BMP6003 - International HRM: Essential HR Practices in Global Business

This presentation provides an overview of International Human Resource Management (IHRM) and highlights three essential HR practices for international businesses: recruitment and selection, performance management, and training and development. Recruitment and selection are crucial for identifying and hiring the right employees, while performance management helps monitor and evaluate employee work to maximize efficiency and effectiveness. Training and development focus on improving employee knowledge and skills. The presentation also acknowledges the challenges faced by HRM in international contexts, such as cultural differences and lack of training for expatriates. The presentation concludes that IHRM plays a vital role in the success of international businesses by facilitating smooth operations through effective HR practices.

BSC (Hons) Business
Management (Top-up)
BMP6003 International HRM

Assessment 2: Individual Presentation
Three most important HR practices for an international
business
Name:
ID:

Contents
Introduction
3 most important HR practices for an international business
Conclusion
References

Introduction
International Human Resource Management (IHRM)
can be defined as a set of activities aimed at managing
human resources at the international level. We strive to
achieve our organization's goals and gain a competitive
advantage over our competitors at the national and
international levels. International human resource
management bears both functional and strategic
resemblance to human resource management.

Recruitment and Selection (IHRM practice 1)
 Human resource management, the process of selecting and
hiring employees, should be mapped to personnel practices
that act as the key to an organization's success. There are
many different practices, but which one is functional,
functional, and effective today and how they affect employee
productivity
 Recruitment and selection
 Recruiting refers to the process of identifying, attracting,
interviewing, selecting, hiring, and hiring employees. In
other words, it includes everything from identifying the need
for staffing to meeting it. Recruitment is the responsibility of
many workers, depending on the size of the organization.
Larger organizations may have an entire team of recruiters,
while other organizations may have only one recruiter.

Performance Management (IHRM practice 2 )
Performance management is a business management tool that
helps managers monitor and evaluate the work of their
employees. The goal of performance management is to create
an environment where people can perform at their best and
perform the highest quality work most efficiently and
effectively. A formal performance management program
helps managers and employees identify eye-to-eye
expectations, goals, and career progress, including how an
individual's work aligns with the company's overall vision.

Training and Development (IHRM practice 3 )
Training and development refer to educational activities
within an organization created to improve the
knowledge and skills of employees while providing
information and instructions to better perform specific
tasks. Training is a short-term reaction process for
people and processes, and development is a continuous
preventive process for managers. Employee training is
about developing additional skills, and development is
about developing an overall personality.

Synthesis of Key Issues
There are many issues which are faced by the
company’s HRM when working internationally, which
includes the following-
 Lack of familiarity with new culture
 Lack of training
 Expatriates not settling down

Conclusion/Summary
 It is concluded from this PPT that the International HRM plays an essential role in the working of
international business as it makes the functioning easy. There are different IHRM practices which are
followed in business so that the business venture can be successful. These include training and development,
recruitment and selection, performance management and many others.

Reference List
Sinha, P., Patel, P. and Prikshat, V. eds., 2022. International HRM and Development in Emerging Market
Multinationals. Routledge.
Wood, G., 2019. CULTURALISTS AND INSTITUTIONALISTS IN INTERNATIONAL HRm. Critical Issues
in Human Resource Management: Contemporary Perspectives, p.263.
Aust, I., Muller-Camen, M. and Poutsma, E., 2018. Sustainable HRM: A comparative and international
perspective. In Handbook of research on comparative human resource management. Edward Elgar Publishing.

Questions?

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