Many MNCs use host-country managers at the middle- and lower-level ranks.

Host-country nationals are local managers who are hired by the MNC.
Many countries expect the MNC to hire local talent.

Host-country nationals also help MNCs gain local legitimacy.

T he cost of transf erring and maintaining them in the host country would be
prohibitive if an MNC wanted to staf f .
Host-country nationals

In some cases, government regulations dictate selection

practices and mandate at least some degree of
“nativization.”
T he acquisition of skills, knowledge, and abilities that result in a relatively permanent change in behavior

Growing numbers of multinationals have tried to become “learning organizations,” continually

f ocused on activities such as training and development
After conducting an analysis of world-class companies such as PepsiCo, Coca-
Cola, found that teaching organizations are even more relevant than learning
organizations because they go beyond the belief that everyone must
continually acquire new knowledge and skills and focus on ensuring that
everyone in the organization, especially the top management personnel,
passes the learning on to others
In Brazil, two-thirds of the employees at any given company are traditionally Brazilian,
and pay to f oreigners cannot exceed one-third of the company's total payroll.
Focus applied to human resource development may go beyond learning organizations to
“teaching organizations"
T hese regulations have substantial costs in that shielding local employees
Many countries exert real and subtle pressures to staf f the
f rom international competition may create a sense of entitlement and
upper-management ranks with nationals.
result in low productivity
Inpats could be very helpf ul f or MNCs in developing their global core competencies

Americans like an experiential learning style, while Germans pref er a theoretical-analytical

learning approach. Chapter 14: HUMAN RESOURCE SELECTION Multilingual
National cultural dif f erences typically af f ect the way MNCs train and develop their people AND DEVELOPMENT ACROSS CULTURES
People with dif f erent learning styles pref er dif f erent learning environments, and, if there Multi-experienced
is a mismatch between the pref erred learning style and the work environment,
A new breed
dissatisf action and poor perf ormance can result.
So-called global managers

Localization, involves paying the expat a salary that is comparable to the salaries of local nationals. Individuals f rom a host country or third-country nationals who are assigned to work in the home country. T ransnational managers
An approach to developing,an expatriate
compensation package
Used with individuals early in their careers who are being given a long-term overseas assignment.
Manage across borders
Growing group of international executives
Do not f it the traditional third-country nationals mold

Great demand

A wave of migration f rom regions with an abundance of personnel to those where the demand is strongest.

T echnical Skills & Knowledge: Ensuring the candidate possesses the necessary technical skills and expertise required f or the job.

Prof essional Competence Work Experience in Relevant Field: Assessing the candidate's experience in the specif ic f ield or industry.

Educational Background: Considering the candidate’s educational qualif ications and relevant certif ications.

Cultural Adaptability: Evaluating the candidate's ability to adapt to dif f erent cultural environments.

Interpersonal Skills: Assessing the candidate's communication and interpersonal skills, crucial f or working in diverse teams.
Personal Attributes
Family & Personal Considerations: Considering the candidate's f amily situation and personal willingness to relocate.

Language Skills: Ensuring the candidate has prof iciency in the necessary languages f or the role.