Arrangements made to facilitate the oversea appointment of high level management

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  1.      Introduction……………………………………………………………………………………………… 2
  2. Recruitment………………………………………………………………………………………………. 2

2.1      Internal or external recruitment………………………………………………………….. 2

2.2      Recruitment channel choices……………………………………………………………… 3

  1. Selection process and criteria………………………………………………………………………. 3
  2. Evaluating mechanisms………………………………………………………………………………. 4

4.1      Interview………………………………………………………………………………………… 4

4.2      Psychometric/aptitude tests……………………………………………………………….. 5

4.3      Referral and background check………………………………………………………….. 6

  1. Assistance provided to increase the work performance…………………………………… 6

5.1      Cross cultural training……………………………………………………………………….. 6

5.2      Diversity training……………………………………………………………………………… 7

  1. Issues to be addressed in the end of the appointment…………………………………….. 7

6.1      Leave, stay or transfer………………………………………………………………………. 7

6.2      Evaluation of the human resource director’s job…………………………………… 8

6.3      Substituting candidates (position to be replaced)…………………………………. 8
Arrangements made to facilitate the oversea appointment of high level management

1.        Introduction

Huawei is a leading global information and communications technology (ICT) solutions provider (huawei.com 2012), it is a Chinese firm headquartered in Shenzheng, South China’s GuangDong Province. As the company is expanding ambitiously around the globe especially in the raising economies such as Latin America and Africa, there is a need to expand not only the core business but also the functional departments oversea to better serve the business activities such as R&D and HR. Now in 2012, the company is going to appoint a human resource director to perform a three year fixed term appointment oversea in the Africa market. Below we will state the relevant arrangements made to facilitate this high level management appointment.

 

2.        Recruitment

 

2.1    Internal or external recruitment

In term of recruitment, there are two major source of recruitment, internal or external recruitment. Internal recruitment refers to the filling of vacancies from within the organization while external recruitment refers to the recruitment of candidates outside the organisation (Pieters 2007, p. 131). There are advantages and disadvantages of using both internal and external recruitment in deciding the source of talent for the appointment of the new human resource director in the Africa market. Based on the following advantages of internal recruitment over the external recruitment, the internal recruitment method will be recommended: on one hand, it involves less cost to finish the recruitment because the company has the free internal channels to advertise the position as the employees are already there; on the other hand, as indicated by many studies, internal recruitment bring better stability and financial success to the organization (Andrews 2009).

2.2    Recruitment channel choices

In term of the recruitment channels, there are two major channels that we will use, the first to advertise the position information is through the internal company email system, every employee of the company should be informed about the update of the available jobs and each qualified employees should be encouraged to apply for this job; the second method is SMS (text messaging) which is another important channel for internal recruitment because Mobile Recruiting is a channel that is becoming more important in recruitment in the nowadays.

3.        Selection process and criteria

Our recruitment process consists of four stages:

Firstly, we decide the  nature of the position by posting three major criteria: (1) candidates should have worked in Huawei in the current department for four consecutive years; (2) candidates should have the related experiences or study background in the human resource management and international human resource management experiences will be preferred; (3) candidates who prefer to work oversea and are willing to stay for long in foreign countries will be preferred. Secondly we inform the employees and wait for the application through email for one month; thirdly, interviews will be prepared for those selected candidates, this stage will take only one week; and the last stage will be evaluation process and results will come out within one week after the ending of interviews.

To summary the recruitment process in term of the cost, here is the table:

Events Time Monetary cost
Decide the  nature of the position 1 week Null
Informing the employees and receiving the application 1 months Minor (for the sending of SMS)
Interviews 1 week Major (for travelling of the candidates not locating in the headquarter)
Evaluation 1 week Null

Table 1.0 Cost and time spent in the recruitment

4.        Evaluating mechanisms

There are three major evaluating mechanisms that could be adopted in selecting the best candidate the human resource director position.

4.1    Interview

The first technique is to interview as mentioned above, an interview is the most common form of selection and it serves a very useful purpose for both employer and job candidates (Edenborough 2007), and in our case such interview will be held for at three times. In the first time, interview will be held between the candidates and the HR vice managers in term of group interview because the number of selected candidates could be quite large due to the large number of employees in the company, in addition this first round of interviews will be held in the form of internet interview to save up time for travelling, candidates only need to go to the local meeting room and HR staffs will assist the meeting; the second round of interview will be held between the several departmental heads and the shortlisted employees to find out whether these candidates have the abilities to meet the different needs of the different functional departments such as marketing and R&D. In this round, candidates are invited ; the last round of interview is also held in the headquarter and will be arranged soon after the second round of interview to save up the candidates’ time and put them back to their working conditions as soon as possible which ensures the value maximization to the company. This final round of interview will be held between the vice CEO and the shortlisted candidates. It is good to use the evaluating tool of interviews because they are useful to obtain detailed information about personal feelings, perceptions and opinions and they allow more detailed questions to be asked (bcu.ac.uk 2008).

4.2    Psychometric/aptitude tests

The second technique that could be used is to use psychometric/aptitude tests. Like intelligence tests, aptitude tests measure a candidate’s overall performance across a broad range of mental capabilities (hostedtest.com 2009). But unlike the intelligence tests, psychometric/aptitude tests could access the EQ of the candidates as well as measuring more specialized abilities–such as verbal skills and so on, therefore, they could be very helpful to examine the comprehensive abilities of the candidates compared to the requirements of job. There are three major targets of the aptitude tests: the first target is test the candidates whether they are willing the leave the home country and work in Africa for a three years’ fixed term; the second target is to test whether the candidates could sustain the ultra high pressure in the coming three year in Africa with a lot of travel and tasks to be expected; the third problem which is a seemingly minor but critical problem is the family issue or spouse problem which according to some studies could usually become a major reason for the earlier termination of the oversea assignments. Therefore, the aptitude tests could be used to figure out whether these candidates will seek to get married in the coming three years for which we will consider the candidates as not suitable because it may seriously affect his or her job performance.

4.3    Referral and background check

An employment background check refers to the process of investigation on a potential employee. It could be used to verify the applicant’s credentials, educational history, achievements, and other information (Bluttman & Aitken 2010). And a reference checks are used to diminish ambiguity, obtain specific job-related information, and verify the accuracy of a candidate’s background (colorado.edu 2010). The background check and referral check would be done to achieve two major targets: the first target is to check whether the background of the candidates could match up with requirements of the position; and another target is check with the candidates’ directly responsible higher management to seek for advice for this promotion because the direct management usually have direct contact the work relationship with the candidates that they have more qualifications to provide judgments regarding this promotion or appointment (same level positions).

5.        Assistance provided to increase the work performance

 

5.1    Cross cultural training

The cross cultural training is to develop an understanding of the basic differences in values, styles of the communication, and conventions (Silverthorne 2005, p.247). Because cross-cultural differences could sometimes lead to different behaviours and assumptions at work and that these could possibly cause misunderstandings or delay in doing the daily and routine jobs, hence, teaching of the cultural differences could be a major preventive method to control and reduce the happening of these possible issues. And another major function of the cross cultural training is to provide physiological preparation for the new human resource director before he or she takes the flight to Africa to take over the HR jobs in chief.

5.2    Diversity training

Diversity training is training for the purpose of increasing participants’ cultural awareness, knowledge, and skills, it is to against civil rights violations, increasing the inclusion of different identity groups, and promoting better teamwork (Clauss-Ehlers 2006). Similar to the cross cultural training, the diversity training will prepare the selected human resource director with knowledge such as the cultural differences in the target market, in addition it will also provide extra knowledge about the concept and value of diversity in the workplace to increase the mental capacity as well as compatibility to accept the different value and even religious beliefs. The core idea in the diversity training is that, difference in term of beliefs, value and even living habits should be respected rather than discriminated. This will be used to support the human resource director’s future work in a strange continent.

6.        Issues to be addressed in the end of the appointment

 

6.1    Leave, stay or transfer

 

The first issue that must be addressed is the future of the selected human resource director after his or her three year fixed term oversea assignment in Africa and there are three major choices or directions: leave, stay and transfer. There are two major factors that need to be considered before this question could be well answered. First of all, the company needs to re-evaluate whether this position is needed according to the strategic business planning which decides the HR need in the oversea market; secondly, the company need to consult with the human resource director whether he or she still want to continue this job in the African market or other markets in case a transfer is demanded by the human resource director. Therefore, both sides’ needs need to be taken into consideration before a sound conclusion is reached.

 

6.2    Evaluation of the human resource director’s job

 

The company also needs to evaluate the jobs done by the human resource director in the past three years to give a remark to the human resource director in his or her company profile which make the company knows more about this human resource director as well as the position of this kind in Africa market because job requirements could vary according to the location of the jobs.

 

6.3    Substituting candidates (position to be replaced)

 

Also the company needs to fill the vacancy when the human resource director decides to leave. And this replacement should be prepared before the end of the three years to make the transition smoother.

Reference

Andrews, S. 2009. Human Resource Mgmt:Tb For Hospitality. New Delhi: Tata McGraw-Hill.

bcu.ac.uk 2008. Interviews. accessed on 3 Apr 2012 [online] available: http://www.evalued.bcu.ac.uk/tutorial/4c.htm

Bluttman, K. & Aitken, P. G. 2010. Excel Formulas and Functions For Dummies. New Jersey: John & Wiley.

Clauss-Ehlers, C. S. 2006. Diversity training for classroom teaching: a manual for students and educators. Germany: Springer.

colorado.edu 2010. Guidelines for Conducting Reference Checks. accessed on 3 Apr 2012 [online] available:

Edenborough, R. 2007. Assessment methods in recruitment, selection & performance: a manager’s guide to psychometric testing, interviews and assessment centres. New York: Kogan Page.

huawei.com 2012. Corporate Information. accessed on 3 Apr 2012 [online] available:  http://www.huawei.com/en/about-huawei/index.htm

hostedtest.com 2009. Aptitude Tests. accessed on 3 Apr 2012 [online] available: http://www.hostedtest.com/aptitude-tests.html

Pieters, M. A. 2007, Textbook for human resource practitioners. Cape Town: Textbook For Human Resource Practitioners. p. 131
Silverthorne, C. P. 2005, Organizational psychology in cross-cultural perspective. New York and London: New York Press Books. p.247