Development of Multinational Personnel Selection System

8/2/2019 Development of Multinational Personnel Selection System

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Development ofMultinational Personnel

Selection System- Group F2


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Background

ComlnTec has commissioned a cross functional project teamheaded by Dr. Koch

Objective : To build a std. personnel selection processacross the globe.

25 new positions in APAC on account of restructuring. 90% of the management team should be origins of the

country they will be working in.

Cross Functional team consists of:

Research asst. from China

Trainee from China

Intern from Germany

HR managers from head quarter office


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Peter Koenig, Firms Owner

Strong control orientation

Distrust on employees

Motto: Trust is good, control is better Used Key Functionaries : Spies

Expected complete employee commitmenttowards the firm.

Little or no consideration to others view points.

Currently he has been putting a lot of pressure onthe team and demanded Koch to submit the final

report by end of the week.


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Koch, Director : HR 17 years relationship with the firm.

3 years @ regional HQ, Hong Kong.

Cosmopolitan

Firmly believed in B.E.I. system.

Preferred validation over ambiguity.


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Job Competencies

Technical Competencies

Social Competencies

Communication Competencies

Leadership Competencies

Personal Competencies


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Evaluation : TechnicalCompetencies

Panel Interview Based on Critical IncidentTechnique.

A candidate can be asked to narrate an incidencein which he displayed his technical competencies.

Further the open ended questions can be built onthe incidence described by the candidate.

His skills and claims regarding his technical

competencies are validated through this process.


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Biographic In-depth interviews.

Focus is on private and professional past: to know

which social and educational background hebelongs to.

How cultural background affects his perceptionand decision making processes.

Done by psychologist of the same country origin

as the candidate.

Evaluation : SocialCompetencies


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The group discussion process will test theCommunication competencies by testing theability to articulate. The candidates response tothe situation and ability to cope in the intense

environment will bring out traits relating toLeadership.

Drawback: As the process is staged the result maynot hold consistent if the role players falter in theirapproach.

va ua on : ommun ca onand Leadership

Competencies


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Evaluation: PersonalCompetencies

Psychometric testing procedure provide insightinto a person IQ and EQ.

Psychometric testing also provides the type ofperson the candidate is. It sheds light on thedominant traits in candidates personality thatmay directly or indirectly affect work.

Drawback: Cultural differences will interfere inwork and it is difficult to gauge the mismatch thecross-cultural team will have. For e.g. the inability

of Yue Ye to deal with Anderas Muller.


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Handle Evaluation Criteria

Standard Process : Two Tier Process

Detailed information about the candidate including

information on his/hers private and professionalpast.

They understand the language barrier in differentnations and hence the interpretation from Englishto local language and then back to English forvalidation.


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Cultural Difference

The cross-functional and cross-cultural team forthe project belong to societies with opposite levelof Power Difference.

Germans are vocal about their views, concernsand objections even to people senior to them.

Where as, the Chinese counterparts find it difficultto sustain arguments even with peers.

This may lead to a highjack of the discussion as all


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Uniqueness

People from different cultures and countriesrespond differently to situations.

For e.g. Asians in general will be satisfied with theposition and a moderate raise in compensation. But

people from Europe are more concerned about the roleon offer.

Asians seek higher control over subordinate while

low power distance culture bred are fine withcollaboration than authority.


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Documents

Development of Multinational Personnel Selection System