International Human Resource Management

1. IHRM Case 1 International Human Resource Management Managing people in a multinational context Spanning the Globe

2. Tex-Mark Corporation Exhibit A Pre-departure activities ‘Country briefings’, outsourced to a consulting firm in San Antonio that had experience dealing with the countries in which Tex-Mark operated. Tex-Mark was prepared to pay for four sessions each lasting one hour. ‘Reading Assignments’. Three to four books (depending on region of assignment) on national or regional culture and/or doing business in the focal region. Accompanying spouses/partners had access to a similar library.‘Interviews and conversations’ with Tex-Mark employees with country experiences. ‘Language courses’. Attendance at elective ‘survival level’ language classes. These courses last from eight to twelve weeks, with three course meetings a week. Tex-Mark will pay for spouses/partners as well. In-country training and development Upon arrival, Tex-Mark staff in the local operation will assist the accompanying spouse/partner with job search activities. They will assist with finding children acceptable schooling situations. Where possible, Tex-Mark staff will endeavour to provide a social support network. Repatriation Upon return all expatriates are required to go through a debriefing and career counselling session with HR staff. This should be held within two months of the person’s re-entry to the home location. 2 IHRM Case 1 – Spanning the Globe

3. Case 1 Activity In the role of Eric Summarize your thoughts on the problems at hand, alternative solutions and your strategy on how to proceed at the forthcoming meeting. How will your proposal solve the problems you have defined? 3 IHRM Case 1 – Spanning the Globe

4. The problem has four sections • The expectations of expatriates • Pre-departure and in‐country training • Repatriation • The costs and use of expatriates vs. HCNs or TCNs • Alternatives range from “tactical” (expand and formalize the pre-departure training, making language training mandatory) to more “strategic” (revising roles to require mandatory mentoring by the local host and the expatriate, longer term, more complete and planned out career dynamics) Question 1 IHRM Case 1 – Spanning the Globe

5. The strategic solution is riskier, yet Tex‐mark’s move into China will require more strategic changes in how employees view their role in international assignments if we are to avoid the problems characterized by Fred’s experience • Eric should present the tactical and strategic options and argue for the more strategic option Question 1 - Continued IHRM Case 1 – Spanning the Globe

6. Assignment expectations will be more realistic, given role clarification • Pre‐departure training will no longer bear the brunt of responsibility, but be balanced with in‐country mentoring and practical assistance • Repatriation will be considered as part of longer, more diffused and planned out global career processes • Training costs will be used to train expatriates, but also to provide mentoring for local employees, thereby providing for faster, more effective assignment (taken over by locals and reducing costs) Question 2 IHRM Case 1 – Spanning the Globe