Reference no: EM132649110

Question 1: Discuss two HR activities a multinational firm must engage in that would NOT be required in a domestic environment.

Question 2:

a) Which factors determine the choice of a staffing approach?

b) Would a multinational company choose the same staffing approach worldwide? Why or why not?

Question 3: Think about the COVID-19 pandemic, and identify the specific international HR implications that have arisen from this world event. More specifically, discuss how it has affected international: i. selection, ii. training, iii. performance appraisal, and iv. compensation activities of multinational companies.

Question 4: Answer the questions that follow on the basis of the brief case below:

"Richard Hoffman, a Québécois Chemical Engineer working for a Canadian-based energy firm, was given a three-year expatriate assignment in Venezuela as a technical liaison and environmental protection project manager. His local project supervisor was Jean, a French engineer who had lived in French Guiana and then Venezuela for over 20 years. Richard thought that as a Francophone from Québec, he and Jean would be able to build a quick working relationship. Richard sent Jean an early email (in French, and not the usual corporate English) containing what he thought of as the five most significant goals associated with his assignment - similar to the "management by objectives" section of the standard performance appraisal forms he had filled out for years during earlier assignments in Edmonton, Toronto and at corporate headquarters in Montreal.

After several months with no response from Jean, Richard caught Jean in the hallway between meetings and asked him about the email and his progress to date. ‘Don't worry about that', Jean responded blandly, ‘Just keep working to the deadlines and I will check with your coworkers and the other project managers on your work. Where did you go to engineering school by the way?'

Richard waited another six months and was becoming increasingly anxious as the firm's annual review week approached. He finally caught up with Jean on a rainy Friday in the lobby of the office building as they both waited for their drivers to arrive. When asked about the upcoming performance review, Jean snorted and said. ‘C'est tout fini, it's all been taken care of. Make an appointment with my assistant Louisa next week and we can go over the report we have sent to Montreal'. As Jean stepped gingerly into the rainy Caracas parking lot, Richard thought back to the last few weeks with his team, the sometimes loud disagreements with his fellow project managers, and wondered if it was too late in the day to call his old supervisor in Toronto."

a) Identify the problem(s) that you observe in this case. What are the errors committed? Who is to blame?

b) What should Richard do at this point?