IHRM MIDTERM CASE STUDY.pptVIP

* Spanning?the?Globe IHRM MID-TERM CASE STUDY REPORT HR management Group members: Student Number Name 0948005 俞前程 0948006 汪 洋 0948007 陈 阳 0948008 覃小玲 0948014 方 婕 0948015 张系瑜 0948016 汪晓岚 0948017 杨 佳 0948024 苏珏雯 0948041 陈美榕 This?case?presents?at?least?three?interdependent?issues:??1)?role?expectations?in?career?planning,?2)?pre-departure?and?incountry?training?curriculum?and?3)?the?issue?of?repatriation.？ Spanning?the?Globe brief introduction of the case 2 questions How can you defend your solution from budgetary concerns? In what way is your approach both a solution to the problems of expatriates at Tex-Mark and a good economic investment? Would you have approached this situation differently? If so, what benefits would your different approach provide for Tex‐Mark? The training is necessary. provide general management technical expertise financial control 1 2 3 ABOUT THE FIRST QUESTION The training is necessary. In addition to technical competence, the selection criteria such as language skills, cross-cultural adaptability and sensitivity are also very important. All these factors are closely concerned to the success of expatriate programme. So the training is a must. It cannot be cut only because of budget problem. ABOUT THE FIRST QUESTION ABOUT THE FIRST QUESTION The firm has tried to make costs worthy. As it is said in the case that “career development costs are spread out over longer time periods. “ So the employee and the local operations can enjoy the benefits of these employees’ sharing their costs.” And during this long time, the well-trained employees can provide value or prodcuts to help the firm get more profit which can also offset the costs brought by the training course at the same time. Two employees career development at one cost. Because of the expatriates not only need to work with local mentors, but also mentor a HCN or TCN in those aspects of the assignment that require