Employee recruitment challenges in a global workforce – conclusion

The growth of global trade as a way of maximizing benefits that are brought about by expansion to foreign markets has brought along many HRM challenges. Such challenges include staffing and other talent management aspects that formed the focus of this paper. Technological advancements have for instance provided modern day firms with alternatives to carry out their recruitment processes. The effectiveness in such recruitment approaches have been noted to be best; when the company has established recruitment objectives beforehand that informs on the best strategy to create awareness to the prospective applicants. Such a process however is influenced by a number of factors and in regard to MNCs the staffing of its foreign subsidiaries is noteworthy.

A challenge that arises with ‘international’ staffing lies with the alternative of exporting top managerial skills or sourcing such from the host country. Though expatriate employment has been pursued in regions where nationals’ skill level is deficient, the success of such arrangements lies in the expatriate’s ability to bridge cultural differences between host and home nations. The impact of cultural distance thus plays a significant role in determining whether expatriates are assigned on a long-term basis or on shot-term assignments for knowledge transfer. The latter form of engagement has provided MNCs with a method to reduce costs while mitigating the impact of cultural differences. What however remains a challenge to international HRM is establishment of effective talent management programs that attract, develop and ensure retention of good talent within the organization. With factors such as demand-supply gap for qualified personnel, demographics, regiocentrism and international strategic alliances influencing staffing decisions; talent management still remains a challenge that HRM in the context of the global business environment must deal with to better organizations’ outcomes.


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