Comparative analysis of recruitment and selection policy between domestic and international hrm in i

Additional reports by the Commission 1. Our view of such a culture, taking account of world-wide experience, is that it should help:

Comparative analysis of recruitment and selection policy between domestic and international hrm in i

It is essential that the workforce of an international organization is aware of the nuances of international business. Understandably, the company must keep international knowledge and experience as criteria in the recruitment and selection process.

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The HR department must have the capacity to foresee the changes in these markets and exploit those changes productively. A truly international HR department would insist on hiring people from all over the world and place them throughout the international business operations of the organization.

Approaches to Recruitment in IHRM Though the general aim of any recruitment policy is to select the right people for the right task at the right time, the HR department of international companies may adopt one of the following three specific approaches available for recruiting employees for global operations.

Employers must verify work eligibility by completing Form I-9 along with required supporting documents. IRCA also prohibits employers from discriminating in hiring, firing, recruiting, or referring on the basis of national origin or citizenship status. H-1B workers may be employed temporarily in a specialty occupation or as a fashion model of distinguished ability.

An H-1B alien may work for any petitioning U.

Comparative analysis of recruitment and selection policy between domestic and international hrm in i

International recruitment methods 1. Ethnocentric approach Countries with branches in foreign countries have to decide how to select management level employees. Ethnocentric staffing means to hire management that is of same nationality of parent company.

When a company follows the strategy of choosing only from the citizens of the parent country to work in host nations, it is called anethnocentric approach. Normally, higher-level foreign positions are filled with expatriate employees from the parent country.

The general rationale behind the ethnocentric approach is that the staff from the parent country would represent the interests of the headquarters effectively and link well with the parent country.

The recruitment process in this method involves four stages: Self-selection involves the decision by the employee about his future course of action in the international arena.

In the next stage, the employee database is prepared according to the manpower requirement of the company for international operations.

Then the database is analysed for choosing the best and most suitable persons for global assignments and this process is called technical skills assessment. Finally, the best candidate is identified for foreign assignment and sent abroad with his consent.

The ethnocentric approach places natives of the home country of a business in key positions at home and abroad. In this example, the U. Polycentric approach When a company adopts the strategy of limiting recruitment to the nationals of the host country local peopleit is called a polycentric approach.

The purpose of adopting this approach is to reduce the cost of foreign operations gradually.

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Even those organizations which initially adopt the ethnocentric approach may eventually switch over lo the polycentric approach. The primary purpose of handing over the management to the local people is to ensure that the company understands the local market conditions, political scenario, cultural and legal requirements better.

The companies that adopt this method normally have a localized HR department, which manages the human resources of the company in that country. Many international companies operating their branches in advanced countries like Britain and Japan predominantly adopt this approach for recruiting executives lo manage the branches.

In this example, the Australian parent company uses natives of India to manage operations at the Indian subsidiary. Natives of Australia manage the home office.

Indians popular choice for senior roles at Asian companies ET Bureau Jul 10, Nikon and Sony have appointed Indians to lead their local operations, which were earlier managed by the Japanese.

Asian consumer electronics makers are increasingly placing their trust on Indian executives, especially at a time when several of them are struggling in their home turf, or finding the going tough in the largest markets, and are expecting India to play a bigger role when they are expanding to emerging markets.

The number of expats in senior roles in the Indian arms of Sony, Panasonic, Hitachi and Daikin too have come down, while Samsung too now has Indian executives in their global think tank.Difference between international and comparative HRM International HRM has been defined as HRM issues, functions, policies and practices that result from the strategic activities of MNEs (Scullion, ).

Recruitment and selection vary across different countries, in HRM there are the concepts of international and comparative human resource management, and there is a distinction between Comparative HRM and International HRM .

Difference between international and comparative HRM. Print Reference this. Difference between international and comparative HRM. International HRM has been defined as HRM issues, functions, policies and practices that result from the strategic activities of MNEs (Scullion, ).

Recruitment and selection of international . About the Program Whether your dream is to work in global cities like London, Beijing or New York, or to work for a local company that deals in worldwide trade, the dynamic International Business Management degree at Conestoga will put you on the right track.

Document Transcript. Slide -1 1 PROJECT REPORT A Study on Training & Development - A vital part of HR function in Hotel Industry (A comparative analysis) Slide -2 2 Table of Contents? Cover Page 1? This course is an introduction to managerial accounting for non-accounting business majors. Emphasis is given on the internal accounting methods of business organizations for planning and control.

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