Relocating an employee abroad
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Choose a country where a U.S.-based company might choose to relocate an employee. Address the following, based on the cultural profile of the country you have chosen:
Use the theories and methods described in at least one of the readings for this unit to identify the most important factor to anticipate when preparing an employee for an overseas assignment to the country of your choice. Justify why you selected this factor as a key one to anticipate.
Select two models have you studied—in this course or elsewhere—that you would recommend for HR professionals in this scenario. Compare and contrast how these models would impact this process.
What gaps still exist that need to be researched to make the use of this factor more effective?
Identify ways that the HRM field can draw upon research provided by scholars in other disciplines.
Over the past decade to the present, describe changes to employee relocation processes. Considering these changes, how should a HR professional's role be envisioned for the future with respect to employee relocation overseas? (Include citations to literature from previous to current.)
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Solution Summary
Relocating an employee abroad is discussed in a structured manner in this response. The related references are also provided.
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The US-based company exports machinery and machine tools. Because of the opening up of economies of countries, the US-based company wants to open an office in Bhutan and relocate its employee to Bhutan.
The cultural profile of Bhutan is that the country has followed a strict policy of isolationism for preserving its cultural heritage. Bhutan has preserved many aspects of its culture which date back to the middle of the 17th century. The languages of Bhutan are Dzongkha and Sharchop, However, the Indian language Hindi is also understood in Bhutan. If we consider Hofstede's factors, power distance in Bhutan is 94 compared to 40 in the US, individualism in Bhutan is 52 compared to 91 in the US, masculinity in Bhutan is 32 compared to 62 in the US, and uncertainty avoidance in Bhutan is 28 compared to 46 in the US. These scores show that there is a deep divergence between the culture of Bhutan and that of the United States.
One of the most important factors to anticipate when preparing an employee for an overseas assignment to the country of my choice is language and clothing. I have chosen this factor because an individual cannot wear jeans, wrap a jacket around the waist, or have her jacket unbuttoned or unzipped. Clothing not allowed includes shorts, flip-flops, t-shirts, short skirts, and hats. In the capital, Thimphu, where the employee has to go he must be formally dressed in a suit and tie. Further, he must learn the Dzongkha language. If the person knows Hindi it is acceptable but to a limited extent. It is desirable that if a person is posted in Bhutan he first masters the Dzongkha language. Mastery of the Dzongkha language is important for communicating in Bhutan.
HRM professionals can realistically make a difference in this scenario through two strategies. First, they should recruit/ select right, and second, they should train right. The special challenge in this scenario is that the culture of Bhutan is very different from that of the United States and second the assignment requires entrepreneurial and management skills in setting up the business in an alien environment.
Model 1
Selection/ recruitment:
The selection and recruitment of the individual should depend on his adaptability, training, and managerial competence. The candidate must be able to deal with unfamiliar situations, uncomfortable scenarios, and new problems. He must be able to adjust to Bhutanese culture. The individual must have a suitable family situation; have language skills, and the ability to set up the machinery import office for the company. Since Bhutan is a country that has a culture that is very different from that of the US, it is ...
Education
- BSc , University of Calcutta
- MBA, Eastern Institute for Integrated Learning in Management
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