International HRM: Practices, Challenges, and Analysis

This report provides an overview of International Human Resource Management (HRM), emphasizing its significance in multinational corporations. It explores key HRM practices such as providing job security to employees, investing in relevant training programs, and hiring the right candidates. The report highlights the challenges faced by HR managers in international settings, including cultural and language differences. It analyzes the importance of these practices for an international business, focusing on employee motivation, skill development, and organizational success. The critical analysis section evaluates the benefits and drawbacks of each practice, offering insights into their impact on employee morale, training costs, and the overall hiring process. The report concludes by underscoring the importance of adhering to strict legal guidelines and addressing communication gaps arising from cultural and language differences in international HRM.

International HRM

Table of Contents
 Introduction
 Importance of HR practices for an international business
 Providing security to employees
 Training for relevant skills
 Hiring right candidate
 Critical Analysis
 Conclusion
 References

Introduction
 International human resources describe the procedure what is useful in procuring allocating and
prominently using the human capital within the multinational corporation. In this context the international
HRM deals with the typical HRM functions including training and development performance appraisal
recruitment and selection and so on at the global level. International HRM promotes globalisation within
the business environment that leads to enhance and improve the domestic organisations (Psychogios and et.
al., 2016). Moreover it also includes the prominent management of global employees regarding the success
and failure of the international ventures. It also becomes a challenge to retain and train employees at the
global organisation as to manage the employees and their belongings at the different geographical locations
and countries are quite difficult.

Importance of HR practices for an international business
 In order to operate an organisation at international level it is important human resource manager to have
strong practices and policies that address the requirements of many people and also leads to motivate
them towards their work. In terms of this, various challenges which HR managers face at the
international level is majorly concerned with the language and culture as many people comes from
different areas and they have their own perspective that might clash with others. In terms of this, the
HR manager need to provide suitable training to employees and also provide job security to them to be
stable.
 For instance, written policies about health and safety are required for an organisation that has more than
five employees and they work under the formal disciplinary and grievance procedure.

Providing security to employees
 It is considered as the best human resource practice regarding offering security to employees for their
employment services as it heats to motivate employees and their performance.
 In this context life is unpredictable and work is considered as the stable element that is significant for
most of the people in order to manage and maintain their living standard.
 The international human resources need to make sure that their employees are treated in fair and equal
manner by the employers and also have friendly working environment that leads to motivate their
performance and helps in boosting their moral.

Training for relevant skills
 The prominent HR practices describe that organizations need to invest prominently in the training program
and budget for their employees in order to enhance their learning and knowledge.
 As after hiring best candidates within the company the recruiters need to make sure that they always remain
in the field evaluate the new talent for their organization and also update the new trend among their
employees for the development of both company and employees as well.
 In relation with this employees learn with the prominent criteria as 70% of the learning is belongs from
challenging assignments 20% belongs from development relationship and 10% comes from formal course
work and training (7 Human Resource Best Practices, 2020).

Continuation
 Therefore learning has become important
regarding the latest generation as the
personal growth and great learning of
younger employees is much more
significant in comparison to older
generations. Because the next generation
work more actively and looking forward
for their developmental opportunity in
order to develop their career and grow in
their profession.
(7 Human Resource Best Practices, 2020)

Hiring right candidate
 Recruiting best and right candidate within the organization is also considered as the best HR practices as it
leads to enable the organization in order to bring employees to add value within the company.
 At the time of hiring employees HR manager analyze three prominent factors among the candidate by
analyzing the ability of the individual to perform the job as does the candidate have prominent technical and
soft skill and smart enough to perform the job.
 In this context common selection instrument include IQ test, unstructured interview, personality assessment,
reference check, peer assessment and work test.
 In relation with this, bringing suitable candidate within the organization in order to enhance competitive
advantage is tough job HR manager is it need proper analysis and evaluation of their skills.

Critical Analysis
By considering the above information, it is analyzed that all the discussed three HR
practices are important for the smooth and effective running of an organization. In this
context, job security is beneficial as it leads to enhance the morale and overall performance
of employees but it has some drawback as employees might misuse their job security and
do not work properly. Moreover, training is important as it leads to improve the overall
skills and knowledge of employees that is beneficial for both employees and organization
but it also has its drawback as it is quite costly for the company. Despite from this, hiring
right candidate is beneficial as it leads to reduce training and development cost but it also
has its drawback that it is a lengthy process that take lot of time to hire right candidate in
an organization.

Conclusion
 Therefore, from the preceding information it is analyzed that international human
resources is also worked with the domestic human resources but at the international level
the legal legislations and guidelines are more strict that should be followed by each and
every employee and employer as well. In this context hiring employee at international
level is also quite tough because the candidates belong from various countries and nations
that leads to develop communication gap among them. Communication gap occur because
of differences in culture and language that can be come hurdle for the growth and
development of an organization.

References
 Rodriguez, J.K., Johnstone, S. and Procter, S., 2017. Regulation of work and employment:
advances, tensions and future directions in research in international and comparative HRM.
 Psychogios, A and et. al., 2016. A three-fold framework for understanding HRM practices in
South-Eastern European SMEs. Employee Relations.
 Brewster, C., Boselie, P. and Purpura, C., 2018. HRM in the International Organizations.
In HRM in Mission Driven Organizations (pp. 79-114). Palgrave Macmillan, Cham.
 Syed, J. and Ozbilgin, M., 2019. Managing diversity and inclusion: An international
perspective. SAGE Publications Limited.
 Brewster, C and et. al., 2016. International human resource management. Kogan Page
Publishers.
 Thite, M. ed., 2018. E-HRM: Digital approaches, directions & applications. Routledge.

References
 Cooke, F.L., 2018. Concepts, contexts, and mindsets: Putting human resource management research
in perspectives. Human Resource Management Journal, 28(1), pp.1-13.
 Chiang, F.F., Lemański, M.K. and Birtch, T.A., 2017. The transfer and diffusion of HRM practices
within MNCs: lessons learned and future research directions. The International Journal of Human
Resource Management, 28(1), pp.234-258.
 Wood, G., Dibben, P. and Meira, J., 2016. Knowledge transfer within strategic partnerships: the case
of HRM in the Brazilian motor industry supply chain. The International Journal of Human Resource
Management, 27(20), pp.2398-2414.
 Dumont, J., Shen, J. and Deng, X., 2017. Effects of green HRM practices on employee workplace
green behavior: The role of psychological green climate and employee green values. Human
Resource Management, 56(4), pp.613-627.
 Edwards, T and et. al., 2016. Global standardization or national differentiation of HRM practices in
multinational companies? A comparison of multinationals in five countries. Journal of International
Business Studies, 47(8), pp.997-1021.

References
 Farndale, E and et. al., (2017). A vision of international HRM research. The International Journal
of Human Resource Management. 28(12). pp.1625-1639.
 Cooke, F.L and et. al., (2019). How far has international HRM travelled? A systematic review of
literature on multinational corporations (2000–2014). Human Resource Management
Review. 29(1). pp.59-75.
 Budhwar, P.S., 2016. International human resource management. Edward Elgar Publishing
Limited.
 Poór, J and et. al., 2019. Internationalisation of human resource management: focus on Central
and Eastern Europe. Nova Science Publishers.
 Marler, J.H. and Parry, E., 2016. Human resource management, strategic involvement and e-HRM
technology. The International Journal of Human Resource Management, 27(19), pp.2233-2253.
 Crawshaw, J., Budhwar, P. and Davis, A. eds., 2020. Human resource management: Strategic and
international perspectives. SAGE Publications Limited.

Thank You