International Business Recruitment Challenges and HR Analysis Report

This report analyzes an article discussing the challenges companies face in international recruitment and the critical role of Human Resources (HR) in global talent management. The analysis identifies key issues such as varying recruiting cultures, labor shortages, and the disconnect between local and international recruiting techniques. It explores relevant theoretical concepts, including aligning human talent with organizational goals, efficient recruitment strategies, and legal compliance. The report also examines related policy issues, such as visa timelines, relocation challenges, bias towards local talent, work-life balance, and employee retention. A critique of the article highlights the need for HR professionals to look beyond traditional local strategies, understand local hiring cultures, and integrate automated recruitment processes. The report emphasizes the importance of local expertise and media plans to improve global talent acquisition strategies and offers insights for HR professionals to overcome international recruitment challenges. The report is based on an assignment submitted to a university by a student.

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https://www.workforce.com/2013/03/04/companies-struggle-to-recruit-internationally/
Discussion of the article and important issues
The human resources are required to do an improved job of international aptitude
management as companies brawl to recruit transnationally. The companies are intensifying its
range globally and most of the growth is imminent from the developing markets. In order to
encounter the growth aspects, talent management has been capable of quickly obtaining
overseas employees. There is no link between the native and global recruiting techniques
which makes problematic for the HR (human resource) managers to upkeep with the
organization’s persistent need for the universal talent acquisition. The workforce is becoming
universal but there is one out of four believe HR teams top at obtaining and holding global
talent. There are over 80% of executives who believe that active talent management is a vital
to accomplishment and just 24% consider that the HR team is competent to assist their
globalization approach. The thing which cannot be replicated by the competition is talent
worktop. The HR professionals have a significant role to play in the international talent
attainment but the professionals are required to look afar the tried and true local employing
strategies to encounter the expectations (Brannen, Piekkari, and Tietze, 2017). The
professionals are required to contract with the varying education structures in the several
nations accompanied by the restricted talent pools and ferocious competition from
international and local trades for the best people. The important issues identified in the article
are:
 There is a different recruiting culture in every part of the world and there are labor
shortages everywhere.
 The interruption between the local and international employing techniques makes
problematic for the HR executives to sustain with the company’s requirement for the
universal talent acquisition.
 Effective talent management also issues as a key to the success of the organization.
Underlying theoretical concepts relevant to the article
HR professionals are required to align human talent with the goals of the organization. The
company can be sure that it has an appropriate set of skills to assist the business through
strategic recruitment and selection. The recruitment is not just about filling the vacancies but
it’s all about recognizing the skills, expertise, and leadership for the business growth and can

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outperform in the competition. Recruiting efficiently does not mean to recruit at the lowest
cost but an organization does not like to spend on recruitment and hiring than it has decided.
Efficient recruiting is identified to be putting the right job advertisement in the right place in
order to appeal the right candidates at the appropriate time (Cuervo-Cazurra, 2016). The
recruiting comprises forming an application process which encourages employees than
deterring them. It utilises time and resources of the organization and convert to the job
applications. The organizations are required to establish a process which is capable of getting
the talent for the job and in the cost effective manner. Add on, the organizations are even
required to underlie theoretical concept like to comply with the legal requirements. HR
professionals aim to assist employees through the formalised process which cuts the violation
risks and sustains the business in staying fair and being transparent in its hiring (Gupta, and
Bhaskar, 2016).
The organizations can go for external recruitment in order to expand the talent pool which is
required to bring specialized skills. The external recruitment is quite harder than the internal
recruitment. Before recruitment, it is required by the organizations to analyze the job
properly. The organization should systematically review the skills required from the job
along with the personal characteristics of the candidates. The HR professionals should
develop a target plan to reach the candidates with the required skills (Brewster, and
Hegewisch, 2017).
Related policy issues and debate around the issue
There are several policy issues concerned with the article. The biggest issue faced in
recruiting internationally is the timeline. It can take a long time for the candidates to attain
visa of the foreign country. The organization is required to keep everyone engaged and wait
for the immigration department to process the documents of the employees. The HR
professional faces complexity in hiring, onboarding and compliantly employing people in the
international markets. Every organization has challenges and associated with the people
which can reduce the complexity to be immensely beneficial (Neelankavil, 2015). The issue
is also faced in discovering people who want to relocate. It is the biggest challenge for the
HR professional to source transnational candidates. The professionals face issue in
identifying whether the candidate wants to relocate or not. When the individuals are open to
the relocation than it shows that they are even ready for a job change as well. One of the
issues to be faced recruiting internationally is biased towards the local talent. It has been

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viewed that employers do not seem to prefer expatriates (Zander, McDougall-Covin, and
Rose, 2015). The top priority is given to the local employees of own nation. Another issue
identified is to assist employees in maintaining a work-life balance. It is the major issue to be
faced when recruiting internationally to deal with the work-life balance. It also causes family
issues which can be a main interruption during relocation. Employee retention is another
issue to be identified in the international recruitment process. The employees are likely to
return to the home country as soon as the project ends. The corporate culture and working
environment have a great role in the retention of the employees (Stahl, and Tung, 2015). The
employees are even likely to leave the organization if the benefit packages are not up to a
limit.
Critique
The HR professionals have a significant part to play in the international talent attainment but
they are required to see outside the tried and true local employing strategies in order to
encounter the prospects of the organization. It can be figured out by dealing with the regular
education systems in the several nations along with the restricted talent pools and violent
competition from international and local businesses for the finest people. The professional is
required to comprehend the local hiring culture functions. It is tough for HR professionals to
assist international business units because global policies do not work (Picciotto, 2017).
There is a regular battle in the countries for the best talent. The capable candidates are lost to
the competitors. But the process can be in line with the local standards by listening to the
local experts properly. It is an effective instant solution. The local experts are considered to
be the best device in the battle to enhance global talent attainment strategies. When it comes
to CH2M Hill, the strategy reports are created for each nation which describes demographic
information comprising local hiring encounters, local and global contestants, talent pool
availability, common drivers to entice talent and salary prospects (Tarique, Briscoe, and
Schuler, 2015). Functioning with the local recruiters helps to construct a media plan which
attains the benefit of the best local employing strategies. The article ignores the motives
behind the job incentives and the ways to overcome recruitment challenges. An automated
recruitment process is also required to be comprehended as it defuses the challenges in the
recruitment process (Welch, and Björkman, 2015). Setting up an automated email system is
just as it recounts the bad experience of the customers which can even damage the
employer’s reputation and discourage future applicants. The organizations should integrate

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the best features of the automation along with sustaining the irreplaceable advantages of HR
alive and well in the workplace.

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References
Brannen, M.Y., Piekkari, R. and Tietze, S., 2017. The multifaceted role of language in
international business: Unpacking the forms, functions and features of a critical challenge to
MNC theory and performance. In Language in international business (pp. 139-162). Palgrave
Macmillan, Cham.
Brewster, C. and Hegewisch, A., 2017. Human resource management in Europe Issues and
opportunities. In Policy and Practice in European Human Resource Management (pp. 1-21).
Routledge.
Cuervo-Cazurra, A., 2016. Corruption in international business. Journal of World
Business, 51(1), pp.35-49.
Gupta, S. and Bhaskar, A.U., 2016. Doing business in India: cross-cultural issues in
managing human resources. Cross Cultural & Strategic Management, 23(1), pp.184-204.
Neelankavil, J.P., 2015. International business research. Routledge.
Picciotto, S., 2017. Rights, responsibilities and regulation of international business.
In Globalization and International Investment (pp. 177-198). Routledge.
Stahl, G.K. and Tung, R.L., 2015. Towards a more balanced treatment of culture in
international business studies: The need for positive cross-cultural scholarship. Journal of
International Business Studies, 46(4), pp.391-414.
Tarique, I., Briscoe, D.R. and Schuler, R.S., 2015. International human resource
management: Policies and practices for multinational enterprises. Routledge.
Welch, D. and Björkman, I., 2015. The place of international human resource management in
international business. Management International Review, 55(3), pp.303-322.
Zander, I., McDougall-Covin, P. and Rose, E.L., 2015. Born globals and international
business: Evolution of a field of research. Journal of International Business Studies, 46(1),
pp.27-35.