International HRM: Expatriation Challenges and Business Solutions

This report delves into the complexities of international human resource management, specifically focusing on the challenges associated with expatriation. Drawing upon an interview with an HR officer from Woolworths, the report explores issues such as cultural differences, language barriers, and the impact of HRM practices on expatriate success. It examines the importance of cultural intelligence, the need for standardized HRM practices, and the influence of cultural context. The analysis highlights the impact of staffing policies, legislative parameters, and the significance of diversity in a global business environment. The report evaluates talent management strategies, the importance of addressing cultural discrimination, and the impact of language barriers. The conclusion emphasizes the need for strategic alliances, verification of documents, and revisions of compensatory benefits, offering an action plan to improve HRM practices and enhance the success of expatriate assignments. The report emphasizes the importance of cultural intelligence and adapting to new environments. This comprehensive analysis offers valuable insights into the challenges and solutions for effective international HRM.

Running head: MANAGEMENT
International and comparative human resource management
Name of the student:
Name of the university:
Author note:

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Table of contents
Description.................................................................................................................................2
Feelings......................................................................................................................................2
Analysis......................................................................................................................................3
Evaluation..................................................................................................................................4
Conclusion..................................................................................................................................5
Action plan.................................................................................................................................6
References..................................................................................................................................8
Bibliography...............................................................................................................................9

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Description
Mehul Purohit, working in Woolworths, encountered several issues while working in
China. These issues revolved around affectation of the competencies in the process of
meeting the expectations of the specialized officer. The stay was dependent on the business
requirements. As a matter of specification, Mehul spoke that he faced issues in the areas of
technical abilities, cross cultural suitability, proficiency in language and knowledge transfer.
Demarcation of HRM practices and language barriers were one of the main components in
the case of expatriation (Brewster et al. 2016). Mutual understanding is vital among the staffs
of Woolworths in terms of formulating effective policies. For this, the important attributes are
consistency, transparency and alignment of the performance with that of the identified and
specified objectives.
International human resource management is also catered in this context for assessing
the ways in which the businesses can be outsourced to the external environment. Within this,
policies plays an important role. I think thorough research of the marketing condition is
needed in terms of penetrating into the foreign markets. I have learnt that there are various
approaches towards this expansion: ethnocentric, polycentric and parent country national. In
this context, Reiche et al. (2018) is of the view that the aspects of planning, agenda creation
and assessment is effective in terms of seeking an insight into the ways in which the
standards and quality of the services can be improved. I also feel that cultural context is vital
in terms of enhancing the diversity of the workplaces like that of Woolworths. Involving the
expatriates in the programs is the typical examples in this context.
Feelings
After interviewing Mehul Pandit, I felt very concerned about the future of the
businesses in terms of globalization. In this context, the aspects of standard HRM practices,
cultural issues, policies have particularly grabbed my attention. Ineffective control

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mechanisms aggravates the complexities of the businesses of Woolworths in terms of
managing and controlling the performance. This situation is also a challenge in terms of
planning for expansion (Sparrow, Brewster and Chung 2016). I can mention about the aspect
of non-comparable data, which acts as an obstacle in the process of journey mapping for the
market position in the competitive ambience of the market. I can also refer to the aspect of
individualism vs collectivism, which is accounted as important dimension for enhancing the
culture of the workplaces like that of Woolworths. I feel that individual skills, competencies
ad abilities of the employees is a part of the whole, contributing to the enhancement of the
productivity.
Changes in the staffing policies and structures help in altering the business outlook. I
feel that these changes erupt out of the negative results in terms of the human resource
management practices. In this context, I can mention about the aspect of locals and
expatriates, who possess different needs. Therefore, Isichei and Collings (2016) is of the view
that flexibility is needed in the mechanisms to alter the staffing policies with due
consideration to the time. I am particularly concerned about the issues of family settlement,
cost of living, adjustment issues and performance management issues, which leads to the
expatriation failures. As a result of this, they feel it difficult to adjust in a new environment.
Analysis
I have learnt that legislative parameters are crucial for standardizing the HRM
practices in the workplaces like that of the Woolworths. This intervention is effective in
terms of implementing the latest version of the regulations for executing the businesses
according to the requirements. I have gained an insight into the approaches of consistency,
transparency and alignment, which helps in maintaining the order and harmony within the
business. Within this context, I can cite the reference of the ethnocentric and polycentric
approaches, which reflects the cultural aspect within the HRM practices. Diversity is crucial

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in terms of globalizing the business into the foreign markets (Meyer and Xin 2018).
According to my perceptions, most of the issues revolve around the settlement of the
expatriates in the home and the host country nationals. This situation gives rise to the
thoughts regarding settling permanently in the host countries. However, I feel that it is a
problem for the government in terms of altering the staffing policies for the expatriates,
which might strain the budgets.
Affirming to the arguments of Vaiman et al. (2018), I am also concerned about the
settlement issues in the host country, which compels the expatriates to feel the situation of
being stranded on an island. Relocation is also an issue in terms of getting better job
prospects for attaining professional development. Within this context, I can also cite the
reference of the language barriers, which is a potential issue in terms of settlement. Breaches
of the psychological contract is a serious challenge in terms of legalizing the HRM practices.
Evaluation
Synthesizing the responses of Mehul Purohit, I have gained an insight into the fact
that talent management strategies are adopted by Woolworths for yielding higher investment
returns. However, it is striking to note that difficulties prevail in the preparation of strategies
for the expatriates. I think this situation indicates discrimination, degrading the cultural
elements. The most affected ones are the expatriates planning for relocation (Podnar, Kohont
and Jancˇicˇ 2017). Calculations regarding the promotions of the expatriates affects the plans
on investment for the returns. There is a lack of effective policies, which indicates the
helpless condition for the expatriates in the host country. In this case, incapability and
incompetencies of the management is a challenge in terms of professional development.
Even the package benefits are not proper, which adds to the tragic fate of the
expatriates in terms of settlement. I am also concerned about the battles between cultural
norms and the individual thoughts and perceptions, which adds an interrogative parameter to

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the culture of both the parent and the host country. Language barriers is one of the issues,
which I think is the main problem for the expatriates in terms of making settlement plans.
This barriers are accounted as a challenge in terms of maintaining the cultural values. There
are specific skills, which the expatriates are to expose for getting better settlement in the
parent or host country (Pokharel 2016). I have gained an insight that these skills are core and
the augmented skills, which prepares the individuals for the challenges, which is beneficial in
terms of enhancing the core competencies and abilities.
Conclusion
Expatriation is a serious challenge in terms of enhancing the organizational culture of
workplaces like that of Woolworths. Improper staffing policies is an issues in terms of
standardizing the practices according to the requirements. Ethnocentric approach towards
maintaining the cultural values is important in terms of diversifying the workplace culture to
the threshold of the international markets. Breaches of contracts contradicts the approach
towards preserving the cultural values. Therefore, the need of the hour is strategic alliance
with the European Unions, which would be effective for gaining awareness about the latest
revisions and trends in the business policies, especially that of the competition.
Verification of the documents-recruitment and selection policies, work permit, visa
and apprenticeship is vital for adding authenticity to the practices. I also feel that creation of
the transactional teams would be effective for brands like Woolworths in terms of
diversifying the workplace culture. Mapping the selection criteria would also be beneficial in
terms of assessing whether the desired candidates have been selected. Apart from this,
revision of the compensatory benefits is also needed for developing balance in the expenses
of the expatriates in the parent and the host country. Feedbacks are also needed in terms of
ensuring whether the plans are feasible in terms of ensuring the satisfaction of the expatriates.
Interviews and surveys would be effective in terms of gaining an insight into the approaches

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of the expatriates towards the services. Revising the returns on investment would be effective
for expanding the target base of the customers. Cultural scores of individualism and
collectivism is to be calculated in terms of making plans for enhancing the preconceived
skills, expertise and knowledge of the clients and customers.
Action plan
Activities Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
Meeting with
the members
of the
European
Union
Meetings
with the trade
union
members
Revision of
the selection
and
recruitment
policies
Verification
of the
documents

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Team
development
Revision of
the
compensatory
benefits
Improvising
the returns on
investment
Information
search on the
cultural
values
Fig: Action plan
(Source: created by the author)
I think that this plan would be effective for standardizing the HRM practices of the
brands like Woolworths. Revision of the policies would alter the business structure.
Consciousness to the preservation of the cultural elements would be effective in terms of
enhancing the standards and quality of the business (Fee and McGrath-Champ 2017).
Verification of the documents needs time as the expatriates would get the signed documents,
which can delay the process. However, time management is crucial in terms of averting
delays, which would be effective for enhancing the efficiency in the operations according to
the standards.

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References
Brewster, C., Vernon, G., Sparrow, P. and Houldsworth, E., 2016. International human
resource management. Kogan Page Publishers.
Fee, A. and McGrath-Champ, S., 2017. The role of human resources in protecting
expatriates: Insights from the international aid and development sector. The International
Journal of Human Resource Management, 28(14), pp.1960-1985.
Isichei, M. and Collings, D.G., 2016. Geocentric management. In Encyclopedia of Human
Resource Management. Edward Elgar Publishing Limited.
Meyer, K.E. and Xin, K.R., 2018. Managing talent in emerging economy multinationals:
Integrating strategic management and human resource management. The International
Journal of Human Resource Management, 29(11), pp.1827-1855.
Podnar, K., Kohont, A. and Jancˇicˇ, Z., 2017. Employee development in the international
arena: internal marketing and human resource management perspectives. Strategic
International Marketing: An Advanced Perspective, 153.
Pokharel, B., 2016. Triumph over failure of expatriate in an international assignments from
the international human resource management perspective. International Journal of Business
and Management, 11(5), p.310.
Reiche, B.S., Harzing, A.W. and Tenzer, H. eds., 2018. International human resource
management. SAGE Publications Limited.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Vaiman, V., Sparrow, P., Schuler, R. and Collings, D.G. eds., 2018. Macro talent
management: A global perspective on managing talent in developed markets. Routledge.

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Bibliography
Beaverstock, J.V., 2017. The spatial mobility of corporate knowledge: expatriation, global
talent, and the world city. In Mobilities of knowledge (pp. 227-246). Springer, Cham.
Collings, D.G. and Isichei, M., 2018. The shifting boundaries of global staffing: Integrating
global talent management, alternative forms of international assignments and non-employees
into the discussion. The International Journal of Human Resource Management, 29(1),
pp.165-187.
Guo, Y., Rammal, H.G. and Dowling, P.J., 2016. Global Talent Management and Staffing in
MNEs. Emerald Group Publishing.