International Human Resource Management - Case Study Example

Case Study Professor (Tutor) The Name of the School (University) The City and State Date Case Study Assess the mistakes Donaldson has made? Donaldson mistakes begin with the lack of recognizing or identifying the cultural difference in his new role or work environment. Having in Cairo with international students, Donaldson returned to the U.S to join Agro. Nonetheless, his success in the Detroit cannot be attributed to his experience in cultural difference. In Detroit, Donaldson may have enjoyed the ease of working with the Americans rather than the multi-domestic environment in the international environment of the corporation. As illustrated in the case study, Donaldson is required to work with managers from Germany, France, and Portugal among others. Nonetheless, he does not identify that each country has a set of cultural differences or factors that apply to businesses or management as well as communication. Even as an expatriate, Donaldson has not been able to learn any greeting from other languages such as Spanish or Germans (Littrell & Salas 2005 p. 312). This demonstrates his failure to identify the cultural barriers or differences that would require increased multi-domestic strategies to achieve success in bringing change to the corporation. According to Littrell and Salas (2005) HR professionals tasked with modeling, implementing, and assessing training should be familiar with cultural differences. By not recognizing the cultural differences, Donaldson continues to face challenges further increasing his mistakes. Donaldson has developed a certain perspective where he believes the problem lies with the managers from numerous countries rather than in him. He does not follow a multi-domestic strategy when dealing with a diverse workforce in training and development. Donaldson failed to consider the diverse trainees values, backgrounds, and culture. As illustrated, each country has diverse value, cultures, and backgrounds that shape their view of other and that of businesses. By failing to take these issues into consideration, Donaldson made the mistake of apply a single strategy to manage a diverse group or team. This can be illustrated in his failure to recognize his role in creating teamwork by first recognizing his need to integrate into the group rather than integrate the group into his single strategy or perspective. Back in the U.S trust and acceptance in performance management is relative low. However, in the UK or Australia trust and acceptance are given increased emphasis. Another major mistake that Donaldson illustrated is the failure to culturally adjust individually and his family. One of the main challenges Donaldson faces in his ability to deliver is that of cultural adjustment both individually and his family. His family faces increased challenges based on the adjustment from the U.S to the UK. Moreover, Donaldson finds it hard to work with the diverse managers who do not show any kind of support when it comes to implementing his strategies. All these can be translated as mistakes that have contributed to the numerous challenges the company faces especially in the European environment. Why have these occurred? The mistakes illustrated above can be attributed to both individual competency and organizational failures. In the individual competency aspect, Donaldson mistakes can be attributed to his failure or lack of competency. HR professionals tasked with modeling, implementing, and assessing training and development are required to consider cultural differences in a multi-domestic nature. This means taking in consideration the trainee’s background, culture, and values. As a HR professional, Donaldson had a role in ensuring that he has all the competencies required to work with a diverse group of people in the multi-domestic level. This means that Donaldson has a responsibility to adjust his life and work to meet the requirements of working in a highly diversely environment. In the case study, Donaldson does not consider the cultural difference in the corporation that makes his work challenging resulting into the numerous mistakes. Moreover, the organization may also be held liable for the mistakes Donaldson has committed. This includes both the U.S and European headquarters. Expatriation must go hand in hand with repatriation. The main steps of hiring expatriates includes recruitment and selection, pre-departure training, on assignment, and re-entry. As illustrated, Donaldson was recruited from Cairo joining the Detroit headquarters. Following his success in developing increased teamwork in the US headquarters, the CEO though his experience commences could be replicated in Europe to unite the numerous managers scattered across different counties. Nonetheless, he did not receive any pre-departure training before going to the UK. This illustrates the organizations failure to prepare Donaldson for his expatriate assignment. Even based on its short-term nature, he needed training to ensure ease of adapting to the new environment. Furthermore, the organization again failed after the CEO declined to make effective decision after being informed of Donaldson challenges adjusting in the international level. This further complicated the problem leading to increased mistakes. Moreover, Frank knew the main challenge that Donaldson expressed was based on cultural adjustment that he failed to address at an effective time to counter the mistakes. Moreover, the company lacks a multi-domestic strategy that takes into account the needs of an expatriate during the critical stages of pre-departure and during the assignment (Suutari & Tahvanainen 2002, p. 56). For instances, the company lacks communications protocols and pre-departure training and orientation. This leaves the organizational liable for the mistakes committed by Donaldson. Overall, both Donaldson and the organization through its management led to the occurrence of the mistakes. Whose responsibility are they? The responsibilities lie equally between Donaldson as a HR professional and the organization specifically in terms of management. Donaldson is required to illustrate certain competencies and skills through his professional and educational experience. As a high-level HR professional, Donaldson is required to illustrate knowledge in terms of cultural differences or dealing with a diverse workforce. This is in terms of his strategies and conduct in his expatriate assignment. Donaldson is required to promote a multi-domestic strategy that requires considering the background, values, and cultures of the diverse groups. Moreover, the organization is also responsible for developing a clear and effective expatriate program that considers the needs of expatriates before the assignment, during the assignment, and after the assignment. This is not only in the development, but also implementation of an expatriate program. Nonetheless, the organization does not illustrate such a program or policies that reflect on its current challenges. What are the implications of not satisfactory dealing with the Donaldson problem? Allowing the problem to continue may have adverse effects on the organizational culture or behavior of the company. Currently, the company has expressed its lack of confidence with Donaldson’s progress, which has contributed to a mistrusting and divided organizational culture. This means that if the problem continues the company may lack increased teamwork attributes such as understanding and increased communication. With already worsening communication and working relations meaning the problem may escalate to even affect the core objectives and values of the company. Furthermore, as the problem continues, the company may fail in its projects as time and resources are wasted with ineffective strategies and policies. One of the major challenges the organization is likely to face is a weakened management as top management lack mutual understanding and goals. The cultural differences are also likely to re-surface as potential barriers for successful implementation of corporate strategies. Moreover, Donaldson may also face reduced work status as his role becomes more obsolete based on the ineffective corporation response he has currently received in his expatriate assignment. Having already faced numerous challenges, Donaldson is risking his career as he has not gained any development since the start of his assignment. More worse is that the new environment is so challenging that he faces family problems. The implications of these challenges are reduced skills and experience that may be a challenge for him upon returning to the states after his assignment. Moreover, Donaldson may experience reduced self-esteem, prestige among his peers (Ma Eugenia, Raquel & Ma Isabel 2007 p. 1412). The idea of repatriation may be challenging where his skills and experience may decline resulting in what the company does not expect or desire. For Donaldson, this implies ending his career as a HR professional while the company stands to lose talent. Moreover, Donaldson is likely to fail in his strategies and programs that he has already implemented in his first year. This would imply a waste of resources and time on ineffective programs that are not working or seem to be ineffective. To the company, this would reflect failure and the lack of change as the company desired. Failed expatriate programs may also develop in damaging relations between customers, local organization, host governments, as well as damage corporate reputation. Overall, the implications of allowing the Donaldson’s problem to continue are huge and stand to threaten the numerous success and achievements the organization has witnessed over time. What could the company have done to better prepare Donaldson? The company could have done several things or preparations to better prepare Donaldson for his expatriate assignment. Not all expatriate assignments or individuals are successful (Welch, Steen & Tahvanainen, 2009, p. 1330). Moreover, the implications and losses from expatriate failure pose increased risks. The company should have realized the aspects that influence expatriate assignment success. By recognizing these factors, the company would have been in a better position to better prepare Donaldson. These factors include inability to alter to foreign culture, the length of the assignment, willingness to move, work-related aspects, and psychological contract. These factors should be evaluated to distinguish Donaldson’s needs in terms of pre-assignment training and orientation (Mendenhall & Stahl 2000, p. 322). This also applies to development or orientation related issues during the assignment. By considering all these factors the company would have identified the special needs Donaldson required to make his assignment a success. One of the major factors that would determine Donaldson’s success is the length of the assignment. With only two years, it means that Donaldson required little time to adjust and begin on his assignment. The company should have scheduled pre-assignment training about six months before his training (Margaret & Hugh 2002 p. 266). Furthermore, the company should also have included these factors in Donaldson’s training to ensure he understands the challenges of working as an expatriate. The company should also ensure strong and effective pre-assignment policies. Sponsoring the assignment means that there is corporate wide support for the assignment and all people are consulted in the critical decision making poor decision. Moreover, the company requires to setup communication protocol before the assignment begins. As illustrated in the case study, the organization lacks communication protocols as even Frank was not aware on the ineffectiveness of Donaldson’s strategies. During the assignment, Donaldson faced numerous family or work-life challenges. The company could have better prepared him by offering home leave to support his family in terms of cultural adjustments. The company should also develop supportive relationships both formal and informal to allow for work-related information exchanges (Shen 2005 86). This requires support from both the local and host teams especially from top management. Another major factor is enduring communication with the local or sponsor in the U.S headquarters. Lack of communication increases the chances for making bigger mistakes and blunders. The company should also ensure systematic pre-return orientation. What does this case suggest about company’s current policy for recruiting and preparing expatriate? Make policy suggestions. The current policies on expatriate recruitment preparation for Argos are weak and ineffective. It is weakened by the lack of strategic objectives and framework for ensuring talent acquisition and retention. The current policy is ineffective since as it lacks the basic elements required a successful expatriate assignments. Argos has failed to recognize the importance of investing in developing and preparing expatriates increased success and change implementation. Donaldson mistakes can be attributed to his failure or lack of competency. HR professionals tasked with modeling, implementing, and assessing training and development are required to consider cultural differences in a multi-domestic nature. This means taking in consideration the trainee’s background, culture, and values. As a HR professional, Donaldson had a role in ensuring that he has all the competencies required to work with a diverse group of people in the multi-domestic level (Dowling, Festing & Engle 2008 p. 122). Allowing the problem to continue may have adverse effects on the organizational culture or behavior of the company. Currently, the company has expressed its lack of confidence with Donaldson’s progress, which has contributed to a mistrusting and divided organizational culture. This means that if the problem continues the company may lack increased teamwork attributes such as understanding and increased communication. With already worsening communication and working relations meaning the problem may escalate to even affect the core objectives and values of the company. Furthermore, as the problem continues, the company may fail in its projects as time and resources are wasted with ineffective strategies and policies. One of the major factors that would determine Donaldson’s success is the length of the assignment. With only two years, it means that Donaldson requires little time to adjust and begin on his assignment. The company should have scheduled pre-assignment training about six months before his training. Furthermore, the company should also have included these factors in Donaldson’s training to ensure he understands the challenges of working as an expatriate. The responsibilities lie equally between Donaldson as a HR professional and the organization specifically in terms of policy improvement. Donaldson is required to illustrate certain competencies and skills through his professional and educational experience. As a high-level HR professional, Donaldson is required to illustrate knowledge in terms of cultural differences or dealing with a diverse workforce. This is in terms of his strategies and conduct in his expatriate assignment. Donaldson is required to promote a multi-domestic strategy that requires considering the background, values, and cultures of the diverse groups. Moreover, the organization is also responsible for developing a clear and effective expatriate program that considers the needs of expatriates before the assignment, during the assignment, and after the assignment. This is not only in the development, but also implementation of an expatriate program. Nonetheless, the organization does not illustrate such a program or policies that reflect on its current challenges. In the pre-departure training and orientation, the company should ensure that the assignment is sponsored. Sponsoring the assignment means that there is corporate wide support for the assignment and all people are consulted in the critical decision making poor decision (Konopaske & Werner 2005 1167). Moreover, the company requires to setup communication protocol before the assignment begins. As illustrated in the case study, the organization lacks communication protocols as even Frank was not aware on the ineffectiveness of Donaldson’s strategies. During the assignment, Donaldson faced numerous family or work-life challenges. The company could have better prepared him by offering home leave to support his family in terms of cultural adjustments. The company should also develop supportive relationships both formal and informal to allow for work-related information exchanges. This requires support from both the local and host teams especially from top management. Another major factor is enduring communication with the local or sponsor in the U.S headquarters. Lack of communication increases the chances for making bigger mistakes and blunders. The company should also ensure systematic pre-return orientation. References Dowling, P.J., Festing, M. & Engle, A.D. 2008, International Human Resource Management, London: Cengage Learning. Konopaske, R. & Werner, S. 2005, ‘US managers' willingness to accept a global assignment: do expatriate benefits and assignment length make a difference?’, The International Journal of Human Resource Management, 16,7, 1159-1175. Littrell, L. N. and Salas, E. 2005, ‘A Review of Cross-Cultural Training: Best Practices, Guidelines, and Research Needs’, Human Resource Development Review 4: 305-334. Ma Eugenia S.V, Raquel S.V and Ma Isabel B.A., 2007, ‘The adjustment process of Spanish repatriates: a case study’, The International Journal of Human Resource Management, 18 (8): 1396-1417. Margaret L & Hugh S 2002, ‘Repatriation of European female corporate executives: an empirical study’, The International Journal of Human Resource Management, 13 (2), 254-267. Mendenhall, M. E. and Stahl, G. K. 2000, ‘Expatriate training and development: where do we go from here?’, Human Resource Management, 39, 2&3, 251-265 Shen, J. 2005, ‘Effective International Performance Appraisals: Easily Said, Hard to Do’, Compensation & Benefits Review, 37, 70-79. Suutari, V. and Tahvanainen, M. 2002, ‘The antecedents of performance management among Finnish expatriates’, The International Journal of Human Resource Management, 13 (1): 55-75. Welch, D., Steen, A. and Tahvanainen, M. 2009, ‘All pain, little gain? Reframing the value of international assignments’, The International Journal of Human Resource Management, 20 (6): 1327-1343. Read More