HUMAN

RESOURCES
MANAGEMENT
PREPARED
BYProject
Midterm
Ahmed HakimGlobal Or Local Staffing?
Mansour................... ID no. 21225557
Ahmed Mohamed ZeinFEBRUARY
El-Dein…...
FEBRUARY 2023
2023 ID no. 21226251

Mahiinour Magdy Aboelkheir ...….. ID no. 21225394

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Mohamed Mohamed Elshahat.…… ID no. 21226709

 PRESENTED
TO

Dr. Sarah Yassin

TABLE OF
CONTENTS

CASE STUDY
01
PROS & CONS
02
OUR SOLUTIONS
03 FEBRUARY 2023
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04
 A PROCESS FOR STAFFING DESIGN

CASE STUDY

GLOBAL OR LOCAL STAFFING?

Case scenario
The corporate HR Director and Manufacturing Director of a US multinational with locations
worldwide (including South America, Asia, the Middle East and Africa) are debating whether
to implement a global selection system for engineers in all the manufacturing plants or to
allow each country to develop its own system tailored to the location’s special needs. The
Manufacturing Director feels that a good engineer needs to have the same skills no matter

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where in the world you go. He wants the HR group to come up with a web-screening tool,
including a stand- ardised competency-based application form and tests, and interview
protocol that can be implemented world- wide. These should be linked to the company’s
brand values – technology, customer value, courage, integrity and impact. The HR Director
believes that different characteristics are needed to perform the engineering job in different
countries, not least to fit with local management practices; e.g., communication or
representation. There- fore, each region needs to come up with its own system.

The problem
This case scenario is based on the work of Ryan and colleagues who over the last two
decades have studied the growing use of global staffing systems used by many multinational
companies, such as Motorola and Shell. Ryan and Tippins (2009) concluded that
globalisation, efficiency and technology are the main driving forces behind increasing
convergence towards ‘sophisticated’ selection systems. Organisations are increasingly
sourcing their skilled talent from across the globe and the millennial generation are more
mobile (PriceWaterhouseCooper Talent Mobility 2020). This suggests more global hiring
practices, but some argue for local cultural sensitivity. For example, in many countries, hiring
may be based on possessing a degree from a prestigious university or having a contact in the
organisation. Changing to an ‘impersonal’ selection procedure may even signal that the
company is no longer a ‘good employer’ for those with elite education.
Another issue is that tests or interview questions designed for Western candidates may be
unfamiliar in some cultures. Maurer’s situational interview designed for engineers (Box 4.4)
implies a particular relationship with a subordinate which may not transcend cultures.
Moreover, apart from the costs of translation and ensuring cross-cultural equivalence of
methods, subsidiary locations may not have the expertise in implementing formalised
selection systems or the resources for training.
Consider some of the evidence gathered by Ryan and her colleagues.

• Cultural values do matter

Ryan et al. (1999) surveyed HR practitioners/ senior managers in 959 organisations in 20
countries. Countries scoring high on the cultural value of uncertainty avoidance (feeling
threatened by unknown situations), such as Belgium, Japan and Spain, made greater use of
testing and standardised interviews.
• Local autonomy matters
Ryan et al. (2003) interviewed local managers. One Motorola manager commented, ‘they
don’t want to be compared to the US, they want to be compared locally for selection. It’s
their applicant pool really from which they draw.’ They recommended integrating ‘global
tools into local systems.
• Applicants’ preferences are converging

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In 2008 a global sample of over 1,000 undergraduates were asked to rate their perceptions of
selection tools used by a particular multinational for an entry-level management job
(including biodata, cognitive, personality and situational judgement tests). There were no
country differences, suggesting that cultural differences in candidates’ perceived fairness are
not a barrier to the global selection systems used by multinationals.

Questions
o What is your position on the case scenario? Provide an argument making use of
Ryan’s evidence and the economic and social pressures impacting selection.
o Design a multi-stage process for hiring graduate engineers into this US multinational
in a country of your choice. Provide an explanation for your decisions.

PROS & CONS

GLOBAL STAFFING

Pros Of Global Staffing

Widen Your Talent Pool

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The main advantage of hiring internationally is that you can find more qualified candidates in
your talent pool the talent pool where you are can occasionally become small, and you might
not be getting the kind of applicants you'd prefer. Finding applicants from different nations
can be helpful in this situation. You can choose from a wide range of excellent individuals
because you have so many possibilities. You can hire people from everywhere, including
Asia, Europe, and Africa. You won't believe how many talented candidates there are!

Diversity
Did you know that businesses with greater diversity than the norm generate 19% more
revenue from innovation? People that are different from you can provide new viewpoints,
ideas, and opinions to your company. More invention and creativity may result from this.
Making your business appear good is not the goal of diversity; the goal is to include varied
viewpoints and bring about meaningful change. International hiring is a great method to
increase diversity in your company. If you do this, you might find that your business is more
successful than it was before.

Market Insight
How could you possibly understand the needs of the clients who reside in the market you are
seeking to enter without ever having lived there yourself?
You can learn a lot about a foreign market by recruiting someone who is coming to you from
that market. Maybe you've thought about making your goods or services available to the
African market. Hiring someone from Africa might give you the knowledge you require and
give you a distinctive perspective on your clientele's needs.
These businesses were shown to have a 35% higher likelihood of earning more than the
average for their industry.

Brand Recognition
The success of your brand in any market depends on consumer recognition of it. If you
choose to hire people abroad, you might post job openings on job boards there. Your brand's
recognition can increase as a result. Although you may currently only serve one market, this
does not mean that you won't eventually seek to enter foreign markets. It's possible that
people will begin to see your brand on job boards and in job advertisements, which can be a
terrific beginning for brand recognition abroad.
You may enhance your employer brand by earning a reputation for selecting only the best
employees, no matter where they are from. Many people will begin to perceive your company
as one where finding a job is really difficult. That's because you work with the top talent
available worldwide. According to a 2017 poll, 40% of Millennials said that your company's
reputation in the market had the greatest impact on how they saw you as an employer.

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Cons Of Global Staffing

 Local resources becoming demotivated, as in Ryan's study, for instance, the Motorola
Manager's comment.
 Losing a lot of money and time on the hiring procedure in the event that it turns out
that the international resources are insufficiently qualified for the position. – that’s
why testing & standardized interviews are important.
 Hiring non-local talent (and ensuring the person is integrated seamlessly) entails some
expenses, including the hiring-related HR support.
 On the other hand, Companies should perform market research before employing
nonlocal talent to guarantee they remain competitive in those areas as well. This
includes looking at the salary and benefits design landscape in the talent's markets.

Additionally, businesses must adhere to all applicable employment rules and regulations in
the markets where their workers are employed (In Case of remote working).

LOCAL STAFFING

Pros Of Local Staffing

 Locals can effectively manage workers utilizing resources available to them and
speak the language well.
 Cost much less than foreigners.
 Employing local talent has advantages in terms of accessibility, familiarity, and
affordability. Employee convenience in getting to the office is a benefit. This is
advantageous for workplace events and get-togethers, in-person meetings, and access
when the worker would value some in-person engagement and connection with other
staff members.
 Another benefit of hiring local talent is familiarity with local culture, norms, and
businesses. The company will already invest a significant amount of time in educating
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 the new worker about their new job responsibilities and culture, Therefore, it's a
benefit to not having to include training on navigating the local work environment's
culture and conventions, particularly in situations when the new worker may be
working with clients who are deemed local on the outside.
 Local talent frequently has connections that can help the company with networking,
customers, services, and resources. Customers and clients typically appreciate local
hiring.

Cons Of Local Staffing

By just employing local people, employers are constrained to a narrower talent pool.

OUR SOLUTIONS

Ryan's evidence highlights the importance of considering both the economic and social
pressures that impact the selection of global vs local staffing. In today's rapidly changing and
highly competitive business environment, companies are facing increased pressure to find
the right talent, while also dealing with rising costs, declining profits, and other economic
challenges. At the same time, there are also growing social pressures to build a more diverse
and inclusive workplace culture that respects the unique perspectives and experiences of
employees from different countries and backgrounds. From an economic perspective, local
staffing can be a more cost-effective solution, as it eliminates the need for companies to
deal with the complexities and challenges of managing a global workforce.

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Local staffing can also help companies to better understand and respond to local market
needs, which can be crucial in an increasingly competitive business environment. However,
from a social perspective, global staffing can provide companies with a wealth of diverse
skills, experiences, and perspectives that can help to build a strong, inclusive, and innovative
workplace culture. Global staffing can also help companies to build a strong global network
and foster a more diverse range of perspectives and ideas, which can be crucial for staying
ahead of the competition and driving innovation. Given these competing economic and
social pressures, companies must carefully consider the trade-offs involved in choosing
between global and local staffing.

CONCLUSION
Ultimately, the best approach will depend on the company's specific needs, goals, and
resources, and may involve a mix of both global and local staffing.
By carefully weighing the costs and benefits of each approach, companies can find the right
balance that works best for them and helps them to achieve their goals and objectives.
Employers who want to acquire non-local and international talent must balance the costs of
such recruiting efforts with the advantages of a larger talent pool and the greater cultural
diversity and thinking that comes with it.
Main points to be considered:
 Technology
 Competence
 Customer relationship & interaction
 Cost

A PROCESS FOR STAFFING DESIGN

INTRODUCTION
The term "multi stage hiring process" describes the procedure used to plan, interview, choose,
hire, and onboard engineers from Egypt or other nations.
structured hiring process should be standardized because it helps to get rid of inconsistent and
useless work.

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Finding talent requires a good hiring procedure, which also serves as the foundation for
efficient performance evaluation.
Before beginning the hiring process, a job description should be determined and created.
Standardizing job descriptions is advantageous for engineers because they contain the
standardized skills and competencies needed for that position globally, regardless of the
country where the hiring will take place. This means that the same selection criteria linked to
skills and competences must be used to hire engineers in every corporate location throughout
the world.
The hiring process begins with the job opening. A function profile should be specified for
every job opportunity. This should specify requirements such the amount of work experience
required, educational background, and skill level, all of which should be based on the job
description.
The hiring process has a funnel structure. Once a position is posted, applications pour in the
selection funnel starts here.

A typical funnel has seven steps:

1- Application
2- Screening & pre-selection
3- Interview
4- Assessment
5- References and background check
6- Decision
7- Job offer & contract

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 1- Application

Here are some of the well-known sources for job seekers at this point, when advertising and
placing job ads are necessary:
 postings on social media platforms like Facebook and LinkedIn as well as online
employment listings like Indeed.
 Company websites.
 Recruitment agencies and sites.
 recruitment events.
 Word of mouth – A lot of people may consult their friends and relatives for guidance
on where to apply as well as for leads on employment possibilities.

2- Screening & pre-selection

The initial screening of candidates is the second step in the recruitment and selection process.
This second phase's objective is to narrow the candidate pool from a sizable number to a
reasonable range of 3–10 individuals who can be interviewed. This is possible by:

 Resume screening
The method that is most widely used is screening of resumes or CVs. Examining
candidates' resumes makes it possible to determine whether they meet the requirements
for the position.

 Pre-selection or pre-employment assessments

Pre-selection is an effective screening technique that assists in eliminating potential
mismatches. These evaluations consist of tests that help determine the quality of the new
hire, such as cognitive tests, job simulations, or other exams.

 Psychometric Assessment
Then, qualified candidates can be requested to complete an online psychometric or
aptitude test. Tests are used to forecast future performance and are typically multiple-
choice questions or gamified scenarios. To ensure long-term involvement and happiness,
some employers also use values testing.
In order to assist you better prepare before starting, the majority of assessment providers
will lead you to a page that describes their tests. Always become familiar with their
testing procedure! You'll do better if you're more at ease.

3- Interview

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The job interview is the third phase in the funnel used to choose candidates. In a job
interview, the applicant is questioned by their direct boss to see how suitable they are for the
position.
The interview gives some indication of someone's conversational skills and sociability. It
affords the chance to market the position to the candidate and gives the chance to ask the
candidate questions about the work.
Interviews can be conducted in person or electronically over the internet.

Interview should include:

 Situational interview: A series of questions about the job that concentrate on how the
applicant would act in a certain circumstance.

 Behavioral interview: A sequence of work-related inquiries that concentrate on how the

applicant responded to real-world circumstances in the past.

The STAR method provides an organized approach to information collection from

candidates. STAR is an abbreviation for:
 Situation: Ask the applicant to describe the circumstance they encountered.
 Task: What objective was the candidate working towards?
 Action: Ask the candidate to elaborate on the steps they took to address the challenges
they faced and achieve their task.
 Result: Ask the candidate to explain the result of the action and what they learned.

4- Assessment

Assessment
characteristics

Reliability Validity
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When a person completes two If a test is valid, it means that it
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different forms, a trustworthy test measures what you think it should

will produce consistent results. measure.
Reliability methods:
Test-retest reliability estimates can be used to determine reliability. This method involves
administering the same test to a group on one day and then on another day several days later.
The results from these two tests are then correlated.
Step 1: Analyze the Job- Writing job descriptions and work specifications after conducting a
job analysis is the first stage.
Step 2: Choose the Tests - The next stage is to choose how to test for the predictors when you
have identified them (for example, manual dexterity).
Step 3: Administer the Test Next, administer the chosen examination (s). One choice is to
provide the tests to workers who are already on the job.
Step 4: relate your test Score and Criteria
Step 5: Cross Validate And revalidate You might want to "cross-validate" the test before
implementing it, which entails repeating procedures 3 and 4 on a fresh sample of employees.
Assessments can be conducted by using 3 tests:
 Achievement test
Achievement tests evaluate a person's learning. Your "job knowledge" in the fields of
engineering is measured. Achievement exams are frequently used at work.
 Situational Judgment Tests
Situational judgement tests are personality quizzes "designed to evaluate a candidate's
judgement regarding a situation that may arise in the workplace.
 Work samples
Using work samples, examiners are given scenarios that are relevant to the position for
which they are applying, and their responses are evaluated.

5- References and background check

You have now narrowed down your long list of potential prospects to one to three. Reference
checking is a crucial phase in the selection of candidates.
Reference checks allow you to validate the truth of the information a candidate has provided
and your perceptions of them. Request references from the applicant, then check them out.
The reference check is a great opportunity to learn more details from a different angle if,
during the interview, you have any concerns about a certain ability or talent.

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For positions in government agencies and other fields requiring access to extremely sensitive
data, such as those in the healthcare industry, a background check is frequently required. In
comparison to the majority of European nations, nations like the US, for instance, do greater
reference checks.
The background check may be required before to applying and used in the pre-selection
process.

6- Decision

The next step in the recruitment and selection process is making the decision; choosing the
applicant with the most potential for the company. Sometimes this means selecting someone
who is less qualified at the mean time – but who is committed for growing and working for
the organization for longer.

7- Job offer & contract

The selection process doesn't end after a choice is made. The offer still needs to be accepted
by the selected candidate.
At this point, all the information should be used to make the candidate accept the offer.
After that, the candidate receives the offer. If they agree to the offer, your draught a contract
and have everyone sign it. The selecting process is not finished until the employment contract
has been signed by all parties.

METRICS USED IN THE SELECTION PROCESS

When it comes to the candidate selection process, a number of crucial parameters need to be
monitored. These are measures of how well the HR department performed during the hiring
process.
Time to fill. the period of time between the time a job requisition is approved and a candidate
is found and hired till the candidate accepts your offer. A lengthy hiring process is a sign of a
poor selecting process.
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  Attrition of 90 days.
A poor hire is evident through attrition within the first three months of employment.
Every instance of 90-day attrition should be handled as a serious HR incident that
needs to be investigated to prevent future occurrences.

 Attrition in the first year.

Very much like the 90-day attrition.

 Efficiency of the selection process funnel.

Utilizing the yield ratio This is a recruiting indicator that shows the proportion of
applicants who advance to the next stage of the hiring process.

 Hire quality.
This indicator assesses an employee's performance one year into their position. In the
annual performance appraisal, their manager often rates this. The effectiveness of the
selection procedure can be seen if new hires are constantly of high quality.

CONCLUSION

The objective of this multi-stage process is to provide a comprehensive and rigorous

evaluation of the candidates, covering both their technical skills and their personal and
cultural fit for the role and the company. By combining different types of assessments and
evaluations, this process helps to ensure that the best candidates are selected for the role,
while also helping to mitigate the risk of hiring the wrong person.

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The success of any firm over the long run depends on choosing and hiring the best
candidates. A solid hiring and selecting procedure contribute to the development of the
organization's competitive edge.
The staff selection criteria, including the skills and competences required for any job, must be
held to the same standards during the hiring process in order to ensure the same performance
and efficiency across all corporate locations worldwide.

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THANKS!
for watching

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