Challenges facing human resource practitioners in multinationals in the quest to achieve individual and organizational performance1.0 IntroductionDue to they being in a multiplicity of environments and regions, multinationals have very unique problems to do with the human resource and thus should be having robust human resource management that is able to respond top the particular problems facing the organization (DuBrin, 2008). This paper attempts to bring in light issues relating to three particular problems facing human resource managers in multinationals and how the manager should respond to the problems.
The issues are expounded on under the headlines; human resourcing, employee learning, training and skills development, and performance management- reward and appraisal. 2.0 Human resource challenges2.1 Human resourcing – recruitment and selectionMultinational firms have their presence around multiple countries in the world or states within a large country like the US or Australia. They have to occasionally fill top management positions in some countries or stations as they expand their reach or if they want to effect some changes into the branches due to low performance of the current management (Dowling & Festing, Engle, 2008).
2.1.1 Hiring the right talentA study by Anderson (2005) points out that one of the challenges is getting somebody with a mix of competency and interpersonal skills to consider for the assignment. While it is easy to get a competent person in terms of the technical skills that the management is looking for, it is difficult to find that the same competent person has the desired interpersonal skills that will enable him relate well with new people who might not necessarily subscribe to his culture and work ethic (Anderson, 2005).
However as a human resource manager I can successfully overcome this by looking within the company to identify competent individuals for the position, those who understand our operations as a company and our way of doing things not forgetting the protocols. The individuals must also have the right technical skills. I can asses his/her profile in the company to review his/her interpersonal skills. Huo, Huang & Napier (2002) in their research suggest that the candidate should be a person who is proven to work along well with others in the company and has excellent organizational skills.
2.1.2 Family issues Another challenge that is most common and probably the biggest concern for the expatriates are the family concerns. Anderson (2005) research indicates that 94% of failed expatriate missions could be attributed or related to dissatisfied spouse and children. As a matter of fact the missions have to disrupt the normal family life of the individual to be considered as he/she has to either relocate with the spouse or be left behind and cope with the new state of affairs.
Both options have their own set of challenges. Study by Huo et al (2002) indicates that spouses who leave their partner behind are prone to having low motivation in their job if the other spouse is unable to cope with the separation. As a human resource manager this is a major concern which I can assess by informal or formal interview of the candidate to know how they can cope with that reality. I can have an informal session with the other spouse to understand their concerns since including them is not usually advisable due to the legal implications involved: it is viewed as discriminatory in nature (Anderson, 2005).