Managing Human Resources: Key Factors for Recruiting and Selecting an International Assignee

This report discusses the key factors for recruiting and selecting an international assignee in the context of ASOS organization. It sheds light on the recruitment and selection process, internal and external sources of recruitment, and factors such as adaptability to cultural change, physical and emotional health, age, experience, education, compliance, technical abilities, and motivation for a foreign assignment.

Managing Human
Resources

Table of Contents
INTRODUCTION ..........................................................................................................................3
TASK ..............................................................................................................................................3
The key factors when recruiting and selecting an international assignee...................................3
CONCLUSION................................................................................................................................8
.........................................................................................................................................................9
REFERNCES:................................................................................................................................10
Books and Journals:..................................................................................................................10
Online:.......................................................................................................................................10

INTRODUCTION
As a practice, organizations and business depend on three main resources such as
financial resources (credit, cash or debt), physical resources (material and equipment) and human
resources (people or employees). Human resource management is a significant process of hiring,
selecting, training and developing, inducting, appraising the worker's performance, providing
orientation, benefits and compensation, maintaining healthy relationships with employees,
motivating employees, heath and wealth measures and many more (Afshari and Hadian Nasab,
2021). It includes several functions of management such as planning, organizing, directing and
controlling. The report is based on ASOS organization. It is a London based company dealing in
online retailing of fashion and cosmetic. It was established in 2000, majorly focus on the young
adults. This company deals with more than 850 brands, apart from this, it has its own private
labelled clothes and accessories. The report will shed the lights on the recruiting and selecting
criteria of the company. It will also discuss the key factors when recruiting and selecting an
international assignee.
TASK
The key factors when recruiting and selecting an international assignee.
Recruitment and selection is the key domain of the HR manager. While HR experts deals
in various areas regarding employee engagement, statutory compliance, employee development,
data management and many more. One of the main areas of focus for HR department is to
attract, hire, choose and onboard appropriate applicants for the company.
Recruitment is a long process of attracting number of qualified prospectives for a
particular job role. In other words, it is a process in which employers are offering job to the
prospective candidates and encourage them to apply for the jobs within the company (Bailey,
Mankin and Garavan, 2018). It contains series of activities, starting with an analysis of the
requirements of job and ending with the worker's appointments. With an addition to ASOS
organization, as the company wants to expand its business in other countries, it becomes
significant for the HR department to typically perform the recruitment activities. The
recruitment involves two sources i.e. internal and external sources:
Internal Sources: This type of recruitment regard influencing the workers of the firm in
order to apply for the open positions within the company. These job openings are communicated

internally to all workers of the aforesaid company by providing word of mouth, communication
through hierarchy or internal advertisements.
 Transfers: In this method, employees are transferred internally to the related jobs but
different departments. It may not include a modification in the responsibility of the job,
salary or position. It supports in boredom and may be used to complete the job vacancies
with right candidate (Christina, Claire and Sarah, 2020). Promotions: It involves the job vacancies that are occupied by encouraging a qualified
employee to the appropriate jobs. This will encourage employees' motivation by
facilitating them increased salary, higher position, status, and responsibility. It is useful
in reducing the workers' turnover by developing the hope of achieving better positions.
 Retired employees: If the companies are not able to uncover the suitable candidate to
complete the higher jobs then they can call back and inform the old workers for
accomplished the aims (Fawcett and Mullan, 2018).
External sources: In this method of recruitment, candidates who are skilled and efficient
are motivated to go for for the vacant job roles in the company. Job openings or vacancies are
communicated to the outer environment by exploiting different methods such as walk-in
interviews, campus recruitment, advertisements, employment exchanges, job fairs,
organizational websites and job portals. With an addition to ASOS, it is discussed below:

 Advertisements: In order to identify the efficient and skilled employees for the company,
advertisements are created to communicate the vacant job positions. This will help in
forcing the suitable prospects while enhancing the brand image. It is much cheaper than
inviting other parties as well as facilitates better results. Social networking sites: In this way, job openings are communicated through social
networking sites such as email, LinkedIn, Twitter and so on. This will help in attracting
more candidates and motivate them to apply for the job (Gade and et.al., 2019). Place agencies: Approaching placement agencies will support in reducing the time and
energy to identify the suitable candidates from the chain of qualified applicants. These
agencies exploit several tools and techniques to shortlist the CVs and they forward it to
the organizations for foster processing. It has disadvantage that they ask for commission
in order to facilitate the right candidates (Internal and External Sources of Recruitment,
2020).
 Campus interviews: It is an easy and cheap method of recruiting which helps in finding
the suitable candidates. With the help of this method, a company can get more
competitive and energetic candidates for the right vacancies.
Selection: Selection defines the process of finding the right and appropriate candidate
from a pool of job applicants with the requisite competencies and qualifications to complete the
job openings in the company. It is a complete HR process that supports in differentiate between

unqualified and qualified candidates by applying several techniques. There are various methods
that can help in the selection of right candidate (Kessler, 2018). Some of them are explained
below: CV: This is a resume of a candidate that must be completed and submitted with the job
application. It is a personal document of an individual that contains information such as
qualifications, work experience, skills and hobbies. It is used by the firm in their
decision-making whether the candidates match the requirements of person specification
or not. Interviews: Many organizations will often invite a number of candidates for an
interview. This is a face to face interview in which business will ask a number of
questions to the applicants and observe how they will answer them. Performance of each
applicant can be compared.
 References: This is generally a written statement offered by someone who knows the
candidates well, commonly an existing worker or employer. Comments are usually made
about the punctuality and attendance records whether they are personal qualities and
reliable.
International Human Resource Management (IHRM), defines the management which is
used at international level. It includes all functions of HR such as recruitment, selection, training
and development for remuneration, however, these are managed at an international level. In
context of ASOS, it may include extra activities such as global succession planning, expatriate
management, multiple industrial relation activities and many more (Santos, M. R. and Laureano,
R. M., 2021).
Managing human resource at international level works with at least three types of
workers based on their nation of origin: Parent-Country Nationals (PCN): Workers belonging to the nation where the
headquarter of the company is established. Host-Country Nationals (HCN): Workers belonging to the nation where the organisation
has set up a manufacturing facility or subsidiary.
 Third-Country Nationals (TCN): Workers who work in the host or home country facility
of the company but they are not the nationals of either.

With an addition to ASOS organization, if the company expand its business in other
countries i.e., France and Germany, it is important for them to consider the key factors while
recruiting and selecting an international assignee. Some of these factors are discussed below: Adaptability to cultural change: It is important for an international assignee to adapt the
change. They also require a degree of cultural toughness. It has been studied that
international assignee are gladdened at the first of their given international assignments,
but after few months, a type of culture shock creeps in and they start to feel confused and
frustrated in their new surrounding. In context of ASOS, as they are already dealing in
online business, it is more important for them to examine a number of features to weigh
whether an individual is enough adjustable or not. Physical and emotional health: Most of the companies want that their international
assignees have good emotional and physical health in order to doing tasks. For instance,
employers are looking for those employees who are physically fit and fine, if they found
some candidates with a heart conditions would not be hired for the international
assignments. The psychological ability of a person to defy culture shock also will be keep
in mind or marital status also affects the selection criteria (Macke and Genari, 2019). Age, experience and education: It is researched that most of the MNCs' endeavour for a
balance between age and experience. It is also proved that younger candidates are more
eager to go for global activities. These kind of assignees tend to be more “wordly” while
having an appreciation of cross cultures than who are old in age. On the same side, young
assignees have least developed in business and management experience, they are lack
with real-world experiences. With an addition to ASOS, to achieve the desired balance, it
must choose both young and seasonal employees to the international assignments. Language Training: One of the most identified drawback of the galore MNCs is that
they do not spring that much attention to the language training. English is the universal
language of foreign organisation and most expels from all nations can backward in
English. Spouse and dependents or work-family issues: In order to choose an international
assignee, it is also important to consider the fact about dependents and spouses. If the
family is not agree or happy, the international assignee often performs poorly and may

decide to leave the company or may get terminated for the poor performance
(Markopoulos, Robl and Gann, 2021). Organization specific requirements: HR practitioner requires to regard the company's
needs before hiring and choosing a campaigner, host nation governments can halt the
transfer of expatriates. These governments are those who issues the working visas and
permits to expatriates, hence, the parent nation require to evident that there is not
available host national country. It is also important to be considered that most of the host
nations do grant work permits only to male candidates. This can make it challenging. Compliance is key: Every country has its own employment laws and regulations,
different taxation and pensions policies and many more. It is vital for the company to do
a research to make sure compliance with local laws related with payroll and employment.
This will benefit to avoid any complications with local authorities. Technical abilities: In order to select an international assignee, it is important that the
candidate must have managerial and technical skills. The assessment of the right
candidate is generally based on their previous experiences, their evaluation and statement
records from the candidates’ employers is available. When an international assignee
requires to solve a problem in a new international business environment, it must be noted
that their past experiences are not that serious. Technical skills and abilities are
significantly the knowledge needed to carry out the activity.
 Motivation for a foreign assignment: All the candidates being sent cross borders should
have a desire to work for a foreign assignment, this commonly is not sufficient
motivation (Vito, R. and Sethi, B., 2020). International Management team should
consider that the candidate must believe in the fundamental of work and even have
something of an element of sense of mission or idealism.
CONCLUSION
It is concluded from the above report is that humans are the backbone of an organization.
HR department of the company deals with several management functions such as planning,
organizing, directing and controlling. The report is based on the recruitment and selection of an
international assignee. HR experts have to outline several factors while hiring a candidate for the
international assignments. There are various sources mentioned in the report such as promotion,
transfer and so on for internal recruitment, and tests, CV, referrals for external recruitment.

REFERNCES:
Books and Journals:
Afshari, L. and Hadian Nasab, A., 2021. Enhancing organizational learning capability through
managing talent: mediation effect of intellectual capital. Human Resource Development
International, 24(1), pp.48-64.
Bailey, C., Mankin, D. and Garavan, T., 2018. Strategic human resource management. Oxford
University Press.
Christina, S. O., Claire, B. and Sarah, B., 2020. Namib Mills Group: managing talent in a
Namibian food production business. Emerald Emerging Markets Case Studies.
Fawcett, A. and Mullan, S., 2018. Managing moral distress in practice. In Practice, 40(1), pp.34-
36.
Gade, A. and et.al., 2019. Managing human tissues, bio-fluids, and clinical trial data at Fidelis
Research leveraging a cloud-based system.
Kessler, I., 2018. Managing people. In The Clinical Directorate(pp. 17-43). CRC Press.
Macke, J. and Genari, D., 2019. Systematic literature review on sustainable human resource
management. Journal of cleaner production, 208, pp.806-815.
Markopoulos, E., Robl, P. and Gann, E. L., 2021, July. Managing Interdisciplinary Human
Intellectual Capital for Project and Organizational Development. In International
Conference on Applied Human Factors and Ergonomics (pp. 394-402). Springer,
Cham.
Santos, M. R. and Laureano, R. M., 2021. Developing a vulnerability-based conceptual model
for managing risk in non-profit projects: a multicase study in a European
country. Public Management Review, pp.1-27.
Vito, R. and Sethi, B., 2020. Managing change: role of leadership and diversity
management. Journal of Organizational Change Management.
Online:
Internal and External Sources of Recruitment, 2020. [Online] Available through:
<https://myventurepad.com/internal-external-sources-recruitment/>