Critical Human Resource Practices for International Business Success

This report delves into the crucial human resource practices essential for the success of international businesses. It identifies and analyzes three key areas: employee benefits, training and development, and talent acquisition. The report explores the significance of employee benefits in attracting and retaining a skilled workforce, examining examples from companies like Microsoft, M&S, and Vodafone. It then discusses the importance of training and development programs in enhancing employee performance and addressing the challenges associated with their implementation. The report also highlights various training methods and their benefits. Finally, the report focuses on talent acquisition strategies, emphasizing the need for effective recruitment processes to secure the right talent for global operations. The report concludes by synthesizing key issues related to these practices and recommending their adoption for effective IHRM.

Three most important HR practices
for an International business

Table of Contents
 Introduction
 Main Body
 Conclusion
 References

Introduction
International Human resource management takes into consideration
different strategies and practices with an intention to attract and retain
ideal workforce with the organisation (Brewster, and et al., 2016).
IHRM carries a summation of all the activities which are aimed at
appropriate management of human resources with a multinational
organisation.

Main Body
Operating on a global level is a challenge for business organisation as
there are distinct culture, value, beliefs and methods of doing a task.
Considering the situation, human resource team is given with a
responsibility to deal with the issues and assure that productivity is not
compromised of a business.

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Below mentioned are best of the international human resource
practices designed to manage workforce at a global level.
1. Employee Benefits
2. Training and Development
3. Talent Acquisition

1. Employee Benefits
These are known to be perk and benefits mostly non-financial which
are offered to employee who is working with an organisation. They are
attached to basic salary to form a good package and to attract better
talent towards the organisation (Dickmann, Brewster and Sparrow,
2016). These benefits incline to increase the value they tend to receive
from the employer.

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Critique of employee benefits
There is no denying in the fact that employee benefits have been
helpful in improving overall productivity and performance of the
business in the economy (Lee, Lin and Huang, 2017). However, there
are numerous shortcoming which are to dealt effectively so that a
business is able to attain normalcy in their operations.

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Below mentioned are some of key benefits which are offered by major
multinational organisations.
 Microsoft : Health benefits, planning for the future, work line balance and
family care.
 M&S: performance rewards, 20% employee discounts, sharebuy, pension and
holidays.
 Vodafone: Wellbeing, lifestyle, discounts, protection and lastly pension.

2. Training and Development
The tool of training and development have been widely recognized in
the organisation’s and carries a higher rate of success for the
organisation operating overseas as well (Ayentimi, Burgess and Brown,
2018).

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Critique of Training and development
As discussed training and development involves measures which are
helpful in improving the performance of the business. With additional
performance, there comes lots of additional burden on the company in
the form of time and cost (Collings, Wood and Szamosi, 2018)

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Best training and development approaches employed in large
corporation supported with examples.
1. Using multi training methods
2. E-learning
3. Training Centre

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Below is the brief description of the crucial benefits which are derived
out of employing appropriate training and development tactics.
1. Better Performance
2. Employee satisfaction
3. Less need for supervision

3. Talent Acquisition
Talent Acquisition is a process which assures that suitable talent is
being hired with the organisation. Undertaking of suitable approaches
makes sure that organizational requirements are fulfilled through
recruiting right talent with the business.

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Critique of Talent Acquisition
Considering the global scale for an organisation it is very difficult for
Human Resource Manager to make sure that appropriate demand and
supply of workforce is maintained. The distinct approaches which are
employed by human resource management are helpful in identifying
the right person for the right job (Brewster and et al., 2016).

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Below is the description of best practices of talent acquisition
employed by different organisation which are operating at a global
level.
Peer reviewed hiring
Company’s Website
Social Media

Synthesis of key issues to the practices
It is very essential to identify the key elements which in international human
resource practices so that they are dealt with in an appropriate manner.
 The key element is the difference in expectation and demands and cultural
values of people working for multi-national corporation. The employee
benefits which are designed by an organisation keeps in consideration the
larger section of the workforce and may not be able to satisfy the
expectation of some.

Conclusion
It can be concluded from the above presentation that managing of
human resources at multinational level is a difficult task. Therefore, it
recommended business to opt for the above mentioned three best
practices of human resource management. First is employee benefits, if
the workforce believes that they are getting value through the perks
and benefits which are offered at the company there are lesser changes
that they will leave the job.

References
Brewster, C. and et al., 2016. International human resource management. Kogan Page Publishers.
Reiche, B.S., Harzing, A.W. and Tenzer, H. eds., 2018. International human resource
management. SAGE Publications Limited.
Dickmann, M., Brewster, C. and Sparrow, P. eds., 2016. International human resource
management: contemporary HR issues in Europe. Routledge.
Sekiguchi, T., Froese, F.J. and Iguchi, C., 2016. International human resource management of
Japanese multinational corporations: Challenges and future directions. Asian Business &
Management, 15(2), pp.83-109.
Ayentimi, D.T., Burgess, J. and Brown, K., 2018. A conceptual framework for international
human resource management research in developing economies. Asia Pacific Journal of Human
Resources, 56(2), pp.216-237.

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 Lee, Y.D., Lin, C.C. and Huang, C.F., 2017. An overview of contemporary international human
resource management studies. Library Hi Tech.
Warner, M., 2017. Book review: International human resource management and global business.
Miedtank, T., 2017. International human resource management and employment relations of Chinese
MNCs. Chinese Investment in Europe: Corporate Strategies and Labour Relations, Brussels: ETUI,
pp.79-95.
Milanović, S., 2017. Human Resource Management in the Conditions of Globalization. Teme-Časopis
za Društvene Nauke, 41(1), pp.297-299.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical approach.
In Human resource management (pp. 1-23). Routledge.
Ahmed, F. and Akram, S., 2016. International Human Resource Management: Policies and Practices for
Multinational Enterprises. South Asian Journal of Management, 23(2), p.154.

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Recruitment Journey, 2020. [Online]. Available through: <https://careersuk.virgin-
atlantic.com/recruitment-journey>.
Benefits & Perks, 2020. [Online]. Available through: <
https://careers.vodafone.co.uk/benefits-perks>.
Benefit, 2020. [Online]. Available through: < https://careers.microsoft.com/us/en/benefits>.
Training and development at Vodafone, 2020. [Online]. Available through: <
https://www.vodafone.co.uk/cs/groups/public/documents/contentdocuments/
vfcon072164.pdf>.

Thank-you!!