be culturally versed or well

accepted by the host-country employees.

 In a host-country strategy, workers are employed within that country to manage the operations

of the business. Visas and language barriers are advantages of this type of hiring strategy.

 A third-country national staffing strategy means someone from a country, different from home

or host country, will be employed to work overseas. There can be visa advantages to using this

staffing strategy, although a disadvantage might be morale lost by host-country employees.

EXERCISES

1. Choose a country you would enjoy working in, and visit that country’s embassy page. Discuss the

requirements to obtain a work visa in that country.

2. How would you personally prepare an expatriate for an international assignment? Perform

additional research if necessary and outline a plan.

[1] “Russia Starts to Abolish Expat jobs,” Expat Daily, April 27, 2011, accessed August 11, 2011, http://www.expat-

daily.com/news/russia-starts-to-abolish-expat-jobs/.

[2] Divya Rajagorpal and MC Govardhanna Rangan, “Global Firms Prefer Local Executives to Expats to Run Indian

Operation,” Economic Times, April 20, 2011, accessed September 15,

2011, http://articles.economictimes.indiatimes.com/2011-04-20/news/29450955_1_global-firms-joint-ventures-

investment-banking.

[3] Sarah Stillman, “The Invisible Army,” New Yorker, June 6, 2011, accessed August 11,

2011,http://www.newyorker.com/reporting/2011/06/06/110606fa_fact_stillman.

[4] “More Third Country Nationals Being Used,” n.d., SHRM India, accessed August 11,

2011,http://www.shrmindia.org/more-third-country-nationals-being-used.

Job Description Template

This template provides the major categories that you should include in your job descriptions along with an explanation of what to include in each category.

Job title

The formal title of the position

Reports to

The title of the position that the job incumbent reports to

Job purpose

Provide a brief description of the general nature of the position; an overview of why the job exists; and what the job is to accomplish.

· The job purpose is usually no more than four sentences long

Duties and responsibilities

List the primary job duties and responsibilities using headings and then give examples of the types of activities under each heading. Using headings and giving examples of the types of activities to be done allows you to develop a flexible job description that encourages employee to ‘work outside the box’ and within reason, discourages “that’s not my job”.

· Identify between three and eight primary duties and responsibilities for the position

· List the primary duties and responsibilities in order of importance

· Begin each statement with an action verb

· Use the present tense of verbs

· Use gender neutral language such as s/he

· Use generic language such a photocopy instead of Xerox

· Where appropriate use qualifiers to clarify the task – where, when, why or how often – for example instead of “greet visitor to the office” use “greet visitors to the office in a professional and friendly manner”

· Avoid words that are open to interpretation – for example instead of “handle incoming mail” use “sort and distribute incoming mail”

Qualifications

State the minimum qualifications required to successfully perform the job. These are the qualifications that are necessary for someone to be considered for the position.

All qualifications must comply with provincial human rights legislation.

Qualifications include:

· Education

· Specialized knowledge

· Skills

· Abilities

· Other characteristics such as personal characteristics

· Professional Certification

· Experience

Working conditions

If the job requires a person to work in special working conditions this should be stated in the job description. Special working conditions cover a range of circumstances from regular evening and weekend work, shift work, working outdoors, working with challenging clients, and so forth.

Physical requirements

If the job is physically demanding, this should be stated in the job description. A physically demanding job is one where the incumbent is required to stand for extended periods of time, lift heavy objects on a regular basis, do repetitive tasks with few breaks, and so forth.

Direct reports

List by job title any positions to be supervised by the incumbent.

Provided for reference only.
Always consult current legislation in your jurisdiction to create policies and procedures for your organization.

HR Council for the Nonprofit Sector


www.hrcouncil.ca

Background:

Fit 4 Life is a fitness chain throughout the United States. They recently decided to open up four new gyms in Florence, Italy, with the objective of growing the organization globally and establishing an international presence.

The premise of Fit 4 Life’s strategy is that clients use gyms as a social event. They promote clubs, small groups and large events throughout the month to encourage clients to come together socially as well as to work out. Each club has a general manager and 3-5 fitness instructors who provide support for the clients and the events.

The organization has decided to use this expansion as a pilot project and if all goes well, they will consider spreading out across Europe and South America. This is a strategic endeavor, so it is important that the organization finds an effective formula to operate successfully in the global arena.

The organization has hired you to provide consultation on how they should proceed.


Part 1 (Due at the end of Week 3)

This assignment allows you to demonstrate mastery of the course outcomes 3 and 4:

· Identify the key challenges and trends in the changing globalized workforce in order to implement effective human resource practices

· Analyze and assess global human resource policies, practices, and functions in order to meet an organization’s goals and objectives while maintaining the values and traditions of the local culture

You are part of the HR department. Your supervisor asks you to write a memo to management that explains recruiting, selecting and staffing employees for the new clubs. Some of the questions they would like to see addressed are:

1. What are the different sources of staffing and which one would be recommended for these new clubs? (Both the general manager and the instructors)

2. How should recruiting be carried out?

3. What kind of selection process should be used?

4. Create a Job Description for the manager’s role.

Respond to the management with a memo. Respond to each question and give a suggestion on how the club should proceed.


Be sure to support your suggestions with both the literature and current facts or statistics that you research for this task, as well as information from the course. You should use at least three sources from the class materials.


Part 2 (Due at the end of Week 5)

This assignment allows you to demonstrate mastery of course outcomes 2 and 4:

· Distinguish national and global culture and the impact they have on the globalized workforce in order to contribute to human resource practices across countries and cultures

· Analyze and assess global human resource policies, practices, and functions in order to meet an organization’s goals and objectives while maintaining the values and traditions of the local culture

The management team has now hired 4 managers, who are PCNs (parent country nationals). Now they need to figure out how to develop a compensation plan that is aligned with the company’s compensation but also takes into consideration the host country’s financial situation. You are asked to:

a. Put together a compensation plan along with a balance sheet (see example I week 5). Assume that the base salary of a manager in the U.S. is $5500 a month. You may need to do some additional research to find out what taxes are in Florence, what is a typical housing allowance, and cost of living. Your balance sheet should reflect monthly amounts.

b. List the top three benefits that should be offered to the expatriate. Explain why you chose these as the most important. Make sure the cost is included in your balance sheet.

Review the Balance Sheet Approach to Compensation in the course file “Global Compensation” in week 5.

Use at least three course resources for this assignment.


Part 3 (Due at the end of Week 7)

This assignment allows you to demonstrate mastery of the course outcomes 1 and 4:

· Demonstrate the inter-cultural competencies of an effective citizen

· Analyze and assess global human resource policies, practices, and functions in order to meet an organization’s goals and objectives while maintaining the values and traditions of the local culture

The organization has hired four general managers. The success of these managers is vital to ensure the success of the expansion into the international market. You are asked to propose the content and format of a 5 day training program for the new managers. Typically, this will consist of some pre-departure training, as well as some in country training upon arrival.

Your task is to put together a proposal for the training program. Your proposal should include three sections:

a. Importance of Training. Explain why training is such a critical factor in expatriate success. Present an argument for this, using literature and statistics. See: “Learn to support your arguments” in week 7 readings.

b. Importance of Intercultural Competency. Describe intercultural competency and why it is important for these managers. How are you going to assess intercultural competency?

How are you going to include this in the training?

c. Proposal for 5 day training. Create an agenda for three days of training. Include topics to be addressed and rationale. See example:

Day

Topic

Rationale

1

Introduction to Fit 4 Life

Managers need to know background and history of organization in order to create organizational culture in the new clubs (Shumer, 2019).

Use at least three course resources for this assignment.

Staffing_Internationally.pdf

Staffing Internationally
LEARNING OBJECTIVES

1. Be able to explain the three staffing strategies for international businesses and the advantages

and disadvantages for each.

2. Explain the reasons for expatriate failures.

One of the major decisions for HRM when a company decides to operate overseas is how the overseas

operation will be staffed. This is the focus of this section.

Types of Staffing Strategy

There are three main staffing strategies a company can implement when entering an overseas market,

with each having its advantages and disadvantages. The first strategy is a home-country national strategy.

This staffing strategy uses employees from the home country to live and work in the country. These

individuals are calledexpatriates. The second staffing strategy is a host-country national strategy, which

means to employ people who were born in the country in which the business is operating. Finally, a third-

country national strategy means to employee people from an entirely different country from the home

country and host country. Table 14.4 “Advantages and Disadvantages of the Three Staffing Strategies” lists

advantages and disadvantages of each type of staffing strategy. Whichever strategy is chosen,

communication with the home office and strategic alignment with overseas operations need to occur for a

successful venture.

Table 14.4 Advantages and Disadvantages of the Three Staffing Strategies

Home-Country National Host-Country National Third-Country National

Advantages

Greater control of organization

Language barrier is

eliminated

The third-country national

may be better equipped to

bring the international

perspective to the business

Managers gain experience in

local markets

Possible better

understanding of local rules

and laws

Costs associated with hiring

such as visas may be less

expensive than with home-

country nationals

Possible greater understanding

and implementation of business

strategy

Hiring costs such as visas

are eliminated

Home-Country National Host-Country National Third-Country National

Cultural understanding

Morale builder for employees

of host country

Disadvantages

Adapting to foreign

environment may be difficult

for manager and family, and

result in less productivity

Host-country manager may

not understand business

objectives as well without

proper training

Must consider traditional

national hostilities

Expatriate may not have

cultural sensitivity

May create a perception of

“us” versus “them”

The host government and/or

local business may resent

hiring a third-country

national

Language barriers

Can affect motivation of

local workers Cost of visa and hiring factors

HUMAN RESOURCE RECALL

Compare and contrast a home-country versus a host-country staffing strategy.

Expatriates

According to Simcha Ronen, a researcher on international assignments, there are five categories that

determine expatriate success. They include job factors, relational dimensions, motivational state, family

situation, and language skills. The likelihood the assignment will be a success depends on the attributes

listed in Table 14.5 “Categories of Expatriate Success Predictors with Examples”. As a result, the

appropriate selection process and training can prevent some of these failings. Family stress, cultural

inflexibility, emotional immaturity, too much responsibility, and longer work hours (which draw the

expatriate away from family, who could also be experiencing culture shock) are some of the reasons cited

for expatriate failure.

Table 14.5 Categories of Expatriate Success Predictors with Examples

Job Factors

Relational

Dimensions Motivational State

Family

Situation Language Skills

Technical skills

Tolerance for

ambiguity Belief in the mission

Willingness of

spouse to live

abroad

Host-country

language

Familiarity with host

country and

headquarters

operations Behavioral flexibility

Congruence with

career path

Adaptive and

supportive

spouse

Nonverbal

communication

Managerial skills Nonjudgmentalism

Interest in overseas

experience

Stable marriage

Administrative

competence

Cultural empathy and

low ethnocentrism

Interest in specific

host-country culture

Interpersonal skills

Willingness to

acquire new patterns

of behavior and

attitudes

Source: Adapted from Simcha Ronen, Training the International Assignee (San Francisco: Jossey-Bass,

1989), 426–40.

Most expatriates go through four phases of adjustment when they move overseas for an assignment. They

include elation/honeymoon, resistance, adaption, andbiculturalism. In the elation phase, the employee is

excited about the new surroundings and finds the culture exotic and stimulating. In the resistance phase,

the employee may start to make frequent comparisons between home and host country and may seek out

reminders of home. Frustration may occur because of everyday living, such as language and cultural

differences. During the adaptation phase, the employee gains language skills and starts to adjust to life

overseas. Sometimes during this phase, expatriates may even tend to reject their own culture. In this

phase, the expatriate is embracing life overseas. In the last phase, biculturalism, the expatriate embraces

the new culture and begins to appreciate his old life at home equally as much as his new life overseas.

Many of the problems associated with expatriate failures, such as family life and cultural stress, have

diminished.

Host-Country National

The advantage, as shown in Table 14.4 “Advantages and Disadvantages of the Three Staffing Strategies”,

of hiring a host-country national can be an important consideration when designing the staffing strategy.

First, it is less costly in both moving expenses and training to hire a local person. Some of the less obvious

expenses, however, may be the fact that a host-country national may be more productive from the start, as

he or she does not have many of the cultural challenges associated with an overseas assignment. The host-

country national already knows the culture and laws, for example. In Russia, 42 percent of respondents in

an expatriate survey said that companies operating there are starting to replace expatriates with local

specialists. In fact, many of the respondents want the Russian government to limit the number of

expatriates working for a company to 10 percent. [1] When globalization first occurred, it was more likely

that expatriates would be sent to host countries, but in 2011, many global companies are comfortable that

the skills, knowledge, and abilities of managers exist in the countries in which they operate, making the

hiring of a host-country national a favorable choice. Also important are the connections the host-country

nationals may have. For example, Shiv Argawal, CEO of ABC Consultants in India, says, “An Indian CEO

helps influence policy and regulations in the host country, and this is the factor that would make a global

company consider hiring local talent as opposed to foreign talent.” [2]

Third-Country Nationals

One of the best examples of third-country nationals is the US military. The US military has more than

seventy thousand third-country nationals working for the military in places such as Iraq and Afghanistan.

For example, a recruitment firm hired by the US military called Meridian Services Agency recruits

hairstylists, construction workers, and electricians from all over the world to fill positions on military

bases. [3] Most companies who utilize third-country national labor are not new to multinational

businesses. The majority of companies who use third-country national staffing have many operations

Figure 14.2 Phases of Expatriate Adjustment

already overseas. One example is a multinational company based in the United States that also has

operations in Spain and transfers a Spanish manager to set up new operations in Argentina. This would be

opposed to the company in the United States sending an American (expatriate) manager to Argentina. In

this case, the third-country national approach might be the better approach because of the language

aspect (both Spain and Argentina speak Spanish), which can create fewer costs in the long run. In fact,

many American companies are seeing the value in hiring third-country nationals for overseas

assignments. In an International Assignments Survey,[4] 61 percent of United States–based companies

surveyed increased the use of third-country nationals by 61 percent, and of that number, 35 percent have

increased the use of third-country nationals to 50 percent of their workforce. The main reason why

companies use third-country nationals as a staffing strategy is the ability of a candidate to represent the

company’s interests and transfer corporate technology and competencies. Sometimes the best person to

do this isn’t based in the United States or in the host country.

KEY TAKEAWAYS

 There are three types of staffing strategies for an international business. First, in the home-

country national strategy, people are employed from the home country to live and work in the

country. These individuals are called expatriates. One advantage of this type of strategy is easier

application of business objectives, although an expatriate may not be culturally versed or well

accepted by the host-country employees.

 In a host-country strategy, workers are employed within that country to manage the operations

of the business. Visas and language barriers are advantages of this type of hiring strategy.

 A third-country national staffing strategy means someone from a country, different from home

or host country, will be employed to work overseas. There can be visa advantages to using this

staffing strategy, although a disadvantage might be morale lost by host-country employees.

EXERCISES

1. Choose a country you would enjoy working in, and visit that country’s embassy page. Discuss the

requirements to obtain a work visa in that country.

2. How would you personally prepare an expatriate for an international assignment? Perform

additional research if necessary and outline a plan.

[1] “Russia Starts to Abolish Expat jobs,” Expat Daily, April 27, 2011, accessed August 11, 2011, http://www.expat-

daily.com/news/russia-starts-to-abolish-expat-jobs/.

[2] Divya Rajagorpal and MC Govardhanna Rangan, “Global Firms Prefer Local Executives to Expats to Run Indian

Operation,” Economic Times, April 20, 2011, accessed September 15,

2011, http://articles.economictimes.indiatimes.com/2011-04-20/news/29450955_1_global-firms-joint-ventures-

investment-banking.

[3] Sarah Stillman, “The Invisible Army,” New Yorker, June 6, 2011, accessed August 11,

2011,http://www.newyorker.com/reporting/2011/06/06/110606fa_fact_stillman.

[4] “More Third Country Nationals Being Used,” n.d., SHRM India, accessed August 11,

2011,http://www.shrmindia.org/more-third-country-nationals-being-used.

Template for Job Description.doc

Job Description Template

This template provides the major categories that you should include in your job descriptions along with an explanation of what to include in each category.

Job title

The formal title of the position

Reports to

The title of the position that the job incumbent reports to

Job purpose

Provide a brief description of the general nature of the position; an overview of why the job exists; and what the job is to accomplish.

· The job purpose is usually no more than four sentences long

Duties and responsibilities

List the primary job duties and responsibilities using headings and then give examples of the types of activities under each heading. Using headings and giving examples of the types of activities to be done allows you to develop a flexible job description that encourages employee to ‘work outside the box’ and within reason, discourages “that’s not my job”.

· Identify between three and eight primary duties and responsibilities for the position

· List the primary duties and responsibilities in order of importance

· Begin each statement with an action verb

· Use the present tense of verbs

· Use gender neutral language such as s/he

· Use generic language such a photocopy instead of Xerox

· Where appropriate use qualifiers to clarify the task – where, when, why or how often – for example instead of “greet visitor to the office” use “greet visitors to the office in a professional and friendly manner”

· Avoid words that are open to interpretation – for example instead of “handle incoming mail” use “sort and distribute incoming mail”

Qualifications

State the minimum qualifications required to successfully perform the job. These are the qualifications that are necessary for someone to be considered for the position.

All qualifications must comply with provincial human rights legislation.

Qualifications include:

· Education

· Specialized knowledge

· Skills

· Abilities

· Other characteristics such as personal characteristics

· Professional Certification

· Experience

Working conditions

If the job requires a person to work in special working conditions this should be stated in the job description. Special working conditions cover a range of circumstances from regular evening and weekend work, shift work, working outdoors, working with challenging clients, and so forth.

Physical requirements

If the job is physically demanding, this should be stated in the job description. A physically demanding job is one where the incumbent is required to stand for extended periods of time, lift heavy objects on a regular basis, do repetitive tasks with few breaks, and so forth.

Direct reports

List by job title any positions to be supervised by the incumbent.

Provided for reference only.
Always consult current legislation in your jurisdiction to create policies and procedures for your organization.

HR Council for the Nonprofit Sector


www.hrcouncil.ca

HRMN 467 Case Study 2022.docx

Background:

Fit 4 Life is a fitness chain throughout the United States. They recently decided to open up four new gyms in Florence, Italy, with the objective of growing the organization globally and establishing an international presence.

The premise of Fit 4 Life’s strategy is that clients use gyms as a social event. They promote clubs, small groups and large events throughout the month to encourage clients to come together socially as well as to work out. Each club has a general manager and 3-5 fitness instructors who provide support for the clients and the events.

The organization has decided to use this expansion as a pilot project and if all goes well, they will consider spreading out across Europe and South America. This is a strategic endeavor, so it is important that the organization finds an effective formula to operate successfully in the global arena.

The organization has hired you to provide consultation on how they should proceed.


Part 1 (Due at the end of Week 3)

This assignment allows you to demonstrate mastery of the course outcomes 3 and 4:

· Identify the key challenges and trends in the changing globalized workforce in order to implement effective human resource practices

· Analyze and assess global human resource policies, practices, and functions in order to meet an organization’s goals and objectives while maintaining the values and traditions of the local culture

You are part of the HR department. Your supervisor asks you to write a memo to management that explains recruiting, selecting and staffing employees for the new clubs. Some of the questions they would like to see addressed are:

1. What are the different sources of staffing and which one would be recommended for these new clubs? (Both the general manager and the instructors)

2. How should recruiting be carried out?

3. What kind of selection process should be used?

4. Create a Job Description for the manager’s role.

Respond to the management with a memo. Respond to each question and give a suggestion on how the club should proceed.


Be sure to support your suggestions with both the literature and current facts or statistics that you research for this task, as well as information from the course. You should use at least three sources from the class materials.


Part 2 (Due at the end of Week 5)

This assignment allows you to demonstrate mastery of course outcomes 2 and 4:

· Distinguish national and global culture and the impact they have on the globalized workforce in order to contribute to human resource practices across countries and cultures

· Analyze and assess global human resource policies, practices, and functions in order to meet an organization’s goals and objectives while maintaining the values and traditions of the local culture

The management team has now hired 4 managers, who are PCNs (parent country nationals). Now they need to figure out how to develop a compensation plan that is aligned with the company’s compensation but also takes into consideration the host country’s financial situation. You are asked to:

a. Put together a compensation plan along with a balance sheet (see example I week 5). Assume that the base salary of a manager in the U.S. is $5500 a month. You may need to do some additional research to find out what taxes are in Florence, what is a typical housing allowance, and cost of living. Your balance sheet should reflect monthly amounts.

b. List the top three benefits that should be offered to the expatriate. Explain why you chose these as the most important. Make sure the cost is included in your balance sheet.

Review the Balance Sheet Approach to Compensation in the course file “Global Compensation” in week 5.

Use at least three course resources for this assignment.


Part 3 (Due at the end of Week 7)

This assignment allows you to demonstrate mastery of the course outcomes 1 and 4:

· Demonstrate the inter-cultural competencies of an effective citizen

· Analyze and assess global human resource policies, practices, and functions in order to meet an organization’s goals and objectives while maintaining the values and traditions of the local culture

The organization has hired four general managers. The success of these managers is vital to ensure the success of the expansion into the international market. You are asked to propose the content and format of a 5 day training program for the new managers. Typically, this will consist of some pre-departure training, as well as some in country training upon arrival.

Your task is to put together a proposal for the training program. Your proposal should include three sections:

a. Importance of Training. Explain why training is such a critical factor in expatriate success. Present an argument for this, using literature and statistics. See: “Learn to support your arguments” in week 7 readings.

b. Importance of Intercultural Competency. Describe intercultural competency and why it is important for these managers. How are you going to assess intercultural competency?

How are you going to include this in the training?

c. Proposal for 5 day training. Create an agenda for three days of training. Include topics to be addressed and rationale. See example:

Day

Topic

Rationale

1

Introduction to Fit 4 Life

Managers need to know background and history of organization in order to create organizational culture in the new clubs (Shumer, 2019).

Use at least three course resources for this assignment.

Table of Contents.html

 
HRMN 467 6381 Global Human Resource Management (2222) – Week 3 – Global Staffing (add dates)

1. Staffing_Internationally



2. Template for Job Description



3. HRMN 467 Case Study


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