stevenson operations management 3e - Chapter 8

7/24/2019 stevenson operations management 3e - Chapter 8

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STAFFING


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StafngStafng

StafngStafng

StaffingStaffing

Process of recruiting & selecting prospectiveProcess of recruiting & selecting prospective

employeesemployees

Has significant impact on organizations bottom lineHas significant impact on organizations bottom line

Requires staffing process to become strategicallyRequires staffing process to become strategically

focusedfocused

Recruitment & selection activities offer organizationRecruitment & selection activities offer organizationnumerous choices to find & select new employeesnumerous choices to find & select new employees

Staffing decisions need to ensure employees fitStaffing decisions need to ensure employees fit

organizations cultureorganizations culture

StaffingStaffing

Process of recruiting & selecting prospectiveProcess of recruiting & selecting prospective

employeesemployees

Has significant impact on organizations bottom lineHas significant impact on organizations bottom line Requires staffing process to become strategicallyRequires staffing process to become strategically

focusedfocused

Recruitment & selection activities offer organizationRecruitment & selection activities offer organization

numerous choices to find & select new employeesnumerous choices to find & select new employees

Staffing decisions need to ensure employees fitStaffing decisions need to ensure employees fit

organizations cultureorganizations culture


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RecruitingRecruiting


Temporary versus permanent employeesTemporary versus permanent employees

Increase headcount temporarily or permanentlyIncrease headcount temporarily or permanently

should be strategicallydrivenshould be strategicallydriven

!asis for decisions is HR forecast!asis for decisions is HR forecast

"emporary employees less costly"emporary employees less costly

"emporary headcount increases can be obtained"emporary headcount increases can be obtained

from specialized agenciesfrom specialized agencies Headcount increases can be avoided byHeadcount increases can be avoided by

subcontracting wor#subcontracting wor#

Temporary versus permanent employeesTemporary versus permanent employees

Increase headcount temporarily or permanentlyIncrease headcount temporarily or permanently

should be strategicallydrivenshould be strategicallydriven

!asis for decisions is HR forecast!asis for decisions is HR forecast "emporary employees less costly"emporary employees less costly

"emporary headcount increases can be obtained"emporary headcount increases can be obtained

from specialized agenciesfrom specialized agencies Headcount increases can be avoided byHeadcount increases can be avoided by

subcontracting wor#subcontracting wor#


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Exhibit 8.1Exhibit 8.1

Advantages & Disadvantages o Internal &Advantages & Disadvantages o Internal &

External RecruitingExternal Recruiting


Advantages & Disadvantages o Internal &Advantages & Disadvantages o Internal &

External RecruitingExternal Recruiting


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When & how extensively to recruitWhen & how extensively to recruit

$hen do recruiting efforts need to begin%$hen do recruiting efforts need to begin%

How large an applicant pool needed%How large an applicant pool needed%

ata from past recruiting efforts utilizedata from past recruiting efforts utilized To answer questions where feasibleTo answer questions where feasible

Adust for changed conditionsAdust for changed conditions

!ield ratios!ield ratios

'ffer information on how many applicants eliminated(remain'ffer information on how many applicants eliminated(remain

at each step in recruitment processat each step in recruitment process

)an determine proper or necessary size of applicant pool)an determine proper or necessary size of applicant pool

When & how extensively to recruitWhen & how extensively to recruit

$hen do recruiting efforts need to begin%$hen do recruiting efforts need to begin%

How large an applicant pool needed%How large an applicant pool needed%

ata from past recruiting efforts utilizedata from past recruiting efforts utilized To answer questions where feasibleTo answer questions where feasible

Adust for changed conditionsAdust for changed conditions

!ield ratios!ield ratios

'ffer information on how many applicants eliminated(remain'ffer information on how many applicants eliminated(remain

at each step in recruitment processat each step in recruitment process

)an determine proper or necessary size of applicant pool)an determine proper or necessary size of applicant pool


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Recruiting !ra"idRecruiting !ra"id


Recruiting !ra"idRecruiting !ra"id


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Exhibit 8.#Exhibit 8.#

Recruiting $i"elineRecruiting $i"eline

Exhibit 8.#Exhibit 8.#

Recruiting $i"elineRecruiting $i"eline


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%ethods o Recruiting%ethods o Recruiting%ethods o Recruiting%ethods o Recruiting

"nformally or formally"nformally or formally

"nternally or externally"nternally or externally

Targeted advertising in selected mediaTargeted advertising in selected media Recruiting on "nternetRecruiting on "nternet

#utsourcing to staffing agencies#utsourcing to staffing agencies

$rivate "ndustry %ouncils $"%s'$rivate "ndustry %ouncils $"%s' (xecutive search firms(xecutive search firms

#n)campus recruiting#n)campus recruiting

"nformally or formally"nformally or formally

"nternally or externally"nternally or externally

Targeted advertising in selected mediaTargeted advertising in selected media

Recruiting on "nternetRecruiting on "nternet

#utsourcing to staffing agencies#utsourcing to staffing agencies

$rivate "ndustry %ouncils $"%s'$rivate "ndustry %ouncils $"%s' (xecutive search firms(xecutive search firms

#n)campus recruiting#n)campus recruiting


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Recruiting on InternetRecruiting on InternetRecruiting on InternetRecruiting on Internet

#ne of fastest)growing recruitment methods#ne of fastest)growing recruitment methods

*ore cost)effective than newspaper advertising*ore cost)effective than newspaper advertising

+ow cost, speed, & ability to target applicants+ow cost, speed, & ability to target applicants

with technical s-illswith technical s-ills

Allows applicants to assess interests & needs withAllows applicants to assess interests & needs with

employer.s offeringsemployer.s offerings

/lobal exposure to potential applicants/lobal exposure to potential applicants %an cut search process time by as much as 012%an cut search process time by as much as 012

#ne of fastest)growing recruitment methods#ne of fastest)growing recruitment methods

*ore cost)effective than newspaper advertising*ore cost)effective than newspaper advertising

+ow cost, speed, & ability to target applicants+ow cost, speed, & ability to target applicants

with technical s-illswith technical s-ills Allows applicants to assess interests & needs withAllows applicants to assess interests & needs with

employer.s offeringsemployer.s offerings

/lobal exposure to potential applicants/lobal exposure to potential applicants

%an cut search process time by as much as 012%an cut search process time by as much as 012


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Recruiting on InternetRecruiting on InternetRecruiting on InternetRecruiting on Internet

Some potential challengesSome potential challenges

*nsuring security*nsuring security

+iruses+iruses ,ccess to unauthorized areas,ccess to unauthorized areas

isparate impact against certain protectedisparate impact against certain protected

classesclasses )an complicate reporting of data related to)an complicate reporting of data related to

compliance with federal & state lawscompliance with federal & state laws

Some potential challengesSome potential challenges

*nsuring security*nsuring security

+iruses+iruses

,ccess to unauthorized areas,ccess to unauthorized areas

isparate impact against certain protectedisparate impact against certain protected

classesclasses )an complicate reporting of data related to)an complicate reporting of data related to

compliance with federal & state lawscompliance with federal & state laws


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Selection rocess IssuesSelection rocess IssuesSelection rocess IssuesSelection rocess Issues

ReliabilityReliability

)onsistency of measurement)onsistency of measurement

Screening criteria should elicit same resultsScreening criteria should elicit same resultsin repeated trials across time & evaluatorsin repeated trials across time & evaluators

Reliability influenced by criterion deficiency &Reliability influenced by criterion deficiency &

contamination errorscontamination errors Reliability is prere-uisite for validityReliability is prere-uisite for validity

ReliabilityReliability

)onsistency of measurement)onsistency of measurement

Screening criteria should elicit same resultsScreening criteria should elicit same resultsin repeated trials across time & evaluatorsin repeated trials across time & evaluators

Reliability influenced by criterion deficiency &Reliability influenced by criterion deficiency &

contamination errorscontamination errors

Reliability is prere-uisite for validityReliability is prere-uisite for validity


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Selection rocess IssuesSelection rocess IssuesSelection rocess IssuesSelection rocess Issues

3alidity3alidity egree to which what is assessed is related to actualegree to which what is assessed is related to actual

performanceperformance

,bility to establish .obrelated validity is crucial to employers,bility to establish .obrelated validity is crucial to employersin defending themselves in discrimination allegationsin defending themselves in discrimination allegations

)ontent validity illustrates that measure or criterion is)ontent validity illustrates that measure or criterion is

representative of actual .ob content or #nowledgerepresentative of actual .ob content or #nowledge

)riterion /empirical0 validity demonstrated by relationship)riterion /empirical0 validity demonstrated by relationshipbetween screening criteria & .ob performancebetween screening criteria & .ob performance

3alidity3alidity egree to which what is assessed is related to actualegree to which what is assessed is related to actual

performanceperformance

,bility to establish .obrelated validity is crucial to employers,bility to establish .obrelated validity is crucial to employersin defending themselves in discrimination allegationsin defending themselves in discrimination allegations

)ontent validity illustrates that measure or criterion is)ontent validity illustrates that measure or criterion is

representative of actual .ob content or #nowledgerepresentative of actual .ob content or #nowledge

)riterion /empirical0 validity demonstrated by relationship)riterion /empirical0 validity demonstrated by relationshipbetween screening criteria & .ob performancebetween screening criteria & .ob performance


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Intervieing rocess IssuesIntervieing rocess IssuesIntervieing rocess IssuesIntervieing rocess Issues

Who should be involved4Who should be involved4

Prospective supervisors1 peers1 subordinatesProspective supervisors1 peers1 subordinates

Which interview format4Which interview format4

Individual or group interviewsIndividual or group interviews

%ommon interviewer errors%ommon interviewer errors

Similarity errorsSimilarity errors

)ontrast errors)ontrast errors

2irst impression2irst impression

Halo errorsHalo errors

Personal biasesPersonal biases

Who should be involved4Who should be involved4

Prospective supervisors1 peers1 subordinatesProspective supervisors1 peers1 subordinates

Which interview format4Which interview format4

Individual or group interviewsIndividual or group interviews %ommon interviewer errors%ommon interviewer errors

Similarity errorsSimilarity errors

)ontrast errors)ontrast errors

2irst impression2irst impression

Halo errorsHalo errors

Personal biasesPersonal biases


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'ehavioral Intervieing'ehavioral Intervieing'ehavioral Intervieing'ehavioral Intervieing

5sed with experienced & inexperienced5sed with experienced & inexperienced

applicantsapplicants

As-s about situations candidate is li-ely toAs-s about situations candidate is li-ely to

face on obface on ob

%andidates can present real)life situations%andidates can present real)life situations

they were involved in & how they handledthey were involved in & how they handled

themthem

5sed with experienced & inexperienced5sed with experienced & inexperienced

applicantsapplicants

As-s about situations candidate is li-ely toAs-s about situations candidate is li-ely to

face on obface on ob

%andidates can present real)life situations%andidates can present real)life situations

they were involved in & how they handledthey were involved in & how they handled

themthem


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'ehavioral Intervieing'ehavioral Intervieing'ehavioral Intervieing'ehavioral Intervieing


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$esting$esting$esting$esting

Wor- sample testsWor- sample tests

,s# applicant to complete representative sample of,s# applicant to complete representative sample of

actual wor#actual wor#

Trainability testsTrainability tests

3easure3easure

Aptitude in certain areasAptitude in certain areas

Ability to understand critical ob components thatAbility to understand critical ob components thatfirm will teach new hiresfirm will teach new hires

Wor- sample testsWor- sample tests

,s# applicant to complete representative sample of,s# applicant to complete representative sample of

actual wor#actual wor#

Trainability testsTrainability tests 3easure3easure

Aptitude in certain areasAptitude in certain areas

Ability to understand critical ob components thatAbility to understand critical ob components thatfirm will teach new hiresfirm will teach new hires


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$esting$esting$esting$esting

Realistic ob previewsRealistic ob previews

3a#e applicants aware of both positive & negative3a#e applicants aware of both positive & negative

aspects of .obaspects of .ob

ecrease li#elihood new employee will becomeecrease li#elihood new employee will becomedissatisfieddissatisfied

Increase li#elihood of candidates selfselecting outIncrease li#elihood of candidates selfselecting out

of positionof position $ersonality testing is useful in anticipating$ersonality testing is useful in anticipating

how applicants are li-ely to behavehow applicants are li-ely to behave

Realistic ob previewsRealistic ob previews

3a#e applicants aware of both positive & negative3a#e applicants aware of both positive & negative

aspects of .obaspects of .ob

ecrease li#elihood new employee will becomeecrease li#elihood new employee will becomedissatisfieddissatisfied

Increase li#elihood of candidates selfselecting outIncrease li#elihood of candidates selfselecting out

of positionof position

$ersonality testing is useful in anticipating$ersonality testing is useful in anticipating

how applicants are li-ely to behavehow applicants are li-ely to behave


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Exhibit 8.(Exhibit 8.(

$he 'ig )ive ersonalit! Di"ensions$he 'ig )ive ersonalit! Di"ensions

Exhibit 8.(Exhibit 8.(

$he 'ig )ive ersonalit! Di"ensions$he 'ig )ive ersonalit! Di"ensions

Personality DimensionPersonality DimensionCharacteristics of Person ScoringCharacteristics of Person ScoringPositively on DimensionPositively on Dimension

6' (xtraversion6' (xtraversion #utgoing, tal-ative, social, assertive#utgoing, tal-ative, social, assertive

7' Agreeableness7' Agreeableness

Trusting, good)natured, cooperative,Trusting, good)natured, cooperative,

soft)heartedsoft)hearted

8' %onscientiousness8' %onscientiousness 9ependable, responsible,9ependable, responsible,

achievement)oriented, persistentachievement)oriented, persistent

:' (motional stability:' (motional stability Relaxed, secure, unworriedRelaxed, secure, unworried

1' #penness to experience1' #penness to experience "ntellectual, imaginative, curious,"ntellectual, imaginative, curious,

broad)mindedbroad)minded


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*ther $esting %ethods*ther $esting %ethods*ther $esting %ethods*ther $esting %ethods

$ersonality testing$ersonality testing

4seful to anticipate how applicants li#ely to behave4seful to anticipate how applicants li#ely to behave

2ew1 if any1 .obs re-uire specific personality type2ew1 if any1 .obs re-uire specific personality type

Have been successfully challenged in courtHave been successfully challenged in court

$hysical testing$hysical testing

Restricted under ,, to testing only for specificRestricted under ,, to testing only for specific

critical .obrelated physical performancecritical .obrelated physical performancere-uirementsre-uirements

$ersonality testing$ersonality testing

4seful to anticipate how applicants li#ely to behave4seful to anticipate how applicants li#ely to behave

2ew1 if any1 .obs re-uire specific personality type2ew1 if any1 .obs re-uire specific personality type

Have been successfully challenged in courtHave been successfully challenged in court

$hysical testing$hysical testing

Restricted under ,, to testing only for specificRestricted under ,, to testing only for specific

critical .obrelated physical performancecritical .obrelated physical performancere-uirementsre-uirements


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*ther $esting %ethods*ther $esting %ethods*ther $esting %ethods*ther $esting %ethods

;onesty testing;onesty testing

eclined since passage of Polygraph Protection ,cteclined since passage of Polygraph Protection ,ct

in 5677in 5677

9rug testing9rug testing

)hallenged in courts as invasion of privacy)hallenged in courts as invasion of privacy

ReferencesReferences

8ittle information available due to former employer8ittle information available due to former employer

fears of liability for libel1 slander & defamationfears of liability for libel1 slander & defamation

;onesty testing;onesty testing

eclined since passage of Polygraph Protection ,cteclined since passage of Polygraph Protection ,ct

in 5677in 5677

9rug testing9rug testing )hallenged in courts as invasion of privacy)hallenged in courts as invasion of privacy

ReferencesReferences

8ittle information available due to former employer8ittle information available due to former employerfears of liability for libel1 slander & defamationfears of liability for libel1 slander & defamation


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Selection or InternationalSelection or International

Assign"entsAssign"ents

Selection or InternationalSelection or International

Assign"entsAssign"ents

Reasons for failure on internationalReasons for failure on international

assignmentsassignments

Interpersonal & acculturation abilitiesInterpersonal & acculturation abilities

Rarely technical s#illsRarely technical s#ills

Test employees. adaptability, open)Test employees. adaptability, open)

mindedness, ability to tolerate uncertaintymindedness, ability to tolerate uncertainty

& ambiguity & independence& ambiguity & independence

"nterview & screen family members who"nterview & screen family members who

would accompany employeewould accompany employee

Reasons for failure on internationalReasons for failure on international

assignmentsassignments

Interpersonal & acculturation abilitiesInterpersonal & acculturation abilities

Rarely technical s#illsRarely technical s#ills

Test employees. adaptability, open)Test employees. adaptability, open)

mindedness, ability to tolerate uncertaintymindedness, ability to tolerate uncertainty

& ambiguity & independence& ambiguity & independence "nterview & screen family members who"nterview & screen family members who

would accompany employeewould accompany employee


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(xtra caution has to be made when hiring foreign)born employees to ensure(xtra caution has to be made when hiring foreign)born employees to ensure

the legitimacy of any documentation they might providethe legitimacy of any documentation they might provide

This is particularly true for low)s-illed wor-ers who may have limitedThis is particularly true for low)s-illed wor-ers who may have limited

(nglish language abilities(nglish language abilities

There is no widespread reliable system for verificationenship, employers

must first prove that there are no domestic wor-ers with the requisite s-illsmust first prove that there are no domestic wor-ers with the requisite s-ills

availableavailable

(xtra caution has to be made when hiring foreign)born employees to ensure(xtra caution has to be made when hiring foreign)born employees to ensurethe legitimacy of any documentation they might providethe legitimacy of any documentation they might provide

This is particularly true for low)s-illed wor-ers who may have limitedThis is particularly true for low)s-illed wor-ers who may have limited

(nglish language abilities(nglish language abilities

There is no widespread reliable system for verificationenship, employers

must first prove that there are no domestic wor-ers with the requisite s-illsmust first prove that there are no domestic wor-ers with the requisite s-ills

availableavailable

Docu"entation o E"+lo!"entDocu"entation o E"+lo!"ent

Eligibilit!Eligibilit!

Docu"entation o E"+lo!"entDocu"entation o E"+lo!"ent

Eligibilit!Eligibilit!


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,e $rends in Stafng,e $rends in Stafng,e $rends in Stafng,e $rends in Stafng

(mployment branding(mployment branding? creation of an image? creation of an image

which allows prospective employees to view thewhich allows prospective employees to view the

organi>ation in a certain way and aid inorgani>ation in a certain way and aid in

recruitmentrecruitment

%andidate relationship management%andidate relationship management? building a? building a

relationship with prospective employees whichrelationship with prospective employees which

transcends a specific hiring cycle and process totranscends a specific hiring cycle and process to

-eep interest high among high)potential-eep interest high among high)potential

employeesemployees

(mployment branding(mployment branding? creation of an image? creation of an imagewhich allows prospective employees to view thewhich allows prospective employees to view the

organi>ation in a certain way and aid inorgani>ation in a certain way and aid in

recruitmentrecruitment

%andidate relationship management%andidate relationship management? building a? building a

relationship with prospective employees whichrelationship with prospective employees which

transcends a specific hiring cycle and process totranscends a specific hiring cycle and process to-eep interest high among high)potential-eep interest high among high)potential

employeesemployees


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Exhibit 8.-Exhibit 8.-

Strategic Issues in StafngStrategic Issues in Stafng

Exhibit 8.-Exhibit 8.-

Strategic Issues in StafngStrategic Issues in Stafng


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Reading 8.1Reading 8.1

$e"+orar! el+ Agencies and the %a/ing o a ,e$e"+orar! el+ Agencies and the %a/ing o a ,e

E"+lo!"ent racticeE"+lo!"ent ractice




(volution of the use of temporary employees and temporary(volution of the use of temporary employees and temporary

help agencieshelp agencies

Traditionally this labor mar-et consisted almostTraditionally this labor mar-et consisted almost

exclusively or married women, often with some familyexclusively or married women, often with some family

care responsibilities, who lac-ed viable alternatives forcare responsibilities, who lac-ed viable alternatives foremploymentemployment

Temporary employment has evolved to become moreTemporary employment has evolved to become more

widespread and normali>ed with almost 8 millionwidespread and normali>ed with almost 8 million

temporary employees hired each daytemporary employees hired each day The use of temporary employees has evolved from a stop)The use of temporary employees has evolved from a stop)

gap means of filling a ob to a strategic staffing choicegap means of filling a ob to a strategic staffing choice

available to organi>ationsavailable to organi>ations

(volution of the use of temporary employees and temporary(volution of the use of temporary employees and temporaryhelp agencieshelp agencies

Traditionally this labor mar-et consisted almostTraditionally this labor mar-et consisted almost

exclusively or married women, often with some familyexclusively or married women, often with some family

care responsibilities, who lac-ed viable alternatives forcare responsibilities, who lac-ed viable alternatives foremploymentemployment

Temporary employment has evolved to become moreTemporary employment has evolved to become more

widespread and normali>ed with almost 8 millionwidespread and normali>ed with almost 8 million

temporary employees hired each daytemporary employees hired each day The use of temporary employees has evolved from a stop)The use of temporary employees has evolved from a stop)

gap means of filling a ob to a strategic staffing choicegap means of filling a ob to a strategic staffing choice

available to organi>ationsavailable to organi>ations


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5ncertainty around demand for a company.s products or5ncertainty around demand for a company.s products or

services can result in employer reluctance to hireservices can result in employer reluctance to hire

permanent employeesations, including seniorBexecutive managementexecutive management

5ncertainty around demand for a company.s products or5ncertainty around demand for a company.s products orservices can result in employer reluctance to hireservices can result in employer reluctance to hire

permanent employeesations, including seniorBexecutive managementexecutive management


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The growth and evolution of the temp industry can be traced to theThe growth and evolution of the temp industry can be traced to the

strategi>ed efforts of the temporary employment industrystrategi>ed efforts of the temporary employment industry

Aggressive mar-eting of services, release of employer liability forAggressive mar-eting of services, release of employer liability forwor-ers, the promotion of the advantages of such flexible wor-forcewor-ers, the promotion of the advantages of such flexible wor-force

expansion and contraction and public relations aimed at mediaexpansion and contraction and public relations aimed at media

perceptions and portrayals of the industry and temps wor-ers inperceptions and portrayals of the industry and temps wor-ers in

general all contributed to how temporary employment was consideredgeneral all contributed to how temporary employment was considered

Temp agencies themselves developed operational standards ofTemp agencies themselves developed operational standards of

selective recruitment, extensive screening and stronger efforts toselective recruitment, extensive screening and stronger efforts to

ensure @fit between assignments and employeesensure @fit between assignments and employees

The growth and evolution of the temp industry can be traced to theThe growth and evolution of the temp industry can be traced to the

strategi>ed efforts of the temporary employment industrystrategi>ed efforts of the temporary employment industry

Aggressive mar-eting of services, release of employer liability forAggressive mar-eting of services, release of employer liability for

wor-ers, the promotion of the advantages of such flexible wor-forcewor-ers, the promotion of the advantages of such flexible wor-force

expansion and contraction and public relations aimed at mediaexpansion and contraction and public relations aimed at media

perceptions and portrayals of the industry and temps wor-ers inperceptions and portrayals of the industry and temps wor-ers in

general all contributed to how temporary employment was consideredgeneral all contributed to how temporary employment was considered

Temp agencies themselves developed operational standards ofTemp agencies themselves developed operational standards of

selective recruitment, extensive screening and stronger efforts toselective recruitment, extensive screening and stronger efforts to

ensure @fit between assignments and employeesensure @fit between assignments and employees


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Assess"ent Instru"ents or theAssess"ent Instru"ents or the

0lobal or/orce0lobal or/orce


Assess"ent Instru"ents or theAssess"ent Instru"ents or the

0lobal or/orce0lobal or/orce

#ne of the greatest challenges faced by global employers#ne of the greatest challenges faced by global employers

is selection of employees for overseas assignmentsis selection of employees for overseas assignments

Assessment of competencies and readiness of potentialAssessment of competencies and readiness of potential

employees for foreign assignments is essential to ensureemployees for foreign assignments is essential to ensure

that appointments are successful for both the employeethat appointments are successful for both the employee

and the employersand the employers

The costs of failed international assignments, bothThe costs of failed international assignments, both

monetary and non)monetary, are astronomical hence,monetary and non)monetary, are astronomical hence,

careful selection procedures are paramountcareful selection procedures are paramount

#ne of the greatest challenges faced by global employers#ne of the greatest challenges faced by global employers

is selection of employees for overseas assignmentsis selection of employees for overseas assignments

Assessment of competencies and readiness of potentialAssessment of competencies and readiness of potentialemployees for foreign assignments is essential to ensureemployees for foreign assignments is essential to ensure

that appointments are successful for both the employeethat appointments are successful for both the employee

and the employersand the employers

The costs of failed international assignments, bothThe costs of failed international assignments, both

monetary and non)monetary, are astronomical hence,monetary and non)monetary, are astronomical hence,

careful selection procedures are paramountcareful selection procedures are paramount


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=actors, beyond technical competence, which are related to=actors, beyond technical competence, which are related to

success in global business includesuccess in global business include

6< Action orientation conscientiousness'6< Action orientation conscientiousness'

7< =lexibility7< =lexibility

8< (motional stability8< (motional stability

:< #penness open)mindedness':< #penness open)mindedness'

1< Sociability extraversion, agreeableness'1< Sociability extraversion, agreeableness'D< %ultural empathy cultural sensitivity, culturalD< %ultural empathy cultural sensitivity, cultural

intelligence'intelligence'

=actors, beyond technical competence, which are related to=actors, beyond technical competence, which are related tosuccess in global business includesuccess in global business include

6< Action orientation conscientiousness'6< Action orientation conscientiousness'

7< =lexibility7< =lexibility

8< (motional stability8< (motional stability

:< #penness open)mindedness':< #penness open)mindedness'

1< Sociability extraversion, agreeableness'1< Sociability extraversion, agreeableness'D< %ultural empathy cultural sensitivity, culturalD< %ultural empathy cultural sensitivity, cultural

intelligence'intelligence'


Assess"ent Instru"ents or the 0lobal or/orceAssess"ent Instru"ents or the 0lobal or/orce




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Successful global managers need @global competence,Successful global managers need @global competence,

defined asdefined as

6< Enowledge of one.s own and other pertinent cultures6< Enowledge of one.s own and other pertinent cultures

7< Recognition of specific differences between cultures7< Recognition of specific differences between cultures

8< 5nderstanding of how culture influences behavior in the8< 5nderstanding of how culture influences behavior in the

wor-placewor-place

:< Ability to empathi>e with, adapt to andBor manage:< Ability to empathi>e with, adapt to andBor manage

differences, as expressed in business structures, systemsdifferences, as expressed in business structures, systems

and priorities, within multicultural wor- environmentsand priorities, within multicultural wor- environments

"nstruments are available to assess global managers."nstruments are available to assess global managers.

adaptability as well as to facilitate their developmentadaptability as well as to facilitate their development

Successful global managers need @global competence,Successful global managers need @global competence,defined asdefined as

6< Enowledge of one.s own and other pertinent cultures6< Enowledge of one.s own and other pertinent cultures

7< Recognition of specific differences between cultures7< Recognition of specific differences between cultures

8< 5nderstanding of how culture influences behavior in the8< 5nderstanding of how culture influences behavior in the

wor-placewor-place

:< Ability to empathi>e with, adapt to andBor manage:< Ability to empathi>e with, adapt to andBor manage

differences, as expressed in business structures, systemsdifferences, as expressed in business structures, systems

and priorities, within multicultural wor- environmentsand priorities, within multicultural wor- environments

"nstruments are available to assess global managers."nstruments are available to assess global managers.

adaptability as well as to facilitate their developmentadaptability as well as to facilitate their development


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"nstruments available to assess adaptability"nstruments available to assess adaptability

%ross)%ultural Adaptability "nventory %%A"'%ross)%ultural Adaptability "nventory %%A"'

"nternational Assignment $rofile "A$'"nternational Assignment $rofile "A$'

"nternational $ersonnel Assessment tool i$ASS'"nternational $ersonnel Assessment tool i$ASS'%anada%anada

#verseas Assignment "nventory #A"'#verseas Assignment "nventory #A"'

*ulticultural $ersonality Fuestionnaire *$F'*ulticultural $ersonality Fuestionnaire *$F'GetherlandsGetherlands

Self)Assessment for /lobal (ndeavors SA/('Self)Assessment for /lobal (ndeavors SA/('

"nstruments available to assess adaptability"nstruments available to assess adaptability

%ross)%ultural Adaptability "nventory %%A"'%ross)%ultural Adaptability "nventory %%A"'

"nternational Assignment $rofile "A$'"nternational Assignment $rofile "A$'

"nternational $ersonnel Assessment tool i$ASS'"nternational $ersonnel Assessment tool i$ASS'%anada%anada

#verseas Assignment "nventory #A"'#verseas Assignment "nventory #A"'

*ulticultural $ersonality Fuestionnaire *$F'*ulticultural $ersonality Fuestionnaire *$F'GetherlandsGetherlands

Self)Assessment for /lobal (ndeavors SA/('Self)Assessment for /lobal (ndeavors SA/('


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"nstruments available to assess competence"nstruments available to assess competence

/lobal %andidate Assessment /%A 8DCH'/lobal %andidate Assessment /%A 8DCH'

"ntercultural 9evelopment "nventory "9"'"ntercultural 9evelopment "nventory "9"'

Survey on "ntercultural Relocation' AdaptabilitySurvey on "ntercultural Relocation' Adaptability

S"A, S"RA'S"A, S"RA'

"nstruments available to assess competence"nstruments available to assess competence

/lobal %andidate Assessment /%A 8DCH'/lobal %andidate Assessment /%A 8DCH'

"ntercultural 9evelopment "nventory "9"'"ntercultural 9evelopment "nventory "9"'

Survey on "ntercultural Relocation' AdaptabilitySurvey on "ntercultural Relocation' Adaptability

S"A, S"RA'S"A, S"RA'


33/38





"nstruments available to assess "ntercultural Awareness"nstruments available to assess "ntercultural Awareness

Argonaut Assessment AA' 5


34/38





"nstruments available to assess "ntercultural %oaching"nstruments available to assess "ntercultural %oaching

"ntercultural Readiness %hec- "R%' Getherlands"ntercultural Readiness %hec- "R%' Getherlands

The Spony $rofiling *odel S$*' 5


35/38





Go assessment instrument by itself canGo assessment instrument by itself can

ensure successensure success

Assessment needs to be considered inAssessment needs to be considered in

tandem with specific performance historytandem with specific performance history

and interviews with the employee, co)and interviews with the employee, co)

wor-ers, supervisors, subordinates andwor-ers, supervisors, subordinates and

family membersfamily members

Go assessment instrument by itself canGo assessment instrument by itself canensure successensure success

Assessment needs to be considered inAssessment needs to be considered in

tandem with specific performance historytandem with specific performance historyand interviews with the employee, co)and interviews with the employee, co)

wor-ers, supervisors, subordinates andwor-ers, supervisors, subordinates and

family membersfamily members


36/38

Reading 8.#Reading 8.#

inning the Race or $alent in E"erging %ar/etsinning the Race or $alent in E"erging %ar/ets



(conomic activity in emerging economies, such as those(conomic activity in emerging economies, such as those

of Jra>il, Russia, "ndia and %hina, is experiencing :C2of Jra>il, Russia, "ndia and %hina, is experiencing :C2

annual compounded rates of growth, compared to 7)12 inannual compounded rates of growth, compared to 7)12 in

the west and Kapanthe west and Kapan

The competition for talent in these mar-ets is intense andThe competition for talent in these mar-ets is intense and

employees there are experiencing choices and have highemployees there are experiencing choices and have high

expectations for the first time in their livesexpectations for the first time in their lives

(mployers who simply try to export their domestic talent(mployers who simply try to export their domestic talent

to these locations often experience abysmal resultsil, Russia, "ndia and %hina, is experiencing :C2of Jra>il, Russia, "ndia and %hina, is experiencing :C2

annual compounded rates of growth, compared to 7)12 inannual compounded rates of growth, compared to 7)12 in

the west and Kapanthe west and Kapan

The competition for talent in these mar-ets is intense andThe competition for talent in these mar-ets is intense and

employees there are experiencing choices and have highemployees there are experiencing choices and have high

expectations for the first time in their livesexpectations for the first time in their lives

(mployers who simply try to export their domestic talent(mployers who simply try to export their domestic talent

to these locations often experience abysmal results


37/38





Those organi>ations who are most successful inThose organi>ations who are most successful in

attracting and retaining talent in such mar-etsattracting and retaining talent in such mar-ets

focus on four means of distinguishing themselvesfocus on four means of distinguishing themselves

as employersas employers $urpose$urpose

JrandJrand

%ulture%ulture

#pportunity#pportunity

Those organi>ations who are most successful inThose organi>ations who are most successful inattracting and retaining talent in such mar-etsattracting and retaining talent in such mar-ets

focus on four means of distinguishing themselvesfocus on four means of distinguishing themselves

as employersas employers

$urpose$urpose

JrandJrand

%ulture%ulture

#pportunity#pportunity


38/38





$urpose involves$urpose involves

/uiding mission and values/uiding mission and values

/lobal citi>enship/lobal citi>enship

%ommitted to the region%ommitted to the region

Jrand involvesJrand involves

Enown for excellenceEnown for excellence

+eading global company+eading global company

"nspirational leadership"nspirational leadership

$urpose involves$urpose involves /uiding mission and values/uiding mission and values

/lobal citi>enship/lobal citi>enship

%ommitted to the region%ommitted to the region

Jrand involvesJrand involves

Enown for excellenceEnown for excellence

+eading global company+eading global company

"nspirational leadership"nspirational leadership

%ulture involves%ulture involves

AuthenticityAuthenticity

*eritocracy*eritocracy

%onnection%onnection

Talent)centricityTalent)centricity

#pportunity involves#pportunity involves

%hallenging wor-%hallenging wor-

Accelerated career trac-Accelerated career trac-

%ontinual trainingBdevelopment%ontinual trainingBdevelopment

%ompetitive pay%ompetitive pay

%ulture involves%ulture involves AuthenticityAuthenticity

*eritocracy*eritocracy

%onnection%onnection

Talent)centricityTalent)centricity

#pportunity involves#pportunity involves

%hallenging wor-%hallenging wor-

Accelerated career trac-Accelerated career trac-

%ontinual trainingBdevelopment%ontinual trainingBdevelopment

%ompetitive pay%ompetitive pay

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stevenson operations management 3e - Chapter 8

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