CASE STUDY-Mercator group

Q1&Q2:Why does Mercator’s international HRM strategy emphasise local integration in their subsidiaries?What was the philosophy toward international recruitment and selection in the early phases of internationalisation? What is their philosophy today?

In the early stages of internationalization, the principle of international recruitment are from the original company which selected outstanding employees to be responsible for the management of subsidiaries, the proportion of foreign employees is very small. But the current principle is the increase in the proportion of foreign employees, so that foreign employees in the key positions of the subsidiary to play a role.The emphasis on local integration is due to the local recruitment of employees to better understand the local market, able to grow business for subsidiaries.

Q3.What are possible advantages and disadvantages of adopting a geocentric approach toward international recruitment and selection in Mercator? Which approach would you recommend? Provide arguments to support your opinion.

Advantage: it can help this company to avoid some cultural barriers like Language and religion, and it can provide some jobs for the local people and help promote economic development.

Disadvantage: company may be loss some excellent staff who can bring some benefit for the company

Activity1--Q1&Q2 talk about the life situation of the candiate.ask some questions Ask aome questions: 1.Do you know about the local market and our company? 2.Can you speak Bulgarian? 3.Can you accept long business trip and work abroad?


1.According to the needs of the company to determine the position

2.Screening resumes---- First of all in your resume is the basic requirements for education, professional background, workexperience, skills, including language skills, and resume writing typesetting, there are no spellingor grammatical errors and so on.

3.Interviews ---- Understand the motivation and language ability of the applicant through a brief conversation. Foreign language is one of the working languages of multinational corporations. Before theinterview, the interviewer needs to be familiar with the applicant's resume, interview outline, including the problem list, so as not to miss important information.

4.Employment rules----The director of the subsidiary can be directly selected by the headquarters of the talent pool, this is because he is familiar with the specific circumstances of the company.The manager's selection can be found in the local candidates.

Element:1. Knowledge :International HRM theory, recruitment and selection theory, core business of MNC, Comparative management

2.Skills:cross-cultural and cross-functional cooperation skills, verbal communication skills, coverable communication skills, fluent in MNC's official language ,system thinking, observation skills.

3.Attitudes:positive toward diversity, positive toward MNC, comfortable with changes, reconciliation of viewpoints

4.Abilities:emotional intelligence, verbal reasoning ,analytical reasoning, analytical reasoning

5.Personality traits:openness, responsibility, adaptability, adaptability, self-confidence, proactivity, emotional stability

Extra Reading:

Q1.Which categories of international employees are discussed in the article?

Upper rungs of management and middle-level managers.,mostly technical staff,top executives,young employees

Q2.Why are traditional profiles of expatriates (e.g., male and Western) being continuously more replaced by other more diverse profiles of individuals?

With the development of social, more and more people get better education. so that staff of developing country would prefer to work in developed country.Male female ratio are changed in the workplace, part of female would like work abroad.Young people have less pressure, they do not married. so they are free to choose the country to go to work.

Q3.What are the challenges of handing over the responsibilities from international to local employees?

1.Sometimes expatriate managers are unable or unwilling to train their successors. For example,the standard practice in Japanese multinationals has been to rely on people sent from the home office. This stems from a tradition of apprentice-style training, which can mean Japanese firms “struggle to get new people up to speed quickly.

2.Language barriers. Company should pay language training fee to train local employees who can not speak international language.

Q4.Is the opportunity to work abroad always an advantage? Illustrate your arguments with examples from the article.

For company they give the opportunity for their staff to work abroad and want to them gain experience in the head office before they take on greater responsibility in their home markets. In fact, if they remain on home-country pay scales or career paths while abroad, they may well be offered, and accept, other jobs with better prospects. So for the company, they could face some risks.

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