5OS04 Assignment Example
5OS04 People management in an international context
You are a member of the recruitment team for a company, BMC that has recently purchased a large contemporary city centre licenced food premises in Manchester adding to its growing portfolio of acquisitions in Leeds, London, Nottingham and Glasgow. Due to their continued growth and success, they are now considering branching out into the middle east. You have been asked to prepare a report for the CEO for their forthcoming Strategic Management Planning meeting on the complexities and considerations of people management and recruitment in an international context. You are also requested to make recommendations of ways to make this successful for members of the team relocating from the UK to the Middle East.
Preparation for the Tasks:
- At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.
- Refer to the indicative content in the unit to guide and support your
- Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this
- Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
- Acting on formative feedback from your Assessor.
- Reflecting on your own experiences of learning opportunities and training and continuing professional
- Reading the CIPD Insight, Fact Sheets and related online material on these
Task One – Report with recommendations
As your report is being prepared for your CEO, it should be written in formal business report format and style.
Your report is to be provided to BMC’s CEO who knows nothing about the implications that the organisation will have to consider.
The report must therefore include:
- An examination of the contextual factors of an international organisation. (AC 1.1)
- An assessment of the drivers and benefits of employment in an international context. (AC 1.2)
- An explanation of convergent or divergent approaches to inform people management policy and practice choices. (AC 1.3)
- An evaluation of the factors to be considered when selecting and resourcing for international assignments. (AC 2.1)
- An explanation of why people practices can vary across international boundaries. (AC 2.2)
- An evaluation of the cultural and institutional differences to be considered when managing international people practice. (AC 2.3)
- An evaluation of the function of people practice in an international organisational context. (AC 3.1)
- Consideration of the practices and policies that are shaped by the international context. (AC 3.2)
- A critical evaluation of the reasons that companies use expatriates for international working. (AC 4.1)
- Outline and explain the process for selecting, preparing and managing expatriates for overseas relocation for work. (AC 4.2)
- Explain how people practice can support re-entry and resettlement of overseas workers. (AC 4.3)
5OS04 ASSIGNMENT ANSWERS
Due to globalisation, the business sector has witnessed an increase in the prevalence of international organisations operating across borders. The effective management of human resources within organisations requires an in-depth understanding of the contextual factors, drivers, and benefits associated with employment and the diverse approaches employed in people management. In addition, it is essential to carefully select and allocate resources for international assignments and understand the diverse range of people practices that exist across international borders. Moreover, it is imperative to take into account the cultural and institutional disparities when managing international people practises. This report offers a thorough examination of the aspects mentioned above, encompassing an assessment of the role of human resource management, the influence of the global environment on organisational practises and policies, the rationales behind the utilisation of expatriates, and the procedures involved in their selection, preparation, and management. In addition, the report examines the significance of human resource management strategies in facilitating the process of reintegrating and resettling individuals who have worked abroad.
AC 1.1: An examination of the contextual factors of an international organisation.
When managing their workforces across borders, organisations encounter unique challenges and opportunities. People practice is required to resolve various issues pertaining to the management of people in different countries. These include the acquisition and retention of personnel, compensation and benefits, training and development, performance management, and employee relations. People who engage in practice must consider the unique obstacles posed by operating in diverse cultural, legal, and economic systems.
- Organisational Culture
It refers to the shared values, beliefs, and norms that influence the behaviour of individuals within an organization (Mack & Pützschel, 2014) Organizations must be aware of cultural differences and adapt their people practices accordingly. Understanding the culture of a particular country, for instance, can aid in the design of effective recruitment and selection procedures that meet the cultural expectations of the local workforce.
- Economic System
Aspects such as recruitment strategies, compensation structures, and employee benefits are influenced by economic factors such as labour market conditions, wage levels, and economic stability. In some nations, labour laws and regulations may provide greater protection for workers, influencing HRM practices on working hours, leave entitlements, and employment contracts (Mack & Pützschel, 2014).
- Legal systems
Each country has its employment laws and regulations that regulate different aspects of the employment relationship. These include recruitment, employment, firing, discrimination, and labour union laws. In addition to ensuring compliance with local labour laws, people practice professionals must also align the organisation’s policies and practices with the organization’s global standards (Mack & Pützschel, 2014).
- Human Capital
It refers to the knowledge, talents, and abilities an organization’s members possess. People practice professionals must evaluate the availability and quality of human capital in various countries to determine the practicality of expanding operations and to identify potential talent gaps (Mack & Pützschel, 2014).
Hofstede’s Cultural Dimensions
The Hofstede model provides insight into cross-cultural differences (Uță, 2021). For instance, the UK has a low power distance, indicating a preference for a more egalitarian approach to authority and decision-making. This influences HRM practices in terms of promoting employee participation and a more consultative leadership style. In the UK, 35% of the population believes that inequalities among people should be minimized, whereas, in China, 80% of the population believes that inequalities among people are acceptable (Uță, 2021). In addition, the UK scores highly on individualism, which emphasizes personal liberty and autonomy. Thus, individual development, performance-based rewards, and employee empowerment should be supported by HRM practices. In terms of individualism, 89% of people in the UK believe they should embrace a culture in which people are taught to think independently, whereas only 20% of people in China believe in a highly collectivist culture in which people act in the group’s best interests and not necessarily their own (Uță, 2021).
AC 1.2: An assessment of the drivers and benefits of employment in an international context.
- Numerous nations provide attractive economic opportunities, such as high salaries, low taxes, and a favourable business climate. (2014) (Hughes et al.).
- It may present opportunities for career advancement. This is because it can expose individuals to new skills and experiences, as well as the opportunity to collaborate with a diverse group of individuals (Hughes et al., 2014).
- It is a great method for individuals to grow personally. This is because it can provide them with the chance to learn about new cultures and methods of life, as well as the opportunity to challenge themselves and develop as individuals (Hughes et al., 2014).
- Higher salaries: In some instances, salaries in international contexts can be higher than in the native country. This is notably true for workers with advanced skills (Hughes et al., 2014).
- It provides individuals with access to new abilities and knowledge. This can be advantageous for their career development and increase their marketability to potential employers (Hughes et al., 2014).
- Opportunity to work with a diverse group of individuals: it affords individuals the chance to work with a diverse group of individuals from different cultures (Hughes et al., 2014).
Advantages for Host Country Nationals
- Career Development and Growth: It exposes employees to diverse cultures, management styles, and international business operations, enhancing their skills and knowledge.
- Access to the Global Job Market: International employment provides access to a larger job market, including positions that may not be available in the home country. This expands employment opportunities and the potential for increased compensation.
- Cultural Exchange: It exposes nationals of the host country to various cultural perspectives, cultivating cultural comprehension and cross-cultural communication skills.
- Knowledge Transfer: They can gain valuable knowledge and skills through interactions with expatriates and exposure to advanced technologies, processes, and management practices introduced by foreign companies (Croner, 2023).
Advantages for Expatriates
- Career Development: They are exposed to diverse markets, business practices, and cultural environments, which can enhance their professional skills and broaden their perspectives.
- Knowledge Transfer: They transfer their expertise, industry knowledge, and best practices from their home country to the host country, thereby contributing to the development of local talent and enhancing organizational capabilities.
- Cultural Immersion: Living and working in a foreign country affords expatriates the chance to immerse themselves in a different culture, acquire a new language, and develop cross-cultural competencies. This can enhance their overall life experiences and increase their adaptability and global awareness.
- Global Networking: It enables expatriates to create a global professional network that can open doors to new career opportunities within the organization and beyond. Expats can acquire exposure to a variety of markets and industries (2023, Croner).
Advantages to Third Country Nationals (TCNs)
- Global Career Opportunities: It increases access to international career opportunities that may not be available in their home country. They can obtain exposure to a variety of markets, industries, and cultural environments, which can contribute to their professional development.
- Skill Development and Knowledge Transfer: It can contribute to knowledge transfer by bringing unique perspectives, experiences, and skills from their home country to the host country, consequently enriching the workforce and promoting cultural diversity.
- Cultural Exchange: TCNs can participate in cultural exchange, thereby developing cross-cultural competencies and expanding their global network. This exposure to diverse cultures and professional relationships may result in future career opportunities and collaboration.
- Contribution to Global Business: TCNs contribute to the success of global business operations by bringing a variety of skills, experiences, and perspectives to international organizations (Croner, 2023).
AC 1.3: An explanation of convergent or divergent approaches to inform people management policy and practice choices.
Convergence and Divergence in International Human Resource Management
Convergence is the trend of HRM practices becoming more similar across countries, whereas divergence is the trend of HRM practices becoming more distinct across nations. There are indications of convergence in international human resource management, particularly in performance management, compensation, and training. This is attributable to several factors, including the increasing globalization of business, the dissemination of Western management concepts, and the rise of multinational corporations (Lee et al., 2022). Nonetheless, there is evidence of divergence in international human resource management, especially in the areas of employee relations, health and safety, and work-life balance. This is because various countries have different cultures, institutions, and laws, which can result in distinct HRM practices (Masters in Minds Ltd, 202).
Soft convergence is the tendency for HRM practices to converge in terms of their underlying principles and values. For instance, the utilization of performance-based pay and the significance of employee development are on the rise in several nations (Lee et al., 2022). Hard convergence is the tendency for HRM practices to become increasingly similar concerning specific practices. For instance, the use of 360-degree feedback and competency frameworks is on the rise in several countries (Lee et al., 2022).
Barriers to Convergence
- National culture: Various nations have distinct cultures, which can result in diverse HRM practices. Some countries, for instance, place a strong emphasis on collectivism, while others place a strong emphasis on individualism.
- Institutional disparities: These institutional disparities can result in distinct HRM practices. In some countries, for instance, the employment relationship is governed by stringent labour laws, whereas in others, there are lesser labour laws.
- Language: Language barriers can make it challenging to implement HRM practices prevalent in one country in another. For instance, if a company wishes to implement a performance management system used in the UK in a country where English is not the native language, the system must be translated into the national language (Masters in Minds Ltd, 2022).
Implications for People Practice
- Organizations need to be mindful of the various cultures, institutions, and laws of the countries in which they operate. This will assist them in making informed choices regarding HRM practices.
- Organizations must be adaptable and flexible. They must be able to adapt their HRM practices to the unique requirements of each country in which they operate.
- Organizations have to be open to learning from other nations. They can learn from other nations what is effective and what is ineffective (Masters in Minds Ltd, 2022).
AC 2.1: An evaluation of the factors to be considered when selecting and resourcing for international assignments.
Organizations must take the following into account when selecting and resourcing for international assignments:
- Nature of the Assignment: Factors such as the assignment’s duration, objective, and level of difficulty play a role in determining the qualifications and traits required of potential candidates (University of Minnesota, 2016).
- Skills and Competencies: These include technical expertise, language fluency, cross-cultural communication skills, versatility, and cultural competency. Understanding the essential skills enables organizations to identify candidates with the necessary qualifications (University of Minnesota, 2016).
- Cultural Adaptability: Candidates who demonstrate a willingness and capacity to adapt to various cultural contexts are more likely to flourish in diverse environments. (University of Minnesota, 2016) Evaluating candidates’ cross-cultural competencies helps assess their potential for successfully adjusting to another culture.
- Availability of Suitable Candidates: Internal candidates with international experience or high potential may be considered for development opportunities, whereas external recruitment may be required to address skill gaps or gain access to specialized expertise (University of Minnesota, 2016).
- Ethnocentric Approach: It consists of filling international assignments with employees from the native country. This approach presupposes that employee from the home country possess the required skills, knowledge, and cultural understanding to manage foreign operations effectively (Kalam, 2019). It is determined by the availability of qualified employees from the native country, their readiness to accept international assignments, and their possible impact on local and global diversity.
- Polycentric Approach: It prioritizes nationals of the host country for international assignment staffing. This approach presupposes that individual from the host country have a superior command of the local culture, business practices, and market dynamics (Kalam, 2019). Consider the availability of qualified nationals of the host country, the balance between local adaptability and international integration, and the potential obstacles to knowledge transfer.
- Region-centric: It entails filling international assignments with employees from the same region (Kalam, 2019). This approach acknowledges the cultural, linguistic, and economic similarities within the region. It takes into account factors such as the regional talent pool, competence in languages, cultural similarities, and the potential effect on diversity and inclusion.
- Geocentric Approach: It concentrates on selecting the best candidates, regardless of their nationality, for international assignments. This approach stresses a global perspective and seeks to strike a balance between local responsiveness and global integration (Kalam, 2019). Considerations include the candidate’s credentials, global mobility, cross-cultural skills, etc.
AC 2.2: An explanation of why people practices can vary across international boundaries.
People practises, including numerous HR policies and procedures, can vary across international borders due to several important factors. They consist of:
- Performance and Reward
Due to differences in cultural expectations, legal requirements, and organisational objectives, performance and compensation can vary across international borders. Consequently, performance evaluation criteria, performance appraisal procedures, and reward structures might need to be tailored to the local customs and legal frameworks (Lazarova & Thomas, 2021). For instance, compensation and benefits packages may need to be modified to account for variations in the cost of living, labour market conditions, and legal requirements.
- Employee Relations
The approach to employee communication, employee participation, and employee representation is influenced by cultural norms and legal frameworks. Certain nations may have a long history of labour unions and collective bargaining, which can influence employee relations practises (Lazarova & Thomas, 2021). Organisations with a global presence are required to tailor their employee relations strategies to local customs, legal constraints, and labour relations practises.
- Discipline and Grievance Handling
The processes and procedures for conducting disciplinary actions and grievances are influenced by legal frameworks, cultural norms, and organisational factors. Organisations must be aware of local employment laws, dispute resolution techniques, and cultural conflict resolution expectations. Customising disciplinary and grievance procedures guarantees compliance with local laws, upholds cultural norms, and promotes equitable and effective dispute resolution.
- Diversity and Ethical Practise
It can differ due to cultural perspectives, laws, and social norms. To design and implement inclusive HR practises, organisations need to navigate cultural differences and legal frameworks. Diversity recruitment, equal opportunity policies, discrimination policies, and diversity training programmes may need to be tailored to specific cultural contexts and local laws (Lazarova & Thomas, 2021).
- Customs and Cultures
Customs and social norms influence HR policies and practises regarding dress code, hours of employment, communication styles, decision-making procedures, and leadership styles. Adapting people practises to respect and accommodate cultural differences is essential for nurturing employee engagement, effective communication, and successful integration across cultural contexts (Lazarova & Thomas, 2021).
AC 2.3: An evaluation of the cultural and institutional differences to be considered when managing international people practice.
When managing international people practises, organisations must take into account the cultural and institutional differences between countries, as they influence various facets of HR management, such as recruitment and selection, training and development, performance management, and communication styles. This can be demonstrated by comparing the practices of various nations.
- United Kingdom (UK)
Individualism versus collectivism: It is characterised by a relatively high level of individualism, which emphasises personal freedom and self-expression. This impacts HR practises that prioritise individual performance, personal growth, and merit-based rewards (Uță, 2021).
Communication Styles: UK has a direct communication style in which people convey their views and ideas openly. This influences HR practises by promoting open communication, transparent feedback, and participatory decision-making (Uță, 2021).
Power Distance: has a comparatively large power distance, indicating a hierarchical society in which authority and decision-making are centralised at the top. In Chinese organisations, there is typically a distinct distinction between superiors and subordinates, and managers are expected to provide direction and make decisions (Uță, 2021).
Individualism versus Collectivism: The needs and objectives of the group taking precedence over individual interests. It values aspects such as group harmony, loyalty, and interdependence. Chinese employees are typically more inclined to collaborate and cooperate within a team setting (Uță, 2020).
- United States (US)
Individualism and Competition: Typical HR practises emphasise individual performance, rewards based on merit, and career advancement. Thus, organisation values and policies focus on employee recognition programmes, performance-based incentives, and chances for personal development (Leibsesperger, 2015).
Egalitarianism: HR practises strive to provide all employees with fair and equal treatment. Diversity and inclusion programmes, anti-discrimination policies, and equal chances for employment initiatives are essential components of human resource practises in the United States (Leibensperger, 2015).
Implications for International People Management
Cultural and institutional differences can have multiple effects on human practises. For example:
- Performance management
In a more hierarchical culture, performance management may be more top-down, with managers establishing objectives and providing employees with feedback. In a more individualistic culture, performance management may be more bottom-up, with workers setting individual goals and providing feedback to their managers (Francis, 2021).
- Employee Relations
In a culture with a longstanding history of trade unions, employee relations may be more competitive, with unions and management negotiating pay and benefits. In cultures with less of a tradition of trade unions, relations between employers and employees may be less adversarial, with managers and workers cooperating to resolve issues (Francis, 2021).
- Diversity and Inclusion
In a more collectivist culture, there may be an increased focus on collaboration and less tolerance for individual differences. Individual rights and responsibilities and tolerance for diversity may be emphasised more in a more individualistic culture (Francis (2021).
AC 3.1: An evaluation of the function of people practice in an international organisational context.
The function of people practice is essential to the prosperity of international organizations. Effective people practices are essential for managing a diverse workforce, fostering employee engagement, assuring legal compliance, and driving organizational performance in a globalized business environment.
- Talent Acquisition
Human resource management in a global context requires attracting, selecting, and managing a talented and diverse workforce. It encompasses recruiting techniques, talent evaluation, and onboarding procedures that can be used to identify individuals with the skills, knowledge, and cultural adaptability necessary for international assignments. To assure a pipeline of qualified employees, people practice needs to come up with effective strategies for talent retention, growth, and succession planning (Bornay-Barrachini, 2019).
- Compensation and Benefits
This requires taking into account local labour market dynamics, legal constraints, and cultural norms. Thus, people practice professionals need compensation plans that are competitive in the local market, consistent with local laws, and per the organization’s global compensation strategy (Bornay-Barrachini, 2019).
- Learning and Development
There is a need to invest in learning and development programs to improve the skills, knowledge, and cultural adaptability of employees in an international context. People practice professionals are responsible for identifying training requirements, designing and implementing development initiatives, and nurturing a culture of learning. This includes providing employees with multicultural education, language programs, leadership development, and technical skills training to support their international assignments (Bornay-Barrachini, 2019).
- Employee Engagement and Relations
There is a need to develop strategies to increase employee satisfaction, motivation, and dedication. This involves developing opportunities for employee participation, fostering effective communication routes, and handling employee concerns and complaints with cultural sensitivity (Bornay-Barrachini, 2019).
- Legal Compliance
Organisations need to ensure compliance with local employment laws, regulations, and labour standards in each country in which they conduct business. They are required to remain informed on local laws on aspects such as employment contracts, working hours, leave entitlements, health and safety regulations, and employee rights (Bornay-Barrachini, 2019).
AC 3.2: Consideration of the practices and policies that are shaped by the international context.
The international context has a significant impact on workforce management practises and policies adopted by organisations. Several important factors influenced by the global context include:
- Legislative Framework: Each nation’s legislative framework serves as the basis for its employment practises and policies. Each country’s labour laws, regulations, and legal requirements must be considered by international organisations. This includes compliance with employment contracts, working hours, minimum wage requirements, health and safety regulations, etc. Adherence to a country’s legal framework ensures legal compliance and protects employee rights (Sayim, 2016).
- Government Policies: Governments shape policies regarding the flexibility of the labour market, employment incentives, workforce development, and immigration. Organisations with a global presence need to take into account government policies and adapt their HR practises accordingly. For instance, policies concerning work permits, tax incentives, etc. have a significant impact on recruitment and retention strategies.
- Collective Bargaining Structures: The presence and influence of labour unions and collective bargaining structures differ from country to country. In some countries, for instance, collective bargaining is prevalent and unions negotiate employee rights and working conditions. Therefore, organisations have to consider collective bargaining agreements, adhere to them, and ensure effective labour relations. These agreements may affect HR practises such as compensation, working hours, and employee benefits (Sayim, 2016).
- Labour Markets: The conditions of labour markets vary across nations, influencing HR practises such as recruitment, selection, and compensation. The supply and demand of labour, the availability of talent, the competitiveness of the market, and wage structures impact hiring techniques and compensation choices. To attract and retain skilled employees, uphold competitiveness, and align HR practises with market realities, organisations need to evaluate local labour market conditions.
- National Training Systems: They differ from country to country, influencing HR practises such as employee development and training. When designing learning and development initiatives, organisations need to take into account the availability and efficacy of national training systems. Sayim 2016, notes that collaboration with local institutions of learning, accreditation standards, and vocational training frameworks may impact the creation and delivery of training programmes.
AC 4.1: A critical evaluation of the reasons that companies use expatriates for international working.
Companies frequently employ expatriates for a variety of reasons. Although there are advantages to employing expatriates, it is essential to evaluate these factors critically and consider potential challenges and drawbacks.
Reasons why companies use expatriates for international working
- Knowledge Transfer and Skills: One of the primary reasons for employing expatriates is to impart domestic knowledge, skills, and expertise to the foreign subsidiary. Expatriates may possess specialised knowledge, company-specific expertise, or technological know-how that is scarce in the host country (Linton, 2017).
- Building relationships: Expatriates can also assist in establishing relationships with key stakeholders in the overseas market. This can be significant for businesses seeking to enter new markets (Linton, 2017).
- Managing cultural differences: Expats can also assist in managing cultural differences between the native country and the host country. This can be essential for businesses attempting to operate in a multicultural environment. Expatriates can also help eradicate misunderstandings and conflicts by bridging cultural gaps (Linton, 2017).
- Developing talent: Expatriate assignments can allow employees to acquire new skills and experience, thereby increasing their value to the organisation. Additionally, expatriate assignments can enhance the staff’s understanding of the global marketplace (Linton, 2017).
In addition to the above, companies may also employ expatriates for international work to fill a skills gap in the overseas operation; provide continuity and stability during a period of transition; and demonstrate their commitment to the overseas market (Linton, 2017).
Challenges associated with using expatriates for international work.
- Cost: Because employers must pay for the expatriate’s salary, benefits, and relocation expenses, expatriate assignments can be costly. In some instances, they must also cover the expenses of the expatriate’s family.
- Family adjustment: Expatriate assignments can disrupt the family of the expatriate. Families might be required to adapt to a new culture, language, and educational system.
- Culture shock: Expatriates may experience culture shock, making it challenging for them to adapt to their new environment (Linton, 2017).
AC 4.2: Outline and explain the process for selecting, preparing and managing expatriates for overseas relocation for work.
The following is an outline and explanation of the process for selecting, preparing, and managing expatriates for overseas relocation for work:
The first step is to select the right person for the expatriate assignment. This involves considering the following factors: The skills and experience of the candidate; the candidate’s ability to adapt to a new culture; the candidate’s family situation; and the candidate’s motivation for the assignment (SHRM, 2023).
Once the candidate has been selected, they need to be prepared for the expatriate assignment. This involves providing them with critical information such as Information about the host country, including its culture, language, and customs. Details about the company’s policies and procedures for expatriate assignments. Information that is key in assisting expats to find proper housing and schools for their families. Cultural training will assist them to adjust to the new culture (SHRM, 2023).
Once the expatriate has arrived in the host country, they need to be managed effectively. This involves providing them with the following support: the ability to make regular contact with the home office. Assistance with any workplace issues they may encounter. Opportunities to network with other expatriates. A clear understanding of their goals and objectives (SHRM, 2023). Availing regular feedback on their performance, both positive and negative.
AC 4.3: Explain how people practice can support re-entry and resettlement of overseas workers.
The re-entry and resettlement of overseas workers can be a challenging phase of their international assignment. People practice plays a crucial role in providing support and facilitating a smooth transition during this process. People practice can support the re-entry and resettlement of overseas workers, by considering key issues in international staffing:
- Selection and Preparation
People practice can ensure that the selection process includes a consideration of individuals’ potential for re-entry and resettlement. This entails assessing their adaptability, resilience, and cross-cultural skills to identify candidates who are better equipped to navigate the challenges of returning home.
Preparing expatriates for re-entry involves providing them with realistic expectations, discussing potential reverse culture shock, and helping them anticipate challenges they may face upon returning to their home country. This preparation helps expatriates mentally and emotionally prepare for the re-entry phase (Meier, 2023).
- Terms and Conditions
People practice can establish clear terms and conditions for the re-entry and resettlement process, including discussing repatriation benefits, entitlements, and career prospects. They can also take a step further and provide expatriates with a comprehensive understanding of their rights, benefits, and opportunities upon returning home. This plays a significant role in ensuring there is a smooth transition as well as reduces uncertainty (Meier, 2023).
To support the expatriate’s wellbeing, people practice can provide resources and programs that address the potential challenges of re-entry, such as reverse culture shock, readjustment to the local work environment, and reconnecting with family and friends. Offering counselling services or employee assistance programs can also aid in the expatriate’s emotional and psychological wellbeing (Meier, 2023).
People practice should maintain ongoing communication with repatriated employees to monitor their progress and address any issues they may encounter during the re-entry phase. Regular check-ins, performance evaluations, and career discussions can help repatriates navigate their career paths and identify development opportunities within the organization (Meier, 2023).
- Repatriation Preparation
People practice can facilitate repatriation preparation by offering repatriation programs or workshops. These programs can help repatriates understand the repatriation process, discuss expectations, and address potential challenges. They can also provide insights into leveraging their international experience and integrating it into their future roles within the organization (Meier, 2023).
International human resource management presents unique challenges and opportunities. Organisations must consider contextual factors, drivers and benefits of international employment, convergent or divergent approaches to people management, factors in selecting and resourcing for international assignments, variations in people practises across international boundaries, cultural and institutional differences, the function of people practise in an international organisational context, the impact of the international context on practises and policies, the function of people practise Supporting the re-entry and resettlement of returning international employees is also essential for their successful reintegration into the organisation.
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