Development of a Multinational Personnel Selection System Harvard Case Solution & Analysis

The owner of the company with factories in different regions of the world wants to standardize the methods for selection of personnel in the Asia-Pacific region (APAC). New staff selection system should be designed for middle management positions in the Asia-Pacific region. Owner delegates the task of cross-functional, multi-national project team, which operates in Hong Kong, led by human resources (HR) executive and expatriates from Germany. In the new staff selection system, it has two conflicting goals: a new human resources system must be very specific to a country and hold simultaneously for different countries. A series of questions must be addressed to ensure that the project was successful. Some of these problems are associated with the selection of personnel, work requirements, which must be evaluated, modules, it should include, stages and methods of each module, as well as the introduction of the different countries in the Asia-Pacific region. Other issues of interpersonal, such as cultural differences and heterogeneous perspectives that exist between members of the team, and the conflict between the executive and HR owner. "Hide
by Diane Krause, Rainer Piske Source: Richard Ivey School of Business Foundation 17 pages. Publication Date: December 11, 2007. Prod. #: 907C41-PDF-ENG

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