MgMT20144: International Staffing and Cultural Differences

This presentation addresses the challenges contemporary organizations face with international staffing, particularly in the context of cultural differences. It provides an overview of International Human Resource Management (IHRM) and its significance in a globalized world. The presentation highlights challenges such as recruitment difficulties, CV screening disparities, interview process variations, expatriate issues, and training complications. A corporate example, Gamescorp Plc's expansion into China, is used to illustrate the application of Hofstede's cultural dimensions. The presentation further offers creative solutions to overcome these challenges, including intensive training, open communication, explicit research, and developing associations with diverse cultural groups. The conclusion emphasizes the importance of cultural awareness in international staffing for businesses seeking global competitiveness.

INTERNATIONAL
STAFFING AND
CULTURAL
DIFFERENCE

Introduction
■ This presentation states about various challenges do
contemporary organizations face with their international staffing
approaches in the context of cultural differences.
■ One real life corporate example is also presented in relation with
relevant theories or concepts.
■ At last, creative solutions were recommend for organization on
this issue.

Overview
■ Operating human resource across cultural and geographic
boundaries often found challenging and difficult for the
organisations.
■ As the business started to expand into global marketplaces or as
they start recruiting employees from diverse cultural and
geographic backgrounds, they may face various approaches
towards cultural diversity and differences in order to synchronise
individual goal with the organisational mission and strategies
(Stahl et al, 2012)

About IHRM
■ International Human Resource Management (IHRM) is an
innovative and dynamic changing extent with including various
HR practices in the international marketplace. Tarique & Schuler
(2010) defined it as a club of actions used to control and manage
all the resources at global level to attain the company objective
effectively.
■ One of the key advantages of global HRM is to create awareness
related to cross cultural activities through the geographical
boundaries as with advent to strong forces of globalisation, it is

Challenges do contemporary
organizations face with their
international staffing
■ Conferring to a New York Times report, there are only 5 African-
American CEOs out of Fortune 500 corporations (Donnelly, 2018).
This shows that how much cultural difference impacts
international HR practices of an organisation.
■ The cross cultural challenge just starts with finding sources of
recruitment and selecting the right channels of job marketing is
the very first step on the way to hire the best applicant for the
vacant position (Daim et al, 2012)

Challenges do contemporary
organizations face with their
international staffing
■ The next thing is the CV screening as individual from different
cultural backgrounds have un-similar way of presentation of CV.
For instance, in most of Asian nations like China, South Korea and
Japan, applicants often treat education as the most significant
aspect in resume/cv and therefore, place the related information
on top just right below personal information.
■ On the other hand, Western recruiters generally assess resume
depend on applicant experiences and skills.

Challenges do contemporary
organizations face with their
international staffing■ The next challenge comes in staffing is the interview, recruiters may face
problem as of differences in cultural perception. As in international staffing,
each candidate will have a different way to answer in terms of verbal
language, body language postures and so on. It may hamper the staffing
process and can be a reason to reject potential talent by the interviewer.
■ At last, at the time of hiring decision, the ultimate objective is to recruit the
potential applicant who can contribute to best of the organisation and fit with
the organisation culture. This requires more efforts from the side of recruiters
and the most ideal recruitment team should have member engagement from
various cultures.

Challenges do contemporary
organizations face with their
international staffing
■ The next unique challenge that an organisation can face in case
of international staffing is the “expatriate issue”.
■ Expatriates are the citizens of one nation working in another and
some of common issue with expatriates assignment in cultural
context includes – work adjustments, lifestyle issue, family
adjustment, poor performance, language skills and difficult with
new environments (Colakoglu & Caligiuri, 2008).

Challenges do contemporary
organizations face with their
international staffing
■ This also results in difficulty in training as company is required to
develop training plan differently for each employee comes from
different cultural background so as to use best of the skills.
■ Sometimes, this situation results in cultural shock which can be
defined as distressing reaction to rapid change in cultural setting
and therefore, negatively impact on individual ability. However,
majority of the people overcome cultural shock in their own time,
however, some might unable to continue with their position and
become overwhelmed.

Example of Corporate with
Hofstede Cultural difference
model
■ Taking an example of corporate organisation, Gamescorp Plc is
an UK-based organisation that offers PC playoffs and currently
running their corporate successfully in Europe. The company is
looking for another market to expand their business and
therefore, decided China as a preferable marketplace.
■ It is necessary to take out proper study on cultural difference for
undertaking their staffing practices successfully and effectively.

Example of Corporate with
Hofstede Cultural difference
model
■ The first dimension is the power difference where China admits a
society with disparity and individual in UK thinks that disparities
must be minimised (Bian & Veloutsou, 2017). Furthermore, the
class system constantly been a challenge for the society and
organisation in the British culture.
■ To expand in China, the company considers ability of leadership
differs from individual to individual. As in China, there are
inequalities in the society, it must have eased the process of
company in case of staffing in extent with government support.

Example of Corporate with
Hofstede Cultural difference
model
■ The next dimensions are collectivism and individualism. In UK,
there is a culture of individualistic where children at very early
age choose for their aims of life that uniquely contributes to the
community as well (Bian & Veloutsou, 2017).
■ On the other hand, China includes a culture of collectivist and
considering this, individuals offer care in return of loyalty. In
Gamescorp Plc, the ream work thus is highly rely on the leaders
and their directions.