Global Human Resource Management

recruitment, selection, training, placement and compensation of

managers for overseas assignments in globally positioned companies. Using a review of relevant literature, the report emphasizes the necessity of carefully screening and training potential expatriate managers capable of responding the very real challenges and difficulties of global assignments.

One of the primary requisites of competing in the global marketplace successfully is developing a multicultural, international workforce. To develop this competency, global companies must formulate new strategies for identifying, attracting, motivating, and retaining managerial and other talent. Unfortunately, as Harvey (1999) noted, few expatriate managers and workers can successfully cross cultural barriers and become wholly accepted by host country managers and employees.

The problem is particularly significant for multinational firms headquartered in the United States -- firms that tend, in many instances, to deploy American managers for service abroad in countries and cultures with which such managers are seldom fully familiar. As Osland commented, expatriates face unique and often highly challenging demands in overseas assignments -- demands that can lead the expatriate worker or manager to question his or her identity,

. . .
n expatriate selection and the expatriation process. The dominant theme of the literature reflects the opinion that expatriate selection and development is still mainly focused on technical competence as the key determinant of an expatriate manager's success, but that stronger efforts should be deployed by organizations to assess other, "softer" factors, such as relational, cross-cultural, and interpersonal abilities as well as adaptability potential of the spouse and other family membersa. Organizational, individual, familial, and other factors combine to determine when and whether an expatriate American worker or manager will fail or succeed in a new overseas posting. Careful screening is therefore a necessity to avoid costly mistakes that can damage both the firm and its employees. Compensating the Expatriate HRM professionals must also determine how the expatriate is to be compensated. According to Harvey (1999), most managers or workers who accept overseas assignments anticipate that they will receive fairly substantial economic benefits from such placement. Many overseas placements are accompanied not only by higher-than-average salaries; they also include other benefits such as stipends or full payment for residence
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Approximate Word count = 4739
Approximate Pages = 19 (250 words per page)

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