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    BU IHRM Mod 2

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    Vishnu Nair
    This document discusses approaches and factors in international recruitment and selection. It outlines four approaches: ethnocentric, polycentric, geocentric, and regiocentric. Key factors in expatriate selection are technical ability, cross-cultural suitability, family requirements, and meeting the needs of the multinational enterprise. Recruitment sources can be centralized or decentralized, with trade-offs to consider between centralized control and localization. Selection techniques evaluate traits like self-orientation, orientation towards others, perception abilities, and technical/managerial competence.

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    BU IHRM Mod 2

    Uploaded by

    Vishnu Nair
    42 views9 pages
    This document discusses approaches and factors in international recruitment and selection. It outlines four approaches: ethnocentric, polycentric, geocentric, and regiocentric. Key factors in expatriate selection are technical ability, cross-cultural suitability, family requirements, and meeting the needs of the multinational enterprise. Recruitment sources can be centralized or decentralized, with trade-offs to consider between centralized control and localization. Selection techniques evaluate traits like self-orientation, orientation towards others, perception abilities, and technical/managerial competence.

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    This document discusses approaches and factors in international recruitment and selection. It outlines four approaches: ethnocentric, polycentric, geocentric, and regiocentric. Key factors in expatriate selection are technical ability, cross-cultural suitability, family requirements, and meeting the needs of the multinational enterprise. Recruitment sources can be centralized or decentralized, with trade-offs to consider between centralized control and localization. Selection techniques evaluate traits like self-orientation, orientation towards others, perception abilities, and technical/managerial competence.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    42 views9 pages

    BU IHRM Mod 2

    Uploaded by

    Vishnu Nair
    This document discusses approaches and factors in international recruitment and selection. It outlines four approaches: ethnocentric, polycentric, geocentric, and regiocentric. Key factors in expatriate selection are technical ability, cross-cultural suitability, family requirements, and meeting the needs of the multinational enterprise. Recruitment sources can be centralized or decentralized, with trade-offs to consider between centralized control and localization. Selection techniques evaluate traits like self-orientation, orientation towards others, perception abilities, and technical/managerial competence.

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    of 9

    MODULE 2. INTERNATIONAL RECRUITMENT AND SELECTION Approaches Ethnocentric, Polycentric, Geocentric, Regiocentric.

    . Selection: Factors in Expatriate selection Technical ability, Cross-cultural suitability, Family requirements, MNE requirements.

    Sources of Recruitment / Selection: The Recruitment sources at macro level are of four categories namely 1. Ethno centric, 2. Poly centric and 3. Regiocentric 4. Geocentric These are already explained in Module 1.

    Practices of Recruitment/Selection: The practice vary from MNC to MNC. Some cases it is centralised and in some other cases it is decentralised. Why centralised? 1. Lowers cost of recruitment due to economies of cost. 2. Availability of expertise 3. Uniformity among subsidiaries 4. Probability of malpractices, abuse of power, pressure etc will be reduced 5. Interchangeability 6. Enables centralised selection, promotion, career planning, training and development etc.

    Why de-centralised?

    1. Respective subsidiary to concentrate on specific region/country. Hence, low expenses. 2. Subsidiary is aware of requirements of job regarding cultural, traditional, local and social factors etc. 3. Less time consuming 4. Freedom to the subsidiary 5. Subsidiary would enjoy better control over the employee who is directly recruited by them.
    Management has to weigh merits and demerits before taking decision on this issue.

    Sources of recruitment: Organisations should identify sources within each country they select for sourcing employees. The micro level sources include: 1. Subsidiaries 2. Parent company 3. Campus selection 4. Consultants/agencies 5. Professional associations 6. Databank 7. Internships

    Techniques of recruitment: Techniques to stimulate internal candidates 1. Promotions and 2. Transfers Techniques to stimulate external candidates 1. Present employees/referrals 2. Scouting 3. Advertising Modern sources: 1. Walk-in 2. Consult-in 3. Head-hunting 4. Body-shopping 5. Business alliances 6. Tele-recruiting

    Already discussed in Mod 1(2) Selection criteria Expatriate selection Expatriate failure Preparing expatriates for assignments

    Selection techniques: 1. Test the self orientation self esteem, self confidence, and mental well-being etc. 2. Orientation towards others ie. develop and maintain long lasting relationship with HCNs and willingness to learn HCN language and initiating communications with them. 3. Ability to perceive accurately 4. Perception of cultural variations 5. Technical and managerial competence 6. Adaptability

    7. Age, experience and education 8. Health and family status 9. Spouses educational background, interests and adaptability 10.Achievement motivation and leadership 11.Strong desire to transfer knowledge andskills 12.Positive attitude

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