Multinational firms
Multinational firms operate in more than one country; therefore, Human Resource activities are different and complex compared to dealing with domestic or local firms. International firms deal with the movements and interactions of persons beyond the national boundaries; therefore, the cross-cultural environment is a variable in dealing with International HRM. Different countries have diverse cultures and employees moving from one country to another have to be familiar with making HR activities significant in trying to address it. Culture encompasses social, economic, political, historical, and other factors that vary among different countries globally. For instance, an employee from Europe transferred to work in Iran must be orientated on the various cultural aspects in that country that are very different and can negatively affect his performance if not addressed by HR when employing. The International Human Resources must be aware of cross-cultural differences because what works at home may not be appropriate in other countries. HR must understand activities such as rewarding, promoting, dismissal, and appraisal because their application differs depending on the hosting country. It is, therefore, essential for the human resources department to prepare employees on different cultural differences that can affect employees in other foreign countries and not domestic.
Secondly, HR must be aware of International Performance Appraisal that differs in significant consideration with the domestic setting. Performance management system and appraisal in the local system are uniform. At the same time, the international context, there are several factors to be considered, for instance, host country culture, laws, communication, objectives of the parent and subsidiary company on how and who should conduct the appraisal. In different countries, there are HR laws governing assessment and evaluation with performance guidelines, forms, ratings, and systems that affect multinational firms. Therefore, the Human Resource department must fully understand performance appraisal parameters applied in different countries.
Staffing process
The staffing process involves the planning of workforce, recruitment, selection, placement, induction, orientation, training, performance appraisal, and compensation. Staffing is to ensure the right employees with specific skills are employed to perform the task. During selection is when I felt it was the most positive, where the right candidate selected for the right job. It was essential and decisive because it is where applications are screened, tests, and interviews are conducted. When the candidates express their skills, experience, competencies, and knowledge of the job is essential because it is in the stage that the best candidate is picked. Interviewing is vital and positive because the other process depends on it and the candidate expressing what they intend to come and do for the realization of the company’s objectives and goals. Organizations succeed by having the right employees because they determine the success or failure within the organization. Selecting the best candidate was the most positive because I knew the organization got the best, dedicated, committed, and trustworthy employee. However, placement was not positive because it is placing the employee in his right job, given that he had explained himself during the interview on what he can do best. Placement can be captured well during the interview or selection process; therefore, it is not positive because the employee can change their mind on what he wants to do differently from what was captured during the interview. Placement depends on the skills and competence if the employee does not come out clearly on what he can do best to offer solutions, then getting placement will be difficult. Induction and orientation can be the best stage than placement because it is after the employee has started working that his work can be rated and ranked according to performance.