GLOBAL WORKFORCE PLANNING MSA 515

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GLOBAL WORKFORCE PLANNINGMSA 515

• FORECASTING AND STAFFING FOR THE MULTINATIONAL
  ENTERPRISE

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GOING UP MEANS GOING OUT
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REASONS FOR MNES TRANSFERRING PERSONNEL ACROSS
COUNTRIES

• To establish a new facility
• For technical and functional expertise
• For employee development
• Contingent on the stage of corporate development

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FIRM EVOLUTION ISSUES
Developed MNEs
New International Activities
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Selection Process

• What Should You Be Looking For?

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STRATEGIC NEEDS NATURE OF NEEDS EMPLOYEE
DEVELOPMENT (SUCCESSION)
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MUST FIND THE RIGHT PEOPLE
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Selection Decisions

• Maturity of the Candidate
• Ability to Handle Foreign Language
• Possession of a Favorable Outlook for a Foreign
  Assignment
• Possessing Appropriate Personal Characteristics

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Criteria For Selection

• Job suitability
• Cultural Adaptability
• Desire for Foreign Assignment
• Profiles For A Successful Foreign Assignment

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FAILURE EARLY RETURN TO HOME COUNTRY
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REASONS FOR FAILURE

• Inability of spouse/partner dissatisfaction
• Inability of spouse/partner to adjust
• Other family related problems
• Mistake in candidate selection
• Lack of emotional maturity or personality
• Inability to cope with larger responsibility
• Lack of technical competence
• Lack of motivation for overseas assignment
• Dissatisfaction with quality of life overseas
• Inadequate cultural and language preparation
• Inadequate support for employee and/or family

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Mistakes Made in Expatriate Selection

• Decision made to relocate with too little lead
  time
• The spouse or partner is not included in the
  decision
• Spouse/partner or kids not allowed on
  pre-assignment visit
• Spouse/partner or kids do not receive cultural
  and language training
• Spouse/partner receive no counseling on jobs and
  other options
• Spouse/partner has no home office contact

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Challenges to Successful Selection

• Language
• Cultural Translator (boundary spanner)
• Gender
• Family
• Lifestyle
• Career Development

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Roles of Managers

• TOP MANAGERS
• PROVIDE DIRECTION
• LEVERAGE CORPORATE PERFORMANCE
• ENSURE CONTINUAL RENEWAL
• GLOBAL BUSINESS MANAGER
• WORLDWIDE BUSINESS STRATEGIST
• ARCHITECT OF ASSET AND RESOURCE
• CONFIGURATION
• CROSS BORDER CO-ORDINATOR

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• WORLDWIDE FUNCTIONAL MANAGER
• WORLDWIDE INTELLIGENCE SCANNER
• CROSS POLLINATOR OF BEST PRACTICES
• CHAMPION OF TRANSNATIONAL
• INNOVATION
• GEOGRAPHIC SUBSIDIARY MANAGER
• (COUNTRY MANAGER)
• NATIONAL DEFENDER AND ADVOCATE
• FRONTLINE IMPLEMENTER OF CORPORATE
• STRATEGY
• BICULTURAL INTREPRETOR

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ISSUES RELATED TO LABOR SUPPLY

• AVAILABILITY OF DATA
• AGING POPULATIONS AND LABOR SHORTAGES
• YOUNG POPULATIONS IN LDCS
• INCREASING DIVERSITY
• LABOR MOBILITYEMIGRATION AND IMMIGRATION
• BRAIN DRAIN AND JOB EXPORTING (REVERSE BRAIN
  DRAIN)

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CATEGORIES OF INTERNATIONAL EMPLOYEES

• IT AINT AS SIMPLE AS IT SEEMS

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Expatriate literature based on

• The employees country of origin!

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Classifying Employees

• Parent country national (PCN) the nationality of
  the employee is the same as that of the
  headquarters of the global organization
• Host country national (HCN) the employees
  nationality is the same as that of the subsidiary
• Third country national (TCN) The employees
  nationality is neither that of the headquarters
  or of the local subsidiary

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PURPOSE OF ENGAGEMENT

• CEO Director or general manager
• Troubleshooter sent abroad to solve business or
  personnel problems
• Operative sent abroad to perform functional
  tasks such as accounting, sales, or
  manufacturing, usually as a supervisor
• Structure Reproducer sent abroad to duplicate
  (start up) the domestic operation in a foreign
  locale

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• Business establishers (e.g. technology transfer,
  business start-up)
• Project employees (e.g. roll out new product,
  establish new procedures)
• Research and Development (e.g. new product design)

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MOTIVES FOR TRANSFERRING EMPLOYEES ABROAD

• To fill positions involving the transfer of
  technology
• Management development
• Organizational development
• Harzing
• Bear - Implement HQ dominated decisions
• Bumble-bee to socialize local employees
• Spider to weave an informal communication
  network

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OTHER OPTIONS FOR INTERNATIONAL STAFFING

• Domestic Internationalists
• International commuters
• Employees on Long-Term Business Trips
• Assignees on short-term foreign postings
• Assignees on Intermediate-term (12-36 months)
  foreign postings
• Assignees on long-term (gt36 month, lt5 years)
  foreign postings
• Permanent transferees
• Permanent cadres

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OTHER OPTIONS FOR INTERNATIONAL STAFFING (contd)

• Local Hires
• International transferees
• Immigrants hired from anywhere
• Immigrants hired for the parent company to work
  in the parent company
• Internships
• Returnees
• Boomerangs
• Second Generation Expatriates
• Just-in-time (Ad hoc or contract)
• Reward or Punishment assignees

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OTHER OPTIONS FOR INTERNATIONAL STAFFING (contd

• Outsourced Employees
• Virtual IEs
• Self initiated foreign work experience
• retirees