Development of Multinational Personnel Selection Development of Multinational Personnel Selection 10 October Management Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization.
He was working for the company in the HR department for 17 years and since three years he is the HR director. One day he got the assignment to form a cross functional project team in the high profitable APAC States.
The company strive to establish a new regional management level in Asia. A new personnel selection system had to be developed internally. In further consequence 25 middle management positions were expected to be filled the region.
For the recruiting process the company hired own recruiters as well as head hunters.
The process bases on three pillars: First, the application documents had to be analyzed. In a next step structured interviews were conducted by a HR specialist and a department representative.
If both came to a positive conclusion, the candidate would come to an individual competence centre to point out his competences. The procedure was conducted by an external consulting company. Koch found some faults in the individual assessment centre for several years.
We will write a custom essay sample on? Though the group was very heterogenic what implied some problems in the past. At the end of the process the situation escalated so that came under high time pressure, which was especially true for Koch.
Recently he got a call from Koenig, the founder and owner of the company.
Koenig is a little more accommodating person with precise expectations to his employees. He gave Koch an ultimatum to finalize the new recruiting system at the end of the week. So Koch had to relate the expectations of Koenig with the results and imaginations of his team in three days.
Therefore Koch convened a meeting with the whole project team and a guest from the headquarter. In previous meetings there were some cultural misconceptions especially between the German and the Chinese. Especially Mueller had no sense for cultural differences in discussion situations.
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The meeting started 30 minutes later due to a long call of Koenig, so that Koch came to late and the pressure even became higher. He urged the group only to present results. At the beginning the Chinese colleagues introduced the topic of the diagnose dimensions and proposed their opinion to this.
Mueller encountered in a very typical German behaviour. So the Chinese was intimidated by her German colleague. She signalled that she did not dare to say anything further. Mueller tried to question the approaches of the Chinese colleagues.Find your inductive proximity sensor easily amongst the products from the leading brands on DirectIndustry, the industry specialist for your professional purchases.
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