International Human Resource Management Portfolio Assessment - Resume/CV Example

International Human Resource management Portfolio Assessment Name Professor Institution Course Date International Human Resource management Portfolio Assessment Introduction Over the years, management experts have considered people as the most vital asset of an organization. An organization that has the right staff in proper positions with the right skills forms the difference between those ones which are regarded to be successful or unsuccessful (Kumari 2012, p. 34). HLE is one of the engineering companies which put high regards to recruitment and selection, especially in its quest to perform positively and compete strongly in foreign markets. In this report, HLE has expanded in Russia and seeks to fill the position a Quality Compliance manager to make the company successful in this market. Therefore, in this report, the paper will create a job description for the new job and discuss the profile of all shortlisted candidates and analyze the selection process which was applied to recruit George Connor. Also, the paper will present some brief study into Russia that will be used to brief George Connor and Aline Jacques about their new role, and discuss the extent to which females should not be considered for some global assignments. Task 1 Job description Quality Compliance manager – Russia HLE wish to hire a Quality Compliance manager who will responsible of managing the quality of the Russian branch. HLE Company is one of the largest European suppliers of the automatic railway setting systems. Started as a young engineering firm in 1987 in England, HLE has grown over the years and now serves international clients across France, Belgium, the Netherlands, Britain and now Russia. This is a motivating opportunity to join a forward-looking firm that is improving transport sector. The Role To work under area managing director, Quality Compliance manager is task with managing of objectives and targets of the joint venture. As a leader, Quality Compliance manager will oversee new railway systems project in Siberia. To make sure project quality requirements are satisfied, through robust monitoring. To set performance targets and management to make sure there is continual growth of the company in the quest of attracting new clients. Handle administrative tasks in the firm. The Requirement Must have a degree in production engineering or must have worked in a busy production engineering firm. The candidate must be familiar with objectives and targets of the joint ventures at an international level. Minimum experience 3 year in developing and implement joint venture plan and wider project management at international stage would be greatly advantageous. Candidate must be highly motivated, with outstanding interpersonal skills. Comfortable with traveling cross France, Germany and Russia as well as 3-4 month staying in Siberia to supervise the project. Must possess strong decision-making and problem-solving skills. Task 2 Analysis of Shortlist: shortlisted candidate’s profile The selection criteria for The Quality Compliance manager was based on formal qualification, experience, abilities, special skills and work performance in a certain situation (Ongori 2010, p. 54). Vert was shortlisted because of his profession, experience, ability to work in foreign countries and competence in working in foreign projects. Vert was born in Estonia but studied as production engineer in France and Germany, and also worked both France and Poland for more than 15 years where he completed two 2 successful projects. According Caligiuri, Lepak and Bonache (2010, p. 56), formal qualifications and experience enable to know what of required from the project and to work on it with ease. On the other hand, Daniel Koch was selected based on experience and communication and adaption to foreign environments. Koth was born in Germany, but was educated in the UK and worked there for three years at Omnicom Engineering as a quality surveyor prior to joining Stairway. Koch can speak Russian fluently giving him an upper hand over other applicants. Language capability is the key requirement of working in a foreign country as it enables one to articulate their shared emotions, feelings and communicate complex messages (Harris & Brewster 1999, p. 490). Aline Jacques was shortlisted due to her the formal qualifications, abilities, knowledge and skills. Jacques is production engineer who had experience in working in joint ventures and 3 years working on the technologies which can be used in Russian Projects. Working in foreign market is complex as it needs strategies to survive. Jacques had impressed Robert Plant with her special skills in strategic issues, hence was recommended for appointment. Aline Jacques selection can also be drawn from Harris and Brewster (1999) work which recommended use of technical ability shortlist candidates for international assignments. Case study points out that Aline Jacques worked at the London office of the Belgian Railtek on technical issues hence had an advantage on what international assignment needs. Technical skill offers the expatriate with a fundamental understanding of what is required in their tasks (Mendenhall & Oddou 1995, p.43). However, the fact that Aline has never been to Russia makes it difficult to be appointed for the position. Dowling and Welch (1988, p. 41) in his research mentioned as cross culture adaptability as one of the important elements to consider in expatriate selection. Task 3 Analyze the Selection Process That Was Used To Recruit George Connor Companies use different selection process to appoint a candidate for a particular. Harris and Brewster (1999, p. 493) claimed that some of the know systems of selecting employees include open formal, open informal, closed formal and closed informal. In some systems where the employees who selected are deemed not qualified enough, the company can change to another system to choose the right candidate (Roberts 2005, p. 45). This is what happened leading to George Connor. Initially, the company had used the open or formal system to assess the best candidate for the role of Quality Compliance manager. Open or formal system is where there are defined criteria which have been set to be used for selection. Harris and Brewster (1999, p. 493) pointed out that the selectors used the applicants abilities and qualifications to match the defined criteria to get the best `fit’ and to constraint individual preferences. This process was used to select three candidates Peter Vert, Daniel Koch and Aline Jacques. However, personnel development manager, Robert Plant, defied this list and appointed George Connor. Robert Plant used the closed informal system to carry out the selection. Closed informal system is one where there are no determined criteria by the company. In this case, the selector determines the criteria through individual preferences (Harris and Brewster 1999, p. 494). In addition, this system has no panel for discussion and people are appointed as a result of reputation and networking. Looking at George Connor’s profile, he had a good reputation with a wealth of experience from working in several countries compared to the three nominees. Connor had worked on almost 20 global projects, 7-8 global assignment and also worked in China, France, Kenya, Poland, and Tanzania. Connor could have also been appointed based on the fact that his wife often accompanies him to foreign assignments which takes more than one month. Dowling and Welch (1988, p.45) asserted that family support is very important for international assignment as it enable the spouse to settle in a new country. Knowing firm systems also plays part in appointment of a staff for international assignment (Ofori & Aryeetey 2011, p. 48). Connor had been with HLE for more than 20 years as an engineer and knew the company systems. Task 4 Cultural: Brief research into Russia that is used to be part of Connor’s briefing Brief overview of country Russia is a state located in Eastern Europe where it borders China, Ukraine, Belarus, Azerbaijan, Kazakhstan, Georgia, North Korea, and Mongolia (Dronin & Bellinger 2005, p. 23). Russia is regarded as largest nation globally with size of 17,076,250 square kms. Today, Russia is the ninth populous nation with more than 146.75 million people. Russia is a diverse country with different ethnic groups, including Russian, Tatar, Ukrainian, Bashkir, Chuvas and Chechen. Rosefielde (2005, p.17) opined that currently, there are up to 35 languages recognized by Russia. However, the official language of the country is Russian. The population growth as well as event taking place in Russia has made railway an important mode of transport. Since train accommodates a large number of people, the government has embarked on developing transport infrastructure. According to Weaver (2013), one of the noted infrastructures is the Imeretinsky Kurort train station which was constructed to help in ferrying of people during Winter Olympics of 2014 in Russia. This was one of the projects which HLE narrowly missed to work on in 2009. However, was chosen to work on another infrastructure project; a planned new railway system in Kamchatka, Russia. Short introduction to the Kamchatka region The Kamchatka region is a peninsula within the Far East of Russia (Gleadhill 2007, p.13). This region is also situated between Sea of the Okhotsk and Pacific. Even though, this region sits on the same latitudes as Great Britain, cold winds coming from Siberia together with that of Oyashio sea current makes the region covered with snow majorly from the month of October to May (Gleadhill 2007, p.78). The differences in weather conditions between host country and parent normally affects staffs sent for international assignment in their early years. Kamchatka region is majorly by Ethnic Russians. It means, that the expatriates working for HLE must be able to adapt to Russian culture if they are to perform well. Dowling and Welch (1988, p. 41) pointed out the cultural adaptability as one of the significant factors to consider in assessing the applicants to work in a foreign country. Russian business culture/norms Every country has its business culture. However, Ralston et al. (2008, p. 10) posited that business culture is often influenced by national and regional culture. Even though Russia is an Eastern European country, it’s closely to Asia has made its business culture to be influenced by Eastern (Asian) Culture (Turchin, Hall & Adams 2006, p.223). Russian business culture can be analyzed through frameworks such as High versus Low-Context Cultures and Hofstede’s cultural dimension. Ronen and Shenkar (2013, p.871) contended that in High versus Low-Context Cultures perspective, Russia belongs to high-context culture. Such culture is characterized by a practice where Russian professionals always greet one another while posing personal questions which demonstrate concerns and considerations during business meetings (Ralston et al. 2008, p. 15). Studies have established out that the business negotiations normally entail a battle of strategies and wits and culture play a big role in the process. When Russian engineering organization manager negotiates tenders, they put great interest to equality in the bargaining group. If such equality is not attained, they will feel demeaned in negotiations. As such, the staff sent to international assignment in Russia must understand such culture not offend Russians. On the Hofstede’s cultural dimension, Hofstede (2007, p.413) stated that Russia is a highly collectivist society, hence preference of team settings with the organizations. This is a good environment for Aline Jacques to work due to her experience in working with a team setting. The case study shows that Aline Jacques had previously worked for 3 years within a R&D team at Railtek’s in Brussels. Similarly, R&D team was assigned to work on the technologies meant to be used for Russian project. Task 5 The extent females ought not to be considered for some global assignments In the recent years, the increase of women getting into the workforce has demystified the common belief that female genders are best suited for house chore and taking care of children (Caligiuri, Joshi & Lazarova 1999, p.163). Women are not looking for formal jobs but are also taking up jobs which were thought to be set aside for men such as engineering, information technology and medicine. However, with companies crossing borders to target foreign markets, women are increasingly sent to work in foreign countries in different capacities. In this case study, Aline Jacques, a female candidate who was initially selected for the position of Quality Compliance Manager at HLE for Russian assignment was not appointed for the same role but appointed as technical analyst. Aline was scheduled to be sent to Russia but Robert Plant was concerned as he feels the assignment has risks involved. The case study has pointed out that Aline has never visited Russia before and is also married with two young kids who live in Brussels. This practice brings to the questions the extent females ought not to be considered for some global assignments. One of the risks could be low emotional intelligence. Women are weaker sex which also affects their emotional intelligence. Kulkarni et al. (2009, p.164) argued that just like any men employees, women have emotions brought on by the inner-self. Such emotions can be a motivating or less motivating force which transfers such feeling between mind and body. Foreign markets have several risks, including political, social, and technological which greatly affects women as a weaker sex. In such situation, women find it hard to control their emotions and behavior. Grunes et al. (2014) contended that failing to weak emotional intelligence in the long run negatively influences employee’s performance. Therefore, from such analysis, it can be concluded that Aline Jacques might not perform well in Russian. Another risks associated with foreign assignment are family detachment (Caligiuri, Joshi & Lazarova 1999, p.164). Aline Jacques has a family consisting of two young children who lives in Brussels, Belgium. Females tend to be strong to be attached to their family particularly children compared to their counterparts. Theory of attachment claimed that children are always attached to their parents which shape their childhood development. Parents reciprocate through emotional attachment which makes them want to spend more time with children in their childhood. Williams (2007, p.597) claimed that thus sending to work in foreign country arouses emotion of being lonely away from their loved ones. Therefore, this affects their personal performance and that of the project. It means that females need family’s support and company to be sent to international assignment (Harris & Brewster 1999, p.491). Another risk associated which determines the extent to which females should be sent for foreign assignment is cultural differences (Caligiuri, Joshi & Lazarova 1999, p. 165). Russia culture leans towards Eastern (Asian) culture which different from that of Western country like Belgium. Such cultural difference can shock Aline who has never been to Russia. Therefore, the managers need to train on how to adapt to Russia culture before sending her for assignment. Task 6 Training exercise for George and Aline for their assignment In the 21st century, recruitment and selection does not end with the appointment of staff for particularly. Today, recruitment and selection goes further to include training of employment for the new assignments. Therefore, this training program for George and Aline is documented as follows. 8.00a.m-Arrival of the training panel and candidates 9.00a.m-Opening remarks and introduction of the training panel and candidates First Session by Robert Plant 9.20a.m Didactic Training (environmental and cultural orientation). Environmental briefing: The briefing will also inform George and Aline of host country’s climate, geography, companies, schools and housing. Cultural orientation: This is a form of classical lecture that offers accurate information about the cultural perspective talks about the dress code and value system among others (Pusch 2003, p.46). In addition, there will be cultural assimilators. This is kind of training which studies why people from a certain cultural background behavior in a particular way (Hånberg & Österdahl 2009, p.11). 11.00a.m-midmorning break There will be a break for 30 minutes for coffee, tea and snacks among others. Second Session 11.30a.m- Language Training This is form of training encompasses teaching the candidates both business and local languages of new country of work (Puck, Kittler & Wright, 2008, p. 2185). This training shows common courtesies, how to join formal and informal discussions, and cultural empathy can which can help the expat to adapt to a foreign country (Brewster 1995, pp. 65). 1.00pm- Lunch Break Meals will be served for one hour Session Three 2.00p.m -Sensitivity Training This involves training on how to building attitudinal flexibility. The candidates are informed on how to cope with cultural shock. 3.00p.m- Field experience with George Connor George Connor will work as Quality assurance manager hence more is expected him from Government of Russia who is the project sponsor. He ought to be briefed about the objectives of the project and allowed a room to liaise with the host government form information. Also, Connor will be informed to conduct his own research about consumer quality expectations. 4.00p.m- Field experience with Aline Jacques Aline will operate as technical analysis. Her work involves critical analysis of the situation which can help in making decisions. In the training she will have informed of political, economic and cultural factors which can influence business in Russia thus can help the company in making decision from such knowledge. 5.00 End of Training Wishing the candidate well for their new roles in a new country Conclusion In this broad research, the report has found that recruitment and selection is the core concept of companies which are successful today. However, recruitment for foreign assignment is different from local one as global market has several challenges, including complex political systems, different cultural values and different experiences. As such, organizations set the bar high for candidates to be sent for international jobs. 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