To create a multinational recruitment system that would be applicable cross-nationally and cross-regionally.
* Managers salaries depended on locations
* APAC plants were the top selling ones-Wrong HR decisions would prove costly
* Unique economic conditions of each country cause difficulty in implementing a common selection process
ANGLO | ASIAN |
* Low Power Distance * Masculine Society * Individualist Society | * High Power Distance * Feminine Society * Collectivist Society |
* There were substantial cultural differences between Anglo (Ex: German) and Asians (Ex: Chinese) nations.
ANGLO | ASIAN ...view middle of the document...
* No training of language/culture offered to candidates moving abroad |
OPPURTUNITIES * Improvement in present selection system | THREATS * Structured Interviews based on candidates present situation only and did not take into account his/her past activities. |
SWOT of Multinational Recruitment Process
STRENGTHS * Six dimensions selected for job requirements were empirically verifiable. These dimensions could be used for selection in APAC nations. * Multinational Selection system was two-tiered.-Tier 1: * Viewing application documents: to analyse candidates’ suitability for the targeted position. * Unstructured telephone conference: candidates’ suitability and motivation for the position. * Obtaining 3 references form former employees.- Tier 2: * Panel Interview: Detail information about candidates’ skills. * Biography-oriented in-depth interviews: to ensures that interviewer and the candidate have the same cultural background to prevent any possible misunderstandings. * Simulated group exercise: to find strong leadership skills in candidates * Testing procedures. * Diversely qualified HR team. * Cost Effective solution as it wasn’t country specific. | WEAKNESS * Heterogeneity between German and Asian Team members created tension and dissent regarding workload sharing. * Koch’s was demotivated and visible irritation. * Even of seeing that the Chinese team members were being subdued and feeling submissive, Koch did not intervene to help them. * Unique economic and educational system for each country. * High cost of the modules of the new selection system. * Due to time and budget constraint the validity of the new selection system was not tested. * The policy was being made for APAC nations with very little inputs from Chinese team. * Time constraint in the upcoming selection of 25 middle manager position. * Biography-oriented interview could exclude people basis on their personality, overlooking the job requirements and the individuals’ qualifications. It will also incur extra cost * Validity of dimensions could not be tested due to paucity of time. |
OPPORTUNITIES * References were being used to judge candidates’ personality apart from past employment verification. * Each candidate would be given time to prepare answers for the simulation group exercise. It would be instrumental in gauging each person’s behaviour. * Two-tier selection system could be successful. * Having interviewer and interviewee of the same cultural background would avoid room for any miscommunication. | THREATS * Due to Koenig’s pressure of downsizing the team in case of non-submission of plan by Friday, the quality of work took a back seat. * Koenig’s myopic view of the issue demotivated Koch to work actively on the proposal. * Koenig’s ignorance about cultural parameters and the complications in policy designing. * Policy...