Staffing and Planning for Global Expansion: A Comprehensive Report

This report analyzes staffing and planning strategies for international expansion, specifically focusing on a host country national approach. It explores the advantages of this strategy, such as mitigating language barriers and understanding local laws. The report includes a detailed compensation plan comparing Mexico and the United Kingdom, outlining salary, benefits, and legal requirements. Additionally, a comprehensive training plan is presented, including assumptions about managers' skills and motivations, along with the duration, methods (on-the-job, classroom, group discussions, role-playing), training materials, and evaluation methods. The report references several key academic sources to support its findings.

Running head: STAFFING AND PLANNING
STAFFING AND PLANNING
Name of the Student
Name of the University
Author Note

1STAFFING AND PLANNING
1. Host national staffing strategy
A staffing plan can be rightfully defined as a human resource plan with respect to which
the firm plans for the international expansion and intends to ensure that, the right kind of
employees are hired for the right purpose (Noe et al. 2015). Hence, as the firm has decided to go
for a host country national staffing strategy, the advantages of the firm can be mentioned to be as
follows:
 It will help in ensuring that there does not exist any language barrier as the host national
will know the language of the country and hence, in association with this, the staffing
will be quite appropriate in nature.
 The firm will be able to get a better understanding of the local rules as well as the laws.
In association with this, they will be able to carry out the operations of the business in a
better manner (Sparrow, Brewster and Chung 2015).
 The hiring costs of visas and related rules will be mitigated as the host will be belonging
to the nation only.
Hence, these advantages will make it very easy for the firm to ensure that they are being
able to expand adequately.
2. Compensation Plan
COMPONENTS MEXICO UNITED KINGDOM
Salary 8,50,000 MXN 34000 Pounds (Glassdoor.co.in
2020)
Benefits 1% of the profits 1.5% of the profits.
Fringe Benefits Free medical
insurance, free
educational
facilities for
children and
additional
travelling benefits,
Free medical insurance, free
educational facilities for children
and additional travelling benefits
and retirement benefits

2STAFFING AND PLANNING
Retirement benefits
Legal
compensation
requirements
The employees in
Mexico are
required to be given
20 days of daily
total compensation
each year. The 12
days of daily base
salary has to be
given as well
(Glassdoor.co.in
2020).
The different employees in the
United Kingdom are entitled to
pay the minimum national wage
for the work they do. The wages
are 3.57 GBP for 16-17 years,
GBP 4.832 for 18 to 21 years and
GBP 5.80 over 22 years of age.
Hence, in consideration of this, the above given Compensation Plan has been adequately
designed in order to see to it that the different employees who are present are being able to
benefit accordingly from the compensation which is being paid by the enterprise (DeCenzo,
Robbins and Verhulst 2016). In association with this, it becomes quite effective to ensure that the
enterprise is being able to play the employees well so as to ensure maximum devotion to the firm
and its related operations.
3. Training plan
This training plan has been devised in order to ensure that the firm is being able to
understand the manner in which the various employees and managers will be treated in an
enterprise and in association with this; they will be able to become actively involved in the
operations of the firm (Sparrow, Brewster and Chung 2016).
Assumptions
The assumptions which have been taken can be mentioned to be as follows:

3STAFFING AND PLANNING
1. The managers have a degree in management and that they will be able to understand the
VUCA business environment and also gain an idea about the challenges which are
generally faced by an enterprise while performing (Cascio 2015).
2. They are interested in working for the firm and assisting the employees in achieving their
overall missions as well as organizational mission.
3. They are motivated to work for the organization.
Duration
The duration of the training will be 12 weeks. This has been planned to ensure that all the
objectives of the firm in regard to the training are met with accordingly so as to ensure successful
operations.
Training method
The training methods which will be adopted for the firm can be mentioned to be as
follows:
 On the Job training: This refers to the continuous training activities which the different
employees will receive while they are performing their job. In association with this, the
different employees will be briefed upon their concepts successfully (Bratton and Gold
2017).
 Class room training: The classroom training helps the different employees in ensuring
that they are being able to perform adequately well.
 Group discussions: The different participants will also be involved in various Group
discussions which would help them in ensuring that the views and participants can be
undertaken adequately (Albrecht et al. 2015).
 Role playing: The different employees can be involved in Role playing which would
assist them in ensuring that they will be able to handle various scenarios in the right
manner.
Training materials

4STAFFING AND PLANNING
The training materials which will be effectively utilized for the training can be mentioned
to be PowerPoint, textbooks, case studies and related materials so as to ensure that the various
managers will be able to understand the manner in which the firm is required to be managed.
Evaluation of outcomes
Through tests and case study evaluations the outcomes will be tested.

5STAFFING AND PLANNING
References
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage. Journal of
Organizational Effectiveness: People and Performance.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Cascio, W.F., 2015. Managing human resources. New York: McGraw-Hill.
DeCenzo, D.A., Robbins, S.P. and Verhulst, S.L., 2016. Fundamentals of human resource
management. John Wiley & Sons.
Glassdoor.co.in 2020. Salaries [online]. Available at:
https://www.glassdoor.co.in/profile/joinNow_input.htm?hs=true&uoh=10&requestUrl=
%2FSalaries%2Fcompany-salaries.htm%3FsuggestCount%3D0%26suggestChosen%3Dfalse
%26clickSource%3DsearchBtn%26typedKeyword%3Dmanager%26sc.keyword%3Dmanager
%26locT%3DN%26locId%3D2%26jobType%3D (Retrieved on: 22 Feb. 2020).
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2015. Human resource
management. Gaining a Competitive.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.