International training and development

The consequences of insufficient cross-cultural understanding in international business clearly can be observed in the rate of premature return of expatriates, and in the substantial rise of the failure cost. Analysis of the importance of cross-cultural training and its effectiveness has demonstrated that it is wrong that organizations believe that the training is neither necessary nor effective (Black & Mendenhall, 1989).

The success of the expatriates depend of the training that the organization offer them in order to be prepared for their life and work abroad. The most important characteristic of expatriate training is cross-cultural training (CCT) (Alrawi, 2008). Cross-Culture Training instructs expatriates not just to work but also to live in a different culture, which is much more challenges than just handle a new job. Technical ability and managerial skills are some of the characteristics that expatriates need to be successful, but also they require cross-cultural abilities that empower them to function in a new environment, which include cultural empathy, diplomacy, language ability, positive attitude, emotional stability, and maturity (Scullion & Starky, 2000). Training and development

Recruting an selecting staff for international assignments

Because of the high increment in the global business, it is very common today that employees of international companies work in a foreign country, and it is also common that expatriates work in more than two different countries while working for international companies during their career (Dowling et al., 1994). International and multinational companies start to notice the importance of internationalized managers within the company. Today one of the requirements for senior manager position is to have a vast experience in international management business. 

Firms usually use a selection system where the candidates are selected by level of high potential, which means that the individual has acquired enough maturity and management experience in the domestic environment. The age range for this kind of position is between the late 20s and mid 30s (Harris & Brewster, 1999). To manage an organization's operations in another country is a very difficult task or assignment that usually requires a deep understanding and sophisticated procedures. Studies of the matter have shown that the high rate of failure of expatriates on international assignments, and the financial expenses of repatriating these managers is not as efficient or effective as hiring host country managers for multinational companies (Dowling et al., 1994). IHRM in Global Market

PepsiCo Dream

The EBV, Entrepreneurship Bootcamp for Veterans with disabilities is a program that started four years ago at the University of Syracuse. The purpose of this program was to provide training in entrepreneurship and small business management. Many universities are sponsoring this program including Texas A&M, Florida State, UCLA, Purdue, and the University of Connecticut. In 2010, the EBV program partnered with PepsiCo launched the Dream Machine recycling, which was a nationwide initiative project. The computerized machine recycling kiosks were installed in high traffic locations like stadiums, parks, and gas stations.

The main purpose of this recycling project program was to help disabled U.S. Veterans. People just have to recycling. The increase in recycling also increases the funding that PepsiCo can give to the EBV. The other goal is to increase the rate of container recycling in about 47% by 2018. This seems to be the kind of idea that provide benefits to everybody, for example, customers can earn points toward discounts at restaurants and theaters, soldiers who sacrificed for this country can get a degree in entrepreneurship and management of small business, and finally the environment will be less affected by the bad use of resources. Dream into Reality

Women today

In these last three decades we can see how, little by little, women have getting involved in high position dealing with the responsibility of taking critical decisions. In the past, tough women that got involved in leadership activities usually inherited their positions. Today women do not need to be part of a prestigious, powerful, and rich family in order to become a leader, but instead they have to experience and follow more tortuous routes.

Recently in Brazil, Dilma Rousseff obtained victory in the presidential election. She is now part of an increasing list of women worldwide who are leading the way to give women more opportunities and a broader horizon. Some of the most famous women are:

·        Indira Gandhi in 1966 was elected to lead India. She helped to steer India.

·        Golda Meir in 1969 was called out of retirement to lead Israel.

·        Margaret Thatcher in 1979 was elected as Prime Minister for eleven years in England. She was known as the Iron Lady. During her period she permitted the increase in privatization, and also she lived the collapse of the Soviet Union.

·        Corazon Aquino in 1986 became President of the Philippines after the assassination of her husband Benigno Aquino.

·        Benazir Bhutto in 1988 was the first woman to be elected premier of a Muslim country, Pakistan

·        Angela Markel in 2005 was the first woman to lead the European state, Germany. As a Germany’s Chancellor she was underestimated by her colleagues for years.

·        Shelk Hasina in 2008 was elected to lead Bangladesh. Her father led the country after its independence in 1971.

We can see that women can not only assume positions with high levels of responsibility, but they can also perform a remarkable job. Female Heads of Gobernment

More

          Because of the high increment in the global business, it is very common today that employees of international companies work in a foreign country, and it is also common that expatriates work in more than two different countries while working for international companies during their career (Dowling, Schuler, and Welch, 1994). International and multinational companies start to notice the importance of internationalized managers within the company. Today one of the requirements for senior manager position is to have a vast experience in international management business. Firms usually use a selection system where the candidates are selected by level of high potential, which means that the individual has acquired enough maturity and management experience in the domestic environment. The age range for this kind of position is between the late 20s and mid 30s (Harris & Brewster, 1999). To manage an organization's operations in another country is a very difficult task or assignment that usually requires a deep understanding and sophisticated procedures. Studies of the matter have shown that the high rate of failure of expatriates on international assignments, and the financial expenses of repatriating these managers is not as efficient or effective as hiring host country managers for multinational companies (Dowling, Shuler, and Welch, 1994). Interesting to read

Human Resource Management in the Global Market Abstract

          Because of the globalization of industry, today many firms must to compete on a world-wide business market. Human resource management in this international context requires developing an understanding of the issues facing multinational enterprises. Researchers continue studying the phenomenon of globalization and its impact on the entire human resource management system. The human resource functions in the international environment are more complex due to more complicated business environments and the levels of cultural diversity. The human resource management has a very critical function on the organization's international business strategy. The tasks of human resource still are focused on human resource planning, recruitment, selection, placement, performance management, training and development, remuneration, career management, and industrial relations.

           The purpose of this paper is to present a better understanding of the global human resource management and the effect that it can have on the organization's success.