a case study discussing domestic human resource structures

Domestic HRM

What is domestic hrm .

‘Domestic HRM’ refers to the Human Resources Management done within the domestic borders of a country as opposed to an International HRM, which would operate on an international level overseeing the other domestic HRMs of other countries where the company has a presence.

As Domestic HRMs are concerned with managing the employees of a single country, it is easier for the HR department to develop plans for their welfare as they would be aware of the social and political landscape.

Similarly, Domestic HRMs would be concerned with the domestic issues that the employees might be facing with respect to some local laws. This can be investigated and corrective actions can be suggested by a domestic HRM.

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Employees are often confused about their pay structure. They find it difficult to understand the salary components, which becomes an issue, especially during appraisal and

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Please note you do not have access to teaching notes, managing global hrm integration in international expansion: the case of geely cross-border acquisition.

Publication date: 31 August 2022

Teaching notes

Learning outcomes.

This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction.

Case overview/synopsis

After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB’s Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely’s commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely.

Complexity academic level

This case was designed for use at the undergraduate and MBA level in human resource management and international business.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

• Human resource management
• Corporate culture
• Globalization
• Cross-border acquisition
• Global human resource management
• Culture difference
• Localization of HRM
• Auto company

Acknowledgements

Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.

Xie, Z. , Wei, M. , Ding, X. and Thomson, S.B. (2022), "Managing global HRM integration in international expansion: the case of Geely cross-border acquisition", , Vol. 12 No. 3. https://doi.org/10.1108/EEMCS-10-2021-0362

Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

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HR’s new operating model

The way in which organizations manage people used to be relatively straightforward. For more than two decades, multinational companies generally adopted a combination of HR business partners, centers of excellence, and shared service centers, adjusting these three elements to fit each organization’s unique nature and needs.

Today, this approach—introduced by Dave Ulrich in 1996 1 David Ulrich, Human Resources Champions: The Next Agenda for Adding Value and Delivering Results , first edition, Boston, MA: Harvard Business Review Press, 1996. —is rapidly evolving. In interviews with more than 100 chief human resources officers (CHROs) and senior people leaders from global multinational businesses, we identified five HR operating-model archetypes that are emerging in response to dramatic changes in business and in the world—including heightened geopolitical risks, hybrid working models, and the rise of majority-millennial workforces.

These emerging operating models have been facilitated by eight innovation shifts, with each archetype typically based on one major innovation shift and supported by a few minor ones. The key for leaders is to consciously select the most relevant of these innovation shifts to help them transition gradually toward their desired operating model.

Eight innovation shifts driving HR’s new operating models

Today’s increasingly volatile, uncertain, complex, and often ambiguous business environment is forcing companies to transform at an unprecedented pace. The global COVID-19 pandemic and rapid evolution of workplace technology have accelerated the adoption of various alternative, hybrid working models—as well as new challenges in monitoring employee conduct and performance. The emergence of majority-millennial workforces has led to a profound shift in employee preferences. And the “Great Attrition” of workers , 2 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. exacerbated by demographic developments in many parts of the world, has intensified existing talent shortages.

HR plays a central role in navigating this upheaval, creating a need for the function to rise to a new level of adaptability and responsibility . 3 Laura Blumenfeld, Neel Gandhi, Asmus Komm, and Florian Pollner, “ Reimagining HR: Insights from people leaders ,” McKinsey, March 1, 2022. While every organization has its own trajectory and HR operating model, our interviews with senior leaders revealed that organizations are innovating in ways that are collectively changing the HR function from the “classic Ulrich model”:

• Adopt agile principles to ensure both strict prioritization of HR’s existing capacity and swift reallocation of resources when needed, enabling a fundamentally faster rate of change in the business and with people and how they work.
• Excel along the employee experience (EX) journey to win the race for talent in the time of the Great Attrition , 4 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “‘ Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. enabling both employee health and resilience.
• Re-empower frontline leaders in the business to create human-centric interactions, reduce complexity, and put decision rights (back) where they belong.
• Offer individualized HR services to address increasingly varied expectations of personalization.
• ‘Productize’ HR services to build fit-for-purpose offerings with the needs of the business in mind, and to enable end-to-end responsibility for those services through cross-functional product owner teams in HR.
• Integrate design and delivery with end-to-end accountability to effectively address strategic HR priorities, reduce back-and-forth, and clarify ownership.
• Move from process excellence to data excellence to tap into novel sources of decision making using artificial intelligence and machine learning.
• Automate HR solutions to drive efficiency and capitalize on the power of digitalization in HR.

These innovation shifts are driving the emergence of new HR operating models, albeit with different degrees of influence depending on the nature of individual organizations (Exhibit 1). In analyzing the drivers, we identified five HR operating archetypes.

Five emerging HR operating models

These eight innovation shifts have enabled companies to rethink how they manage their people and the best way to do so. Exhibit 2 shows the five emerging HR operating models we identified, which are all enabled by two core elements: a strong, consistent data backbone and a user-friendly, highly reliable service backbone. When asked which two archetypes best fit their HR operating model, 48 percent of people leaders attending a recent webinar selected Ulrich+, 47 percent EX-driven, 36 percent leader-led, 31 percent agile, and 6 percent machine-powered. 5 Reimagining HR Webinar Survey, McKinsey, November 2022, n = 140 senior people leaders. Figures do not sum to 100%, because of the possible selection of multiple answers.

This model is an adaptation of the classic Ulrich model, with HR business partners developing functional spikes and taking over execution responsibilities from centers of excellence (CoEs). In turn, CoEs are scaled down to become teams of experts and selected HR business partners. They are supported by global business services and have a digital operations backbone. Many CHROs believe the classic Ulrich model is not up to solving today’s HR challenges, with HR business partners lacking the skills and time to keep up with the latest HR developments. Inflexible CoEs limit agile reactions, while other organizational boundaries have steadily become more permeable. Multinational businesses with mature and stable business models are often the ones that experience these pain points.

An agile transformation

A global financial institution underwent an agile transformation with a focus on IT delivery, supported by an agile HR operating model with 2,000 staff members. It first structured its HR function along the employee life cycle, aligning resources to the employee experience (EX) journey: when they join, work, develop, perform, and exit. The evolution to an agile model was supported by three HR innovation shifts:

• reducing the number of handovers by integrating run (servicing and operations) and change (product delivery) activities into “workstreams”
• setting up workstreams with end-to-end service responsibility (for example, design and delivery of recruiting), common goals, and steering
• allocating resources to agile pods with product crews for each workstream and agile ways of working

Projects that cut across multiple product crews were supported with a center-of-excellence initiative manager at the divisional level, and the stream-by-stream transition plan was phased over two years.

This model calls for a smaller number of HR business partners, with an emphasis on counseling top management, while CoE professionals focus on topics such as data and analytics, strategic workforce planning, and diversity and inclusion. The freed-up resources are pooled to implement cross-functional projects. CHROs who favor this operating model believe that HR needs to accelerate to keep up with the increased focus on execution exhibited on the business side and to prevent HR from hindering rapid transformation. Companies are applying this and other agile methodologies when experiencing rapid growth or discontinuity. (For an example of this model, see sidebar “An agile transformation.”)

Optimizing the employee experience

A global software company adopted a new business strategy to maximize the customer and employee experience, committing to a two-year transformation journey. Its first step was to mirror the customer experience for employees by identifying and revamping “moments that matter” along the employee life cycle. Three HR innovation shifts facilitated this: persona-driven HR services began following a customized approach; product owners took on end-to-end responsibility over HR concept, design, and delivery to deliver moments that matter; and HR, IT, and business operations combined into a comprehensive data function.

This model is meant to help CHROs gain a competitive advantage by creating a world-class EX journey. Putting EX first means allocating disproportionate resources toward “moments that matter.” For example, HR, IT, and operations experts could be granted full responsibility to jointly plan, develop, and roll out a critical onboarding process. By creating a world-class EX, HR becomes the driving force in bridging cross-functional silos and in overcoming the patchwork of fragmented data and processes that many organizations suffer from today. The companies employing this model are highly dependent on their top talent, with a small set of clearly defined competencies. (For more on this model, see sidebar “Optimizing the employee experience.”)

In this model, CHROs transition HR accountability to the business side, including for hiring, onboarding, and development budgets, thereby enabling line managers with HR tools and back-office support. This archetype also requires difficult choices about rigorously discontinuing HR policies that are not legally required. Too much oversight, slow response times, and a lack of business acumen in HR have led some companies to give line managers more autonomy in people decisions. Companies exploring this choice typically have a high share of white-collar workers, with a strong focus on research and development.

Machine-powered

With this model, algorithms are used to select talent, assess individual development needs, and analyze the root causes of absenteeism and attrition—leaving HR professionals free to provide employees with counsel and advice. As digitalization redefines every facet of business, including HR, CHROs are looking for ways to harness the power of deep analytics, AI, and machine learning for better decision outcomes. Organizations that are experimenting with this are primarily those employing a large population of digital natives, but HR functions at all companies are challenged to build analytics expertise and reskill their workforce.

Innovation shifts shaping HR model archetypes

While innovation shifts have shaped the traditional HR operating model and led to the emergence of new archetypes, not all innovation shifts are equal. Each archetype is typically based on one major innovation shift and supported by a few minor ones (Exhibit 3).

For example, a leader-led archetype is mainly shaped by the shift of empowering the leaders and the front line. At the same time, it gives more flexibility to the needs of the individual (the “cafeteria approach”) because leaders have more freedom; it also builds on digital support so leaders are optimally equipped to play their HR role. Alternatively, an agile archetype is strongly focused on adapting agile principles in HR, but it typically also aims to move toward a productized HR service offering and strives for end-to-end accountability.

The critical decision for senior people leaders is to consciously select the most relevant of these innovation shifts to transition gradually toward their desired operating-model archetype. For example, the leader-led model puts business leaders, rather than HR, in the driver’s seat, allowing line managers to choose the right HR offerings for their individual teams. And for companies that decide to deploy machine-powered HR, the key is building and relying on deep analytics skills. This model uses integrated people data to make targeted, automated HR decisions.

In large, diversified organizations, CHROs may find that different archetypes fit the differentiated needs of specific businesses better and may adopt a combination of HR operating models.

Transitioning to a target operating model

Transitioning to a future-oriented archetype is typically a three-step journey. First, CHROs and their leadership teams align on the right operating-model archetype for their organization based on the most pressing business needs, expectations of the workforce, the wider organizational context, and the company’s dominant core operating model. In large, diversified organizations, CHROs may find that different archetypes fit the differentiated needs of specific businesses better and may adopt a combination of HR operating models.

Second, HR leadership teams prioritize the three or four most relevant innovation shifts that will move their function toward their chosen operating-model archetype. When doing this, people leaders need to reflect on strategic HR priorities and, even more important, the shifts required to establish the operating model given its feasibility, the potential limits to the speed of implementation, and the magnitude of change. (Today, we find that the capacity to change the HR information system is often the most limiting factor.) For example, if a company is operating in a traditional hierarchical “command and control” way, the sole shift of HR into an agile archetype requires profound and demanding changes to ways of working, likely beyond only HR. Similarly, a business accustomed to a “high touch, concierge service” HR approach will find that a shift to a leader-led archetype is challenging and requires significant effort to implement.

Finally, teams think comprehensively about the transition journey, working toward core milestones for each of the prioritized innovation shifts individually and ensuring a systemic, integrated transformation perspective at the same time. This requires mobilizing for selected shifts, building new capabilities, and acting on an integrated change agenda in concert across business and HR.

Sandra Durth is a senior expert and associate partner in McKinsey’s Cologne office, Neel Gandhi is a partner in the New York office, Asmus Komm is a partner in the Hamburg office, and Florian Pollner is a partner in the Zurich office.

The authors wish to thank Fabian Schmid-Grosse and Christian Winnewisser for their contributions to this article.

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A Comparative Analysis of Domestic vs. International Human Resources Management (HRM)

Introduction.

In today's increasingly globalized business environment, organizations face the challenge of effectively managing human resources across diverse domestic and international contexts. Domestic Human Resource Management (HRM) practices refer to HRM strategies, policies, and practices implemented within a single country, while international HRM involves managing HRM practices across multiple countries or regions. The importance of understanding and addressing the unique demands and complexities of both domestic and international HRM cannot be overstated. As organizations expand their operations globally, they encounter diverse cultural, legal, and economic environments that significantly impact HRM practices. Therefore, it is crucial to explore and compare the similarities and differences between domestic and international HRM to develop effective strategies for managing human resources in a globalized world (Farndale et al., 2023).

The primary objective of this study is to conduct a comparative analysis of domestic and international HRM practices. The research aims to examine the similarities, differences, challenges, and opportunities that exist in managing human resources within these two contexts. The study seeks to address the following research questions:

What are the key characteristics and components of domestic HRM practices?

What are the key characteristics and components of international HRM practices?

What are the similarities and differences between domestic and international HRM practices?

What challenges and opportunities arise when transitioning between domestic and international HRM practices?

To accomplish the research objectives and answer the research questions, this study will employ a combination of literature review and case study analysis. The literature review will provide a comprehensive understanding of the theoretical foundations, concepts, and best practices in both domestic and international HRM. Multiple case studies will be conducted to gain practical insights into how organizations implement HRM practices in different contexts. The research methodology will allow for a thorough examination of the similarities and differences between domestic and international HRM, providing a holistic understanding of effective HRM strategies in diverse settings.

By conducting this research, it is aimed to contribute to the existing body of knowledge on HRM by providing valuable insights into the similarities, differences, challenges, and opportunities associated with domestic and international HRM practices. The findings of this study will inform HR practitioners, managers, and decision-makers in developing effective strategies for managing human resources in various contexts, ultimately enhancing organizational performance and success in the global business landscape.

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Case study of strategic human resource management in Walmart stores

Introduction Part 1: the analysis of corporate strategy and HR strategy at Wal-Mart. Part 2: The analysis of HR policies at Walmart and its integration with Corporate Strategy. Part 3: the role of the HR manager in this company? Part 4: some advices to improve the employment practices at Walmart. Conclusion Introduction: Michael E. Porter (1980) in his famous book said there are three basic competitive strategies for a company, which are overall cost leadership; differentiation and focus strategy. Companies use these competitive strategies to achieve competitive advantage. In this case, Walmart Company is obviously taking the cost leadership strategy, that is to say, it aims to become the low-cost leader in the retail industry. Walmart maintains its competitive advantage through its satellite-based distribution system, and by keeping store location costs to a minimum by placing stores on low-cost land outside small to medium-sized towns, no matter in the US or in its abroad affiliations. Part 1: the analysis of corporate strategy and HR strategy at Wal-Mart. From this case material we could also see that Walmart purchased massive quantities of items from its suppliers to form scale economy, and with the efficient stock control system helping make its operating costs lower than those of its competitors. It also imported many goods from China, " the world factory " for its low cost. So in a word the company-level strategy of Walmart is low cost and low cost, with little differentiation strategy. Managers engage in three levels of strategic planning (Gary Dessler, 2005): the corporate-level strategy; the business-level strategy and the function-level strategy. The functional strategy should serve the overall company strategy so the corporate strategy could be implemented more effectively and efficiently. As for Walmart, its corporate-level strategy and business-level strategy, as we analyzed above, is the low cost leadership. Then we'll focus on its functional strategy, especially its HR strategy. Besides the above factors, Walmart builds its low cost leader on employment policies that help it to achieve extraordinarily low employment costs. Through low-cost HR activities, Walmart tried to maintain its predominate competitive advantage. Part 2: The analysis of HR policies at Walmart and its integration with Corporate Strategy. The basic premise that underlying SHRM is that organizations adopting a particular strategy require HR practices that are different from those required by organizations adopting alternative strategies (Jackson&Schuler, 1995). Generally, there are three SHRM theoretical models in the study of this discipline: the universalistic best practices, the contingency perspective of " best fit " and the resource-based configuration perspective. Here I would not deliberate on all these three models to examine the HR practices at Walmart, but just choose the contingency perspective of " best fit ". With this view, the individual HR practices will be selected based on the contingency of

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Strategic Human Resource Management (Strategic HRM), now in the globalised world is evolving as the fulcrum of modus operandi, in long term planning, adopted to achieve profitability for any kind of Organisation, be it production, service or even the charity organisation. SHRM operates primarily with two forms of resources. The first resource is an organization's human capital—the knowledge, skills, and abilities of its employees. The second resource is an organization's systems specifically HR policies and practices that serve to support the development of human capital. Core research in strategy is concerned with identifying both the external and internal factors that enable firms to shape a competitive advantage and achieve superior performance (Harrison & Enz, 2005). With the support of technological advancements SHRM is now a much sought after planning tool for any operating organisation in any corner of the world be it big or small.

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What Is a Case Study? How to Write, Examples, and Template

OCTOBER 6, 2023

Learn how to write a case study that showcases your success. Use our template and proven techniques to create a compelling case study for your clients.

[CASE STUDY] Transforming Organizational Culture

Civility Partners

JUNE 10, 2021

We recently put together a case study regarding one of our clients, Rainbow Municipal Water District (RMWD), and thought we’d share it in case you were looking for ideas on improving your own workplace culture. The post [ CASE STUDY ] Transforming Organizational Culture appeared first on Civility Partners.

Case Study: Manufacturing Client Connects Frontline Employees

MAY 2, 2022

For example , employees were asked, “which shifts can you help out with?” Yes, sign me up to receive tips, case studies , and other helpful materials! Δ The post Case Study : Manufacturing Client Connects Frontline Employees appeared first on Bonfyre. Work email *.

OKR Examples: How to Write OKRs that Drive Impact

OCTOBER 19, 2022

In this article, we’ll break down the framework for writing impactful objectives and key results and share some OKR examples you can use as a guide when crafting your own. Example of a poorly-written objective: Provide better customer service. Example of poorly-written key results: Treat our customers well every day.

Talent Mobility Case Studies and Research [Podcast]

DECEMBER 7, 2016

In addition, I examine some case studies and examples of companies that are doing interesting work with talent mobility, including World Bank Group, Chipotle, and Hootsuite.

Recruiting Feedback Case Study: The Recruiting Revenue Connection

MARCH 11, 2019

In our latest recruiting feedback case study , Craft Brew Alliance (CBA) demonstrates that asking the right questions at the right time can dramatically affect overall recruiting effectiveness AND uncover powerful connections between recruiting and revenue generation. Download the Case Study for More.

Case Study: Credit Union

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Today’s case study explains how TimeSimplicity can help a typical small credit union maintain quality customer service while controlling operating expenses through automated credit union employee scheduling. Our example organization is Springfield Community Credit Union. How much can you save? ArticleID 7414.

Are You Throwing Your Employees Under the Bus? [Case Study] - DecisionWise

AUGUST 1, 2017

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Case Study: How Bonfyre’s Top Manufacturing Site Improved Employee Engagement?

AUGUST 11, 2022

For example , they share site and facilities updates, real-time crisis updates and resolutions, system updates, upcoming events and leadership communications. Yes, sign me up to receive tips, case studies , and other helpful materials! Please indicate if you are in the EU (GDPR). Bonfyre is committed to your privacy.

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AUGUST 14, 2023

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APRIL 27, 2023

For example , Bonfyre can be used to share training materials, facilitate DEI discussions, and recognize employees for their diversity and inclusion efforts. Yes, sign me up to receive tips, case studies , and other helpful materials! Bonfyre is increasing awareness and impact of learning, DEI, and other programs.

Case Study: Growing Your Sales Organization Beyond The Deal

MARCH 16, 2017

In the following case study , you will learn how a high-growth company uses a software solution to respond to these challenges. For example , responses to “what are you hearing about our competition?” For example , his SDRs are capturing all of the biggest objections that they receive early in the sales cycle.

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This case study is an excerpt from our new ebook, Getting Buy-In for Your Employee Story Project: The Ultimate Guide to Employer Branding and Recruitment Marketing ROI. was the right fit, not only from the great examples of quality work they provided, and the array of project options that they offered. Read the Full Case Study .

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HR Tech Girl

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Digital HR Tech

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For example , when co-founders Kelsey Meyer & John Hall were leading a team of ten, a weekly in-person meeting was sufficient to surface and address the most important issues facing the business. Influence & Co. , With hierarchy now in place, passing information up the ladder was critical to prevent information bottlenecks.

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Why you must start succession management planning now – a case study

Business Management Daily

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Human resources leaders can use this example as a reminder as to why they need to drive succession management conversations frequently and with vigor. The post Why you must start succession management planning now – a case study appeared first on Business Management Daily.

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This is not me

International HRM Case Study: Apple Inc.

Apple hrm case study: abstract, apple’s hrm, apple’s experience in international hrm: case study, apple human resource management: conclusion.

International human resource management has become a necessary undertaking in many multinational corporations. Globalization, a major driver of international trade, is one of the factors behind this development. Success in international ventures is significantly driven by the input of expatriates or international assignees.

In this paper, some issues relating to these assignees were highlighted. They include such issues as the various aspects of pre-departure training, recruitment, and selection criteria. Staffing strategies were also reviewed in this study. The author of this paper proposed a system of measuring return on international assignments.

The topics mentioned above were analyzed in the context of Apple Inc., a top ranking multinational corporation. The success of this organization is one of the reasons why it was selected for this study.

Key words: International human resource management, international assignees, multinational corporations, Apple Inc.

In the recent past, there has been an increase in the number of multinational corporations operating in the world. Such companies are heavily investing in the global market. A number of factors have influenced the growth of these organizations.

They include dynamics of international trade, amalgamation of the financial markets, and human migration. Other factors include speedy movement of capital as a result of globalization. All these factors have facilitated trade on the international arena.

Human resource management entails the activities carried out by organizations to effectively utilize their human resource. Consequently, effective human resource management at the global level is a major determinant of success in international trade.

Human resource development at the international level has largely focused on the formulation of effective and highly skilled workforce. By doing this, individual employees and the organization at large can realize their ultimate goals of serving customers.

Apple Inc. is a competitive global company in the communications and electronics industry. It is a leading designer, manufacturer, and marketer of communications and media devices.

It is also involved in the manufacture and distribution of digital music players and portable computers. The company has operations in different parts of the world. It has an elaborate international human resource management system.

The current study addresses the element of international human resource management with regards to Apple Inc. Various aspects related to management of personnel in this organization are reviewed.

They include, among others, training of employees, deployment across the world, and return on investment. The author of this paper holds that effective management of human resource at Apple Inc. has contributed to the success of the organization.

Components of Pre-Departure Training

Overview. According to Avril and Magnini (2007), pre-departure training provides expatriates with the knowledge and skills required to survive following their immediate arrival at the destined country of work. Essentially, employees going to work in another country require information on various aspects of the host nation before they leave home.

Some of the things they need to know include the culture and customs of the host country. They also need to be aware of the language and dress code appropriate to the new environment. In addition, international assignees need information on business etiquette in the new country (Avril & Magnini, 2007).

Information on verbal and non-verbal communication, taboos, rules, decision-making techniques, and business management structures should be provided to international employees during pre-departure training.

Culture and customs of the new country. Training on host country’s customs is essential in ensuring that the expatriates adapt to the local culture. It is noted that business operations would be negatively affected if the behavior patterns of the new employees conflict with the cultural expectations in the host country.

For instance, a US citizen working for Apple Inc. may be deployed to Saudi Arabia. Such an employee should be aware of how Saudi nationals regard alcohol. In addition, female employees would be expected to conform to the societal expectations with regards to their dress code.

Language. Language is an essential component of communication in international business. Expatriates and inpatriates require more than just basic knowledge on the host country’s language for effective execution of their assignments. In addition, they should be aware of non-verbal communication techniques. Such awareness would facilitate communication in foreign countries.

Business etiquette in the new environment. Business etiquette may vary between countries. In some parts of the world, governments regulate business policies. For instance, such elements as tax policies, power distance, and human resource management may differ from one country to the other (Katz & Seifer, 1996).

An expatriate manager at Apple Inc. would be required to understand the variation of such policies. Failure to comply with the new rules and regulations would most likely jeopardize the operations of the corporation in the host market.

Business management structures and decision-making techniques. Different countries adopt different approaches in relation to business structures and decision-making techniques. For instance, decision making in high-power distance cultures differs with that in low-power distance communities.

As such, a manager working for Apple’s branch in Korea should be aware of the best approach to adopt in directing employees. The same applies to a German employee working in Africa, where decisions usually come from the top management.

Rationale for Utilizing the Pre-Departure Training Components

Managers are expected to effectively handle employees from different cultural backgrounds. The ability of such managers as far as the employees are concerned affects the profitability of the company. People from different countries express their nationality and dress codes differently.

The approach used by international assignees when dealing with certain problems may also differ. Such issues as the need to interpret actions and comments, predict behaviors, and resolve conflicts may arise. As a result, focusing on the various components of pre-departure training would harmonize Apple’s operations with the reality in the host country.

Performance Assessment among Expatriates

Introducing assessment. Assessing the performance of expatriates is a major element in international human resource management. The performance can be reviewed using a number of criteria. Such criteria include determining strategy implementation and attainment of competitive advantage.

According to Caligiuri (1997), there are three criteria commonly used in evaluating expatriates. They include completion of foreign assignments, performance on the foreign assignment, and cross-cultural adjustment. The criteria apply to all employees irrespective of the operations of a particular organization.

Completion of foreign assignments. It is an important behavioral measurement. It is used in reviewing the results of tasks assigned to foreign employees. Success under this criterion is determined by the ability of the employee to complete their assignment without seeking for transfer to another country (Caligiuri, 1997).

Premature termination translates to failure in relation to the performance of the expatriate. In most cases, premature termination occurs when the expatriate requests for transfer to home country before completion of the assignment. The assignee may also be requested to return home before they have completed their work.

Cross-cultural adjustment. Adjustment to foreign culture also determines the success of the assignee (Caligiuri, 1997). Inability to adjust to the host country means failure in the assignment. Successful adjustment indicates that the employee is psychologically comfortable working and living in the new country.

Adjusted assignees are comfortable with the local culture. On their part, maladjusted employees find it hard to survive in the new environment. The failed employees may prematurely terminate their assignments (Suutari & Brewster, 2000).

Performance on the foreign assignment. Multinational corporations expect their employees to adjust culturally and remain in their foreign posts. In addition, the expatriates are expected to successfully execute their assignments. According to Caligiuri (1997), a large number of maladjusted foreign employees fail to achieve the envisaged outcomes in their work.

There are various measures of performance with regards to foreign assignments. They include establishing working relationships with the locals. Others include transfer of information and the language and cultural proficiency of the foreign employee (Caligiuri, 1997). The measures are in relation to the benefits of expatriates to the multinational corporation.

Recruitment and Selection Strategy for Apple Inc.’s International Assignments

According to Suutari and Brewster (2000), international assignments entail three discrete phases. The first is the pre-assignment stage. It involves the selection and preparation of employees for deployment.

The second is the ‘actual’ assignment. It involves the ‘actual’ stay of the expatriate in the new country. The last is the post-assignment stage. It is also commonly known as repatriation.

Recruitment and selection of expatriates is a multifaceted process. It takes into account both personal characteristics and interpersonal skills. Caligiuri (1997) postulates that most international organizations use knowledge of company systems and technical competencies in the selection process.

The strategy is the most suitable recruitment and selection criteria for Apple Inc. It is noted that measuring relevant cross-cultural and interpersonal abilities is a difficult task for many organizations. In addition, most expatriate postings rely on personal recommendations.

Such recommendations are derived from either line managers or specialist personnel (Suutari & Brewster, 2000). As such, Apple should rely on the proposed recruitment and selection policy. The strategy would reduce chances of failure in the assigned job.

Staffing Alternatives for Foreign Operations

There are several approaches used in resolving the issue of human resource in relation to international assignments. The strategies include ethnocentric and polycentric staffing approaches. Others are regiocentric and geocentric staffing strategies (Dowling, Welch & Schuler, 2004).

The ethnocentric approach involves filling all the key positions in the organization with local experts. The polycentric approach, on the other hand, proposes the use of host country’s nationals in managing subsidiaries. However, in this approach, key positions in the corporation’s headquarters are held by nationals of the parent country (Dowling et al., 2004).

The regiocentric approach is a mixed staffing strategy. Here, executives are transferred between regions. Operations of the company are divided according to geographical regions.

Apple should adopt the geocentric policy to address its staffing needs. The approach disregards the nationality and location of the candidate. It is appropriate for Apple Inc. since the corporation has a vast international experience and a global structure that is well developed.

Importance of a High Quality Mentoring System for International Assignees

Mentorship refers to a form of developmental relationship. In this case, an experienced employed assists less experienced members of staff in performing their tasks. The mentors can function as guides in the exploration of career interests. They provide support to international assignees deployed by multinational organizations.

Mentoring systems for expatriates can be formal or informal. The former describes established procedures and specified targets. The latter, on the other hand, is initiated whenever the assignees seek advice from their superiors or from external professionals.

A high quality mentoring system is very important to any multinational organization. It determines the success or failure of foreign employees. In most cases, the programs provide the management with an opportunity to support the assignees.

The support is especially important during departure or repatriation phases of the assignment. As such, the programs are powerful means of strategically retaining valuable employees with international experience.

High quality mentoring programs also help the employees to adjust to their new environment. It improves their productivity and overall performance in their new posts.

In addition, the programs provide continuous communication on changes in the company and the state of affairs back at home. As a result, the expatriates can effectively cope with transfers, expatriation, and repatriation.

The current global economic meltdown has led to cost constraints in most organizations. As such, it is important for organizations to have the right people at the right place. High quality mentorship programs are very essential in the management of talent and employees.

To this end, Apple Inc. employees should always have a mentor irrespective of their position in the foreign country. The mentors should supervise the assignee with a view to support their development.

They should assist the new employee for a given period of time. Prior to the assignment, the employee must undergo an extensive pre-departure training. The training will help them settle down in the host country.

Measuring Return on Investment in International Assignments

Every business undertaking requires a mechanism to determine its subsequent return on investment. The same applies to international assignments in multinational organizations. The companies should analyze the profitability or importance of international assignments to the parent organization.

Studies conducted with the aim of measuring return on investment with regards to international human resource have focused on numerical results of foreign deployments. In most cases, the costs and returns associated with the investment are used to determine its profitability (Caligiuri, 1997).

To determine Apple Inc.’s return on investment, one should take into consideration a number of factors. The various aspects of international human resource management would help in assessing the profitability of foreign employees. The factors include identification of the assignment’s purposes, cross-cultural training costs (Dowling et al., 2004), and compensation.

In addition, performance management and repatriation outcomes should be factored in. Calculation of return on investment would eventually be ascertained by analyzing the financial and non-financial costs and benefits of the venture. The costs and benefits are then linked to the expenditure incurred with regards to the assignment.

International human resource management differs with domestic management of employees in several ways. Managing employees at the international level is characterized by different labor markets, varying management practices, and dynamic labor laws. Economic and other cultural barriers make international management of human resource a complex affair.

Managing international employees may differ from one organization to the other. However, according to this author, the underlying principles are similar in all organizations. As a result, effective management of assignees and their related assignments is a major determinant of the success of these international ventures.

Avril, A., & Magnini, V. (2007). A holistic approach to expatriate successes. International Journal of Contemporary Hospitality Management, 19 (1), 53-64.

Caligiuri, P. (1997). Assessing expatriate success: Beyond just “being there”. New Approaches to Employee Management, 4 (1), 117-140.

Dowling, P., Welch, D., & Schuler, R. (2004). International human resource management: Managing people in a multicultural context (4th ed.). Cincinnati, OH: Southwestern College Publishing.

Katz, J., & Seifer, D. (1996). It is a different world out there: Planning for expatriate success through selection, pre-departure training, and on-site socialization. Human Resource Planning, 19 (2), 32-47.

Suutari, V., & Brewster, C. (2000). Making their own way: International experience through self-initiated foreign assignments. Journal of World Business, 35 (4), 417-436.

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IvyPanda. (2019, April 23). International HRM Case Study: Apple Inc. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/

"International HRM Case Study: Apple Inc." IvyPanda , 23 Apr. 2019, ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

IvyPanda . (2019) 'International HRM Case Study: Apple Inc'. 23 April.

IvyPanda . 2019. "International HRM Case Study: Apple Inc." April 23, 2019. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

1. IvyPanda . "International HRM Case Study: Apple Inc." April 23, 2019. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

Bibliography

IvyPanda . "International HRM Case Study: Apple Inc." April 23, 2019. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

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