International Assignment
An international assignment refers to the temporary relocation of an employee from their home
country to a foreign country for work-related purposes. This can include a variety of assignments such
as short-term assignments, long-term assignments, and commuter assignments. International
assignments are becoming increasingly common as organizations expand their operations into new
markets. They provide an opportunity for employees to gain valuable international experience,
develop new skills, and build their professional network.
However, international assignments can also be challenging for both the employee and the
organization. Employees may experience culture shock, language barriers, and difficulty adjusting to a
new work environment. Organizations may face difficulties in finding suitable candidates, managing
the logistics of the assignment, and ensuring that the employee is able to work effectively in the new
environment. Effective preparation and support can help to mitigate these challenges and ensure a
successful international assignment. This may include cultural training, language classes, and support
for families. Additionally, it is important for organizations to have a clear understanding of their
workforce needs and to develop a strategic plan for international assignments.
Purposes Of International Assignments
International assignments that involve placing home-country nationals in the host country for a period
of time may be put into place for a variety of reason s. In general, there are two categories of
international assignments identified in the literature:
1. Strategic control. This category of assignment is intended to retain the culture, structure, and
decision processes of the home-country firm.
2. Transfer of knowledge and skills. As described earlier in the Life Time Fitness example, the firm uses
this type of assignment to bring necessary skills to the host-country firm.
Types Of International Assignments
Frequent Flyers: This refers to employees who travel frequently for work, usually for short periods of
time, but do not live or work permanently in another location. They may travel to different cities or
countries on a regular basis for meetings, conferences, or other work-related events.
International Commuters: These are employees who live in one country but commute to work in
another country on a regular basis. They may travel back and forth between their home country and
the country where they work, and may stay in temporary accommodations while working in the foreign
country.
Short-term Assignments: These are temporary work assignments in a foreign country that typically
last between 3 to 12 months. The employee is expected to return to their home country once the
assignment is completed. Short-term assignments are often used to fill temporary staffing needs, to
complete specific projects, or to provide training or development opportunities.
Expatriate Assignment: This is a long-term work assignment in a foreign country, typically lasting
between 1 to 5 years. The employee is expected to relocate permanently to the foreign country and
may be accompanied by their family. Expatriate assignments are often used to support the
establishment of a new subsidiary or to provide senior management in a foreign location.
The survivors of downsizing
The survivors of downsizing are the employees who remain with an organization after a significant
number of their colleagues have been laid off. Survivors often experience a range of negative emotions
and reactions following a downsizing, including anger, fear, cynicism, and stress. They may also
experience a loss of trust in the company and its management, and may struggle to cope with
increased workloads and responsibilities.
Survivor syndrome is a term used to describe the typical response of employees who remain after a
downsizing. This response is characterized by a mix of negative emotions and behaviors, including
decreased trust in management, increased stress, and a reluctance to take risks or innovate.
In addition to the psychological and emotional impact of downsizing on survivors, there is growing
evidence that perceptions of job insecurity can also have negative consequences for both employees
and employers. Even employees in organizations that have not downsized may have perceptions of job
insecurity, which has been linked to impaired well-being, increased stress, higher levels of burnout,
mental distress, and lower work and supervisor satisfaction.
To mitigate the negative impact of downsizing on survivors, organizations should provide support and
resources to help employees cope with the changes. This may include counseling, training and
development opportunities, and communication and transparency from management about the
reasons for the downsizing and the organization's plans for the future.
Perceptions of fairness and equity play a key role in understanding how survivors of a downsizing react
to the experience. In examining the survivors of downsizing, three types of justice warrant
consideration:
Procedural justice: Procedures or rules used to determine which employees will be downsized
Interactional justice: The interpersonal treatment employees receive during the implementation of the
downsizing decision
Distributive justice: The fairness of the downsizing decision
Types of Mergers
A merger is a consolidation of two organizations into a single organization. Within mergers, there are
three categories:
A horizontal merger is the merging of two competitors, which combine to increase market power.
These mergers typically are subject to review by regulators who fear monopoly power in the
marketplace.
A vertical merger occurs when a buyer and a seller (or supplier) merge to achieve the synergies of
controlling all factors affecting a company's success, from the production of raw goods to
manufacturing to distribution and retail sales. A real estate agency might merge with a real estate
developer, for example.
A conglomerate merger occurs when one company merges with another but the two companies have
no competitive or buyer- seller relationship. In other words they are in different businesses competing
in different markets.
Reasons for Outsourcing
There are at least six major reasons that organizations outsource: financial savings, strategic focus,
access to advanced technology, improved service levels, access to specialized expertise, and
organizational politics.
Financial savings: Outsourcing can often result in cost savings for organizations. By outsourcing certain
functions, organizations can avoid the costs of hiring and training new employees, purchasing
equipment, and maintaining facilities. Outsourcing can also provide cost savings by taking advantage
of lower labor costs in other countries.
Strategic focus: Outsourcing non-core functions allows organizations to focus on their core
competencies and strategic objectives. By delegating non-core functions to external service providers,
organizations can concentrate on activities that directly contribute to their bottom line.
Access to advanced technology: Outsourcing can provide access to new and advanced technologies
that may be too expensive or difficult for organizations to develop in-house. This can enable
organizations to remain competitive and improve their operations.
Improved service levels: Outsourcing certain functions can improve service levels by leveraging the
expertise and capabilities of external service providers. This can result in higher quality services, faster
turnaround times, and improved customer satisfaction.
Access to specialized expertise: Outsourcing can provide access to specialized expertise that may not
be available in-house. For example, organizations may outsource functions such as legal, accounting,
or marketing to external service providers with specialized expertise in these areas.
Organizational politics: Outsourcing can be used to manage organizational politics and conflicts. By
outsourcing certain functions, organizations can avoid conflicts between departments or individuals
who may have competing interests or priorities.
Overall, outsourcing can provide organizations with a range of benefits, including cost savings,
improved service levels, access to advanced technology, and increased focus on core competencies.
However, it is important for organizations to carefully evaluate the potential risks and benefits of
outsourcing before making any decisions.
Nominal Group Technique (NGT) and Delphi Technique
Nominal Group Technique (NGT) and Delphi Technique are both group decision-making techniques
that are commonly used in business and other organizations.
Nominal Group Technique (NGT) is a structured approach to group decision-making that involves
brainstorming and ranking ideas. In NGT, group members first generate ideas individually, and then
share their ideas with the group in a round-robin fashion. The ideas are then discussed and evaluated,
and the group members rank the ideas based on their importance. NGT is often used when a group
needs to generate ideas and make decisions quickly.
Delphi Technique is a method for gathering and synthesizing expert opinions on a particular topic. In
Delphi, a panel of experts is identified, and each expert is asked to provide their opinion on a specific
question or problem. The responses are then collected and shared with the entire panel, who are
asked to review the responses and provide additional feedback. This process continues until a
consensus is reached or a predetermined stopping point is reached. Delphi is often used when a group
needs to make a decision based on expert knowledge and consensus is important.
Both NGT and Delphi are useful techniques for group decision-making, and can be particularly helpful
when dealing with complex problems or when a group needs to make a decision quickly. However,
both techniques also have their limitations, and it is important to carefully consider the context and
purpose of the decision-making process when selecting a technique to use.
5C models
The 5C models is a framework used to evaluate the effectiveness of the human resource management
function within an organization. It is based on five key areas that are important for HR professionals to
focus on:
Compliance: This refers to the HR function's ability to ensure that the organization is complying with
relevant laws and regulations related to employment. This includes areas such as equal employment
opportunity, health and safety, and labor laws.
Client Satisfaction: This refers to the HR function's ability to meet the needs and expectations of its
internal clients, such as employees and managers. This includes areas such as timely and effective
communication, responsiveness, and service quality.
Culture Management: This refers to the HR function's ability to create and maintain a positive
organizational culture that supports the achievement of business objectives. This includes areas such
as leadership development, employee engagement, and diversity and inclusion.
Cost Control: This refers to the HR function's ability to manage costs associated with HR activities, such
as recruitment, training, and benefits administration. This includes areas such as cost reduction
strategies, efficiency improvements, and the use of technology to streamline processes.
Contribution: This refers to the HR function's ability to contribute to the achievement of business
objectives and overall organizational success. This includes areas such as talent management,
succession planning, and workforce planning.
By focusing on these five areas, HR professionals can evaluate the effectiveness of their HR function
and identify areas for improvement. The 5C model also provides a framework for executives, investors,
and customers to evaluate the HR function and make informed decisions about their interactions with
the organization.
Force-field analysis
A framework for analyzing a problem that seeks to identify all the relevant factors and stakeholders
that are acting to either sustain the current state or to move away from the current state.
Force-field analysis is a problem-solving and decision-making technique that is used to identify the
driving and restraining forces behind a particular situation. It is often used in organizational change
management to analyze the forces that are driving or hindering a change initiative.
The analysis begins by identifying the current state or condition and the desired future state or
condition. The driving forces that support the desired future state are then listed, as well as the
restraining forces that oppose the change. The driving and restraining forces are then evaluated in
terms of their strength and impact on the change initiative.
Once the driving and restraining forces have been identified and evaluated, the next step is to develop
strategies to strengthen the driving forces and weaken the restraining forces. This may involve
identifying additional resources or support for the change initiative, or addressing the concerns and
objections of those who are opposing the change.
Force-field analysis is a useful tool for identifying potential barriers to change and developing strategies
to overcome those barriers. It helps change planners to focus on the desired future state and to
develop a plan of action to achieve that state. By understanding the driving and restraining forces
behind a particular situation, organizations can make more informed decisions about how to proceed
with change initiatives and implement them successfully.
Using HR Planning Notebook 12.2, what do you think were the reasons for the acquisitions in
both cases?
Molson's acquisition of Kaiser:
a. Entering new markets: Molson aimed to expand its presence in the South American market by
acquiring Brazil's second-largest beer maker, Kaiser.
b. Increasing market share: Molson's acquisition of Kaiser allowed it to tap into the Brazilian beer
market and potentially increase its overall market share.
Molson Coors Brewing's acquisition of Creemore Springs Brewery:
a. Entering new markets: Molson Coors wanted to enter the craft beer market, which was a growing
segment in the beer industry. Acquiring Creemore Springs Brewery allowed the company to access a
new niche and customer base.
b. Acquiring new expertise: Creemore Springs Brewery was known for producing one of the best lagers
in North America. By acquiring this small-time brewer, Molson Coors hoped to gain new expertise and
knowledge in craft beer production.
c. Achieving economies of scale: While Creemore Springs Brewery retained its production facility and
did not use Molson's canning operations, it did benefit from Molson Coors' distribution systems and
better discounts on purchases. This provided some economies of scale for the smaller brewery.
Describe the HR implications under a full integration scenario (Kaiser) and a hands-off acquisition
scenario (Creemore Springs).
In a full integration scenario like the Kaiser acquisition, HR implications can include:
Cultural integration: Merging the work cultures of two different organizations, especially in this case
where North American management techniques were not suitable for the South American business
climate. HR would need to address the differences in management styles, communication, and
workplace expectations.
Decision-making structure: Aligning decision-making authority and management hierarchy between
the two companies. In the Kaiser case, Molson failed to delegate decision-making to local operators
and did not have a Brazilian director on the board, leading to ineffective management and decisionmaking.
Employee retention and engagement: Ensuring that employees from both companies feel valued and
engaged during the integration process. This could involve addressing concerns about job security,
opportunities for growth, and maintaining morale during the transition.
Training and development: Providing training and development opportunities to help employees
adapt to new processes, systems, or management styles introduced as a result of the acquisition.
Compensation and benefits: Aligning compensation and benefits packages for employees from both
companies, while also considering local labor laws and market standards.
In a hands-off acquisition scenario like the Creemore Springs case, HR implications may include:
Maintaining company culture: Preserving the unique culture of the acquired company, in this case,
the small-time brewer image and focus on product quality. This requires minimal interference from
the parent company in the day-to-day operations and decision-making processes.
Talent retention: Ensuring that key employees, such as the brewmaster and other skilled workers, are
retained by providing them with autonomy and decision-making authority. This can help maintain the
unique aspects of the acquired company that made it successful in the first place.
Collaboration and knowledge sharing: Encouraging collaboration and knowledge sharing between the
two companies, without imposing the parent company
- Four stages of the HR planning process :
• Step 1: preparing a human resource inventory of the organization's employees
• Step 2 : preparing a job analysis
• Step 3 : assessing future demand
• Step 4 : assessing future supply
• Step 5 : establishing a plan for recruiting, hiring, educating, appraising,
compensating, and scheduling employees
- HR Programs to address HR Surpluses & Shortages : The net HR requirement is the
gap or surplus that results from the forecasting exercise. an HR gap (shortage) can be
addressed through recruitment efforts, retention efforts,or an increase in temporary or
contract workers. An HR surplus is a condition in which the organization needs to shed
human capital. Rather than instituting layoffs or downsizing to deal with an HR surplus, the
HR function should first consider less damaging methods whenever possible. These
methods include job sharing, redeploying human capital to other areas of the firm, or a hiring
freeze, where the process of attrition through voluntary terminations, or a combination of
these policies is used to achieve the necessary reduction in the size of the workforce.
Job sharing : When two or more employees perform the duties of one full -time position,
each sharing the work activities on a part-time basis.
Attrition : The process of reducing an HR surplus by allowing the size of the workforce to
decline naturally from the normal pattern of losses associated with retirements, deaths, and
voluntary turnover
- The ways in which the HR process is linked to business strategy : Strategic HRM has
to facilitate the formulation and implementation of corporate and business-level strategies.
Senior managers must focus on issues such as the HR implications of adopting a strategy.
What are the internal and external constraints and opportunities? Exactly what policies,
practices, and philosophies contribute to the successful implementation of the strategy? The
basic premise is that every HR policy and practice must directly support the organization's
strategy and objectives.32 This does not happen as frequently as it should.
Aligning HR strategy with business strategy can be done in one of these ways:
1. Start with organizational strategy and then create HR strategy.
2. Start with HR competencies and then craft corporate strategies based on these
competencies.
3. Do a combination of both in a form of reciprocal relationship.
- Delphi Technique : A process in which the forecasts and judgments of a selected group of
experts are solicited and summarized in an attempt to determine the future HR demand.
Avoids many of the problems associated with face-to face groups including reluctance on the
part of individual experts to participate
Disadvantages: Time and costs. Results cannot be validated statistically. Selection of
experts can skew the results. Potentially insufficient attention given to developing
criteria due to having too narrow a scope of experts
1. Define and refine the issue or question
2. Identify the experts, terms, and time horizon
3. Orient the experts
4. Issue the first-round questionnaire
5. Issue the first-round questionnaire summary and second round of questionnaires
6. Continue issuing questionnaires
In the Delphi method, a group of experts generate a demand forecast based on their
expertise & knowledge. This forecast is presented to a different group within the company for
interpretation. After multiple rounds of interpretation, the forecast passes on to the decisionmakers of the organization
- Five Elements of Organizational Learning :
• Personal mastery: Understanding of one’s purpose and the development of a personal
vision
• Mental models : Internal representation of the way things work that influence the causal
attributions that we make
• Building a shared vision : What do we want to create?
• Team learning : The interaction of individual ideas and efforts toward a team objective that
result in outcomes that exceed the capabilities of any individual on the team
• Systems thinking: Views change issues within the framework of the entire organization.
Helps to understand the underlying causes of problems and the potential outcomes of
change initiatives