5HR009: The International Human Resource Professional
Task 1
Knowledge
An international HR professional needs to possess knowledge of the international practices in HRM. They should have a basic understanding of labour laws, employment standards as well as tax systems of different countries. For instance, the employment and labour relations in Europe are different from those in America or Asia. This knowledge is very important, especially in the case of cross-border operations where one is likely to breach the law unknowingly. In addition, international HR professionals need to be familiar with the economic reforms, political conditions, cultural backgrounds, and other information concerning the countries they are concerned with. For example, knowledge of how Brexit is likely to affect the HRM practices of British and European organizations is important for a professional who is supervising multinational employees (Caligiuri et al., 2022). It enables them to be able to reason out orchestrations involved in staffing policies and compensation strategies on an international level.
Skills
Working in the international context, managers and representatives of the HR department should have a lot of experience in the effective management of multifaceted and transnational teams. This entails having to learn how to work in different ways of communication and the problems that are occasioned by time zone differences, language barriers, and cultural diversities. For instance, human resource personnel having to work with teams in both the United States of America and Japan will be faced with issues of time difference coupled with language barriers in communication. As a result, they should have good negotiating and problem-solving skills. Employment matters can be very challenging for international HR professionals since they have to work in at least two different countries. They might decide on any of the following; bargaining for allowance for the expatriates or even managing a dispute that is between two or more local teams of different cultural perspectives (Vance and Paik, 2014). This is one of the biggest assets of this team and this is evidenced by the kind of solutions they can offer, which not only conform to the set laws but also respects the cultural values and beliefs of the region.
Cross-Cultural Competency
Another important quality of international HRM is cultural sensitivity. Cross-cultural differences predominantly affect behaviour, decision-making, and even leadership in organizational systems and structures. For instance, an HR professional working on a multinational team must understand that while working on a team in the USA, leaders may be more aggressive than those in Japan. Understanding these differences enables the HR professional to maintain a smooth relationship with the Subordinate group in the workplace. In this regard, international HR professionals have to be competent in diversity management. This also applies to comprehending the disparities between employees from different geographic locations as well as ensuring the firm is sensitive to diversity and inclusiveness best practices in the international setting (Tudoran and Tudoran, 2024). For instance, an international HR professional might develop diversity training that will apply regional preferences and culture.
Attitudes
The role of an international HR professional requires versatility to a certain extent. They must be members should be in a position to adopt one approach when dealing with the employees or groups of employees of different cultures. This may refer to the regulation of HR policies to fit certain areas while at the same time ensuring that there is standardization throughout the company. An example of this is the difference in value that is placed on freedom and flexibility in work together with the employees’ time: for instance, Germany offers plenty of paid vacation benefits whereas in the United States work-life balance is considered as less of a priority. They must also be free from bias and willing to learn and be trained. The highly volatile nature of global business and HR hence always requires an update of information and possibly changes in strategy. An international HR professional also has to be a global thinker. They should be able to formulate the organization in terms of a system of operations with linkages between the different areas (Andriyanty, Komalasari and Rambe, 2021). For instance, an HR professional working in a multinational software firm functioning in numerous countries should look at the whole corporation holistically because even though each office of the company is in a different country, it is still an integrated part of the firm, but at the same time, the difference in the laws, culture, employees, and so on will differ from country to country.
Differences Between International and Single-Country HR Professionals
Local HR professionals concentrate on national HR practices, but international professionals view the issues from a broad perspective. It involves awareness of the differences while achieving organizational objectives at the international level and the requirements of a company’s workers and managers at various locations. While working at a single-country organization, the human resource personnel rely on national legislation and culture but in the current global world, international organizations human resource managers have to work with several sets of laws and regulations. Furthermore, the candidates selected for International HR positions should possess knowledge of how to coordinate Virtual teams since many international organizations are adopting blended or distributed teams. This poses others such as managing the flow of communication as well as working as a team with some members virtually located in different geographical regions (Mızrak, 2023). On the other hand, human resources management professionals practicing in any one country generally oversee staff in different organizations within the same time zone and hence more manageable in this respect.
References
Andriyanty, R., Komalasari, F. and Rambe, D. (2021) ;THE EFFECT OF WORK FROM HOME ON CORPORATE CULTURE MEDIATED BY MOTIVATION, WORK BEHAVIOR, AND PERFORMANCE,; Jurnal Aplikasi Manajemen, 19(3), pp. 522–534. https://doi.org/10.21776/ub.jam.2021.019.03.06.
Caligiuri, P. et al. (2022) ;Assessing cross-cultural performance: beyond just “being there”, revisited,; International Journal of Cross Cultural Management, 22(3), pp. 413–431. https://doi.org/10.1177/14705958221135216.
Mızrak, F. (2023) ;A Comparative Analysis of Domestic vs. International Human Resources Management (HRM),; in Advances in human resources management and organizational development book series, pp. 74–98. https://doi.org/10.4018/978-1-6684-9172-0.ch004.
Tudoran, D. and Tudoran, C. (2024) ;Cultural agility in the age of disruption,; Proceedings of the ... International Conference on Business Excellence, 18(1), pp. 3049–3058. https://doi.org/10.2478/picbe-2024-0251.
Vance, C.M. and Paik, Y. (2014) Managing a global workforce, Routledge eBooks. https://doi.org/10.4324/9781315702681.
Task 2
Cultural Influence on Selection Methods
Selection methods vary across countries due to differences in cultures of the various countries in the world. For instance, in cultures such as the Americans or the British, selections preferentially entail personalism including competency and leadership abilities. Such qualities are normally measured through structured interviews and psychometric tests. Whereas, individualistic cultures like America or Australia may stress more on the selection process to adapt within the organization and the group. Here the selection methods could be group interviews or situational assessment tests with an Acme focus on teamwork. It is possible to find some aspects of these cultural differences to be rousing significantly. On the same note, pursuing individual performance in the Western environment will enable one to create value and cultivate innovators (Javidan, Teagarden, & Bowen, 2019). Nevertheless, in collectivist cultures, a focus on teamwork may lead to enhanced general organizational performance and sustainability. This, however, leads to frustrations or disengagement, which may also be referred to as misalignments. For instance, a candidate from a collectivistic culture may feel that the company is only focused on the individual when it comes to the selection process which results in a lack of positive attitude towards the job and the company hence a low job satisfaction level (Dickson, Den Hartog, & Mitchelson, 2020).
Legal and Regulatory Differences
National laws of various countries can also influence how organizations undertake selection ways. For instance, there may be laws in America and Great Britain that make it illegal for employers to refrain from hiring African/black people, women, or disabled employees. This leads to increased structuralized methods of staffing with intense use of interviews, assessment centres, and tests to reduce biases. On the other hand, in countries employing different employment legislation or having different perceptions of fairness requirements for particular positions, such as Asia and the Middle East, for example, the selection process may incorporate other criteria, such as family background, or insider connections (Mendenhall & Stahl, 2022). This can sometimes have several demerits like nepotism when performance potential is given a setback due to bias. An advantage is recorded when using the selection methods in practice and ensure that it fits the legal requirements so that it will not display bias (Pudelko & Harzing, 2021).
Impact of Technological Advancements
Technological advancement is a major determinant of the selection techniques that are used in different countries. For instance, in developed countries such as the United States and, the United Kingdom, or countries in Europe, utilization of devices such as screening tools and video interviews are more popular. These methods will enable the selection process to be made efficient, eliminate the involvement of bias and inconsistency in the process, and therefore improve the overall quality of selection (Schuler, Jackson, & Liu, 2021). However, in some countries, the environment for using selection methods is not enough developed for the usage of online selection methods, and more commonly face-to-face interviews and application forms are still preferred. This may result in a situation where employee ern recruitment and selection are slow and perhaps less efficient. For instance, in industries such as technology, a traditional method of recruitment and selection process may lead to the loss of qualified personnel to competitors due to the long process. Technology has the potential to create a positive impact by assisting in the elimination of prejudice and increasing the rate of operations.
Socioeconomic Factors
Socioeconomic status is also used in selection methods. Thus, for the nations with highly educated people, such as the countries of Scandinavia, selection might be focused on checking the candidate’s technical background and the academic achievements. On the other hand, in developing countries where education is scarce, it is expected that selection might have focused on experiences as well as community participation. In nations where formal education is not well developed, employers may appreciate soft skills including flexibility, discipline, and innovation. Although it aids organizations in these regions on how to obtain resourceful and more resilient employees, it may reduce the number of qualified talents with special skills (Tsui, Nifadkar, & Ou, 2020).
Selection Methods and Performance
When selection methods are in some way related to the national culture, it appears that the impact is positive. For instance, traditionally, adopting the usage of Culture-Fair Testing such as group tests in collectivist-orientated nations yields better fit, higher employee commitment, and better performance. Also, conforming to legal conditions in various countries such as the U.S. minimizes bias and the possibility of discrimination litigations, thus enhancing credibility and productivity among the workers (Sparrow & Budhwar, 2024). However, different studies have shown that flawed selection strategies can be counterproductive and bring harm to performance. There are serious consequences when a firm employs inflexible or non-culture-sensitive approaches in dealing with its employees, then it will not be able to retain employees easily. For example, referring to assessment tools that are developed without respecting the cultures of a particular country might prove disastrous in terms of hiring decisions which, in turn, may lower the morale of employees (Stahl & Caligiuri, 2023).
References
Dickson, M. W., Den Hartog, D. N., & Mitchelson, J. K. (2020). The impact of culture on selection and recruitment practices in international settings. International Journal of Cross-Cultural Management, 20(3), 340-358.
Javidan, M., Teagarden, M. B., & Bowen, D. E. (2019). Cultural influences on selection methods: An international perspective. Journal of International Business Studies, 50(1), 1-20.
Mendenhall, M. E., & Stahl, G. K. (2022). Global leadership and organizational behavior effectiveness: Selection and recruitment in cross-cultural contexts. Academy of Management Perspectives, 36(2), 23-37.
Pudelko, M., & Harzing, A. W. (2021). Cultural diversity and international HRM: Analyzing the effects of culture on recruitment and selection. International Business Review, 30(5), 101987.
Schuler, R. S., Jackson, S. E., & Liu, J. (2021). Human resource management and performance in international contexts: Selection methods across cultures. Journal of International Business Studies, 52(7), 1127-1151.
Sparrow, P., & Budhwar, P. (2024). Managing human resources in a global context: Selection methods and cultural fit. Routledge.
Stahl, G. K., & Caligiuri, P. M. (2023). Cultural agility in recruitment: The intersection of technology and culture in selection practices. Journal of Applied Psychology, 108(6), 897-911.
Tsui, A. S., Nifadkar, S. S., & Ou, A. Y. (2020). Cross-cultural HRM research: Examining selection methods in diverse international settings. Journal of World Business, 55(4), 1006-1021.
Task 3
Slavery persists in global businesses, with research indicating that over 100 cases of the vice have been reported in the last five years. These cases show why there is importance of having sound international HR practices and policies to deter such a practice.
Recent Cases of Modern Slavery
The network of human trafficking that was held in the UK in 2023 targeted at least sixteen individuals for forced labour at different companies, including a McDonald’s drive-thru in Cambridgeshire. The prisoners were confined to many degrading living conditions including sleeping in freezing rooftopper shacks and filthy trailers with no adequate water or heat. The captors cancelled their identity documents and determined the pay which was deposited in the accounts of the traffickers. The operation was prevented by police in Czech who tipped off the gang, and the gang members were arrested and charged with slavery, conspiracies to defraud, and exploitation among others. McDonald's has since then ensured it has put measures to avoid such practices, for instance, it has joined the League of Compensation to work with Unseen. Likewise, in 2021 Cadbury’s parent company Mondelez International related to the use of slavery children in cocoa farms of Ghana (Anderson & Williams, 2022). The study further showed that children even below the age of 10 years were found working on farms and were exposed to several hazards without any protective wear. Since then, Mondelez has taken actions to address these challenges such as through its Cocoa Life initiative, a program that seeks to enhance the welfare of cocoa farmers (Benton & Carter, 2021).
The Role of Global HR Policies
Policies that govern the human resource department of an organization have a critical role in eradicating modern slavery due to the elaborated guidelines on ethical employment practices. The following elements should remain as the main range of its policies:
- Comprehensive Due Diligence: Specifically, the HR department must ensure it conducts proper due diligence to check and follow up on the labour relations of every supplier and partner. This involves appraising conditions of work, wages and salary scales, and observance of the labour legislation. For example, through hiring practices, auditors can make it mandatory to conduct some forms of surveillance or reach out to third-party bureaus to keep tabs on ethical compliance among employees.
- Employee Training and Awareness: It is similarly important to raise awareness among the employees on the dangers of modern slavery and the position of the company against it. The awareness raising training should assist staff in recognising signs of exploitation and knowing the process of raising the concern. This preventive measure makes the employees become active consultants of the management to ensure compliance with ethical standards (Bhattacharya & Johnson, 2020).
- Clear Reporting Mechanisms: There is a need to encourage the provision of secure and convenient whistle blowing procedures with regard to any suspected instances of modern slavery. It means that these mechanisms should allow the employees, or other individuals outside the organisation but involved with it, to report their concerns with no consequences from the organisation that they have concerns with. A well-structured reporting system fosters a culture of transparency and accountability (Singh & D'Souza, 2023).
- Collaboration with External Organizations: Collaboration with non-governmental organisations, industries and governments should be done to improve on organizations attempts to fight modern slavery. Working with other can be beneficial because it offers theoretical and practical assistance in the formulation and execution of anti-slavery measures (Hargrave & Mitchelson, 2019).
- Regular Monitoring and Reporting: This amplifies the need to incorporate a continuous monitoring of the labour practices in the company’s operations and its supply chain so as to identify any flashes of adversities. Having a monthly report on the company’s action plan in the fight against modern slavery is a way of showing that the company has no tolerance and intendedly engages in unethical practices (Houghton & Arendell, 2024).
Theoretical Frameworks Supporting HR Practices
The adoption of HR practices in combating modern slavery also relates well with established theories, advocating for the welfare of societies and organizations. Stakeholder Theory postulates that all affiliated groups, including staff, vendors, and local populations, should be taken into account. It is important to note that the adoption of HR policies on modern slavery demonstrates a company’s commitment and responsibility towards its stakeholders; this leads to trust hence strengthening the relationships between the organization and the stakeholders thus leading to the achievement of its long-term strategic goals. This is supported by CSR which requires that businesses have responsibilities that go beyond making profits, especially in areas such as human rights (Mitchell & Casey, 2021). Several HR practices that prevent the occurrence of modern slavery also serve to discharge these obligations, while simultaneously enhancing the image and relationship with various stakeholders as a manifestation of the company’s social responsibility. Institutional theory adds to these views by explaining how organizations seek to familiarize themselves with community standards to enhance legitimacy (Iqbal & Zafar, 2023).
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References
Anderson, L., & Williams, T. (2022). The role of business in combating modern slavery: Global HR practices and ethical policies. Journal of Business Ethics, 177(3), 555-572.
Benton, G., & Carter, L. (2021). Addressing modern slavery in the global supply chain: Case studies and HR interventions. Journal of Human Resource Management, 45(7), 2013-2027.
Bhattacharya, A., & Johnson, M. (2020). Institutional theory and business legitimacy in the fight against modern slavery. International Journal of Human Resource Studies, 10(4), 45-62.
Hargrave, M., & Mitchelson, M. (2019). Corporate social responsibility and modern slavery: HR practices in multinational corporations. Business & Society Review, 124(2), 187-209.
Houghton, J., & Arendell, T. (2024). Ethical HR management and modern slavery: Policies for prevention. International Journal of Business Policy, 38(1), 112-130.
Iqbal, N., & Zafar, S. (2023). Human trafficking and forced labor in the UK: HR responses and policy implications. British Journal of Industrial Relations, 61(3), 469-487.
Mitchell, J., & Casey, T. (2021). Workplace training and the fight against modern slavery: The role of HR departments. Journal of Human Resource Development, 12(5), 233-249.
Singh, R., & D'Souza, P. (2023). Collaborative efforts in combating modern slavery: HR practices and global partnerships. Human Resource Management Review, 33(1), 42-56.
