In the following paper we define the meaning of recruiting and selection in an international context. By showing statistics of some international studies, we try to demonstrate the steady grow of international assignments. Additionally we will show in our study, that recruiting and selecting new individuals for international assignments is a complex task and the company has to focus on a variety of factors. Recruiting and Selection is one of the most important issues in human resource management. It means that the department has to find the most appropriate candidate for the vacancy. The employees, who work in a different country than their home country, are called "international managers" or "expatriates". By application, job interviews, trial work, and so on the staff department tries to select the right person for the job.
With the rapid development of the globalization, international managers gained more and more importance and the human resource management became more complex. To manage the recruiting and selection of expatriates, the international human resource management has to focus on different kind of things: the international taxation, the selection and training of international managers, dealing with different international governments all over the world, international relocation, and so on.
Table of Contents
1. Introduction
1.1 Statistics
2. Criteria for Recruitment
3. Criteria for Selection
3.1 Main criteria of selection
3.2 Evaluation of criteria
4. Gender and Ethnicity discrimination in recruitment
4.1 Discrimination in higher positions
4.2 Discrimination of Women and the position of a Women in a Company
4.3 Regulations for discrimination
4.4 Pros with having a mixed culture workgroup
5. The myth of the international Manager
5.1 The two definitions of the ‘international manager’
5.2 Critique of the ‘international manager’
5.3 Future implications on international recruitment and selection programs
5.4 Final remarks on the ‘international manager’
6. Conclusion
Research Objectives and Core Themes
This study explores the complex processes of recruiting and selecting personnel for international assignments, aiming to identify key criteria for success while addressing challenges such as discrimination and the evolving nature of the "international manager" role in a globalized business environment.
- The importance of specialized recruitment and selection strategies for expatriates.
- Primary criteria for assessing candidates, including technical and cross-cultural competencies.
- Legal and ethical challenges regarding gender and ethnicity in international staffing.
- The impact of family and cultural adjustment on expatriate success and failure.
- Critical analysis of the traditional "international manager" concept in modern global business.
Extract from the Publication
2. Criteria for recruitment. (Niklas Schmitt)
Recruiting is not a simple process and involves a lot of analysis and preparation. Internal as well as external factors can drastically influence the recruitment process of a company. When a company recruits internationally, there are four main factors to be taken into account, which all influence the way the recruitment and selection process takes place. These factors include the company itself, the nature of the assignment, the needs of the person and legal issues. (Edwards and Reeds, 2006).
Every company has different values, missions and aims. Depending on the type of corporation, the recruitment processes also vary. Of course, these processes cannot be applied as a universal formula to the corresponding company. However, statistically speaking, more companies of a specific sort tend to recruit an employee with a certain mentality. Multinational companies tend to have a head office focus. This means that employees see the companies headquarter as the most important part of the corporation and that all information must flow to it. Furthermore, all subsidiaries act as a “guiding hand” for the headquarter. Therefore, multinationals are more likely to recruit people with a similar mentality or employees that have previously worked with a similar mindset.
Summary of Chapters
1. Introduction: Provides an overview of the significance of recruitment and selection in IHRM, defining key terminology and the growing complexity of global assignments.
2. Criteria for Recruitment: Examines the four essential factors influencing international recruitment: the company, the nature of the assignment, the candidate's needs, and legal constraints.
3. Criteria for Selection: Analyzes the methods and frameworks used to evaluate candidates, focusing on both individual technical skills and situational requirements like family adaptation.
4. Gender and Ethnicity discrimination in recruitment: Discusses the persistent biases in hiring for international roles and the business case for fostering diverse, multicultural workgroups.
5. The myth of the international Manager: Critically evaluates the definition and future of the "international manager" as a distinct class, suggesting a shift toward shorter, project-based assignments.
6. Conclusion: Summarizes the need for flexible, individualized recruitment strategies to reduce the risks of expatriate failure in an unpredictable global landscape.
Keywords
International Human Resource Management, Recruitment, Selection, Expatriates, Globalization, Cross-cultural Competency, Expatriate Failure, Diversity, Gender Discrimination, International Manager, Talent Management, Global Assignments, Multinational Enterprise.
Frequently Asked Questions
What is the fundamental focus of this publication?
The paper examines the critical processes of recruiting and selecting employees for international assignments, highlighting the challenges companies face in identifying the right candidates for global roles.
Which thematic areas are central to this work?
Key themes include recruitment criteria, selection methods, the influence of legal and cultural factors, and the ongoing debate surrounding diversity and the identity of the international manager.
What is the primary objective of the research?
The objective is to provide a comprehensive analysis of the complexities involved in international staffing and to suggest how companies can improve their strategies to ensure successful expatriate placements.
What scientific methods are utilized?
The study employs a literature-based analysis, incorporating data from international studies and surveys from firms like Mercer to explain current trends and best practices.
What topics are discussed in the main section?
The main sections cover recruitment criteria, specific selection frameworks (such as Dowling’s model), legal challenges, discrimination issues, and a critique of the traditional international manager concept.
Which keywords characterize this paper?
The paper is characterized by terms such as International Human Resource Management, Expatriates, Cross-cultural Competency, and Diversity.
How does the author view the "international manager" role?
The author presents the "international manager" as a somewhat mythical construct, arguing that modern globalization is moving toward more localized, short-term assignments rather than a permanent class of "globe-trotting" managers.
What specific factors are highlighted as common causes for expatriate failure?
The paper notes that family adaptation problems, lack of cultural sensitivity, and poor alignment between the candidate's skills and the specific requirements of the foreign environment are primary causes for failure.
- Arbeit zitieren
- Alexander Tauber (Autor:in), 2016, Recruitment and Selection. Gender and Ethnicity Discrimination, München, GRIN Verlag, https://www.grin.com/document/505805
