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International Staffing Policy


Your task is to design a comprehensive expatriates-related program, which includes the following major areas: 

recruitment and selection 
training and development 
performance management 
reward and compensation. 

You need to prepare a report regarding the expatriation programs. In the report, you have to: 

Select two of the above mentioned areas to focus in the report. Provide detailed programs and use academic references to justify your choice. You can also use existing industry examples to back up your reasoning. 

Discuss the potential challenges for proposing the new programs. 

Explain what benefits the program can bring to the organisation.

The international Staffing Policy depends mainly of the Managing Director or the CEO of the company. The company need to adopt the policy which will best suited according to the structure, budget, and the duration of the international assignment or the project. The mangers nationality would be one of the important factors in the determination of the compensation. The study shows of appointing the employees in the managerial and the in managerial background. The senior managers are responsible for selecting and the employees and accordingly give them training. The ethnocentric staffing has the most successful selection and the recruitment criteria. The employee with the global mindset can entrust with the international recruitment policy (Hussain and Murthy 2013).

The polycentric staffing policy depends on the appointment and the presence of the host company of the government of the host country for imposing foreign hiring barriers. The geocentric staffing includes the appointment of the staff regardless of their nation and could even include from the third country nationals.  While the regiocentric employees are transferred accordingly with the regional basis (Osland et al. 2014).

The selection criteria are one of the most important for choosing the right candidate for the company. The company needs to adopt various plans for initiating the selection program (Scheiblea 2015).

It is the most important criteria as the employee need to be hire for the contraction and the mini g company in a distant location. The employees need to know and understand about all the technological adoption for the position. The criteria of the selection should be according to technical consultation and need that arise for it. He expatriate need to competent on the technological field. They can handle the issues related with it. The company needs to take a technological test as their selection criteria. The technological test need to verbal as well as through written test (Kataria and Sethi 2013).

(Source:, 2010)

The selection criteria for this field need to access through the understanding of the diverse background. The selection criteria need to access through ethnic background and adoptability to work with different culture of people. In other words the candidate needs to possess certain number of cultural toughness.

The past work experience with the diverse culture. For the selection of the people in the managerial background thee candidate should have travel history and knowledge of the host country. The qualification for the mangers needs to be MBA. The mangers need take into consideration with the knowledge of solving the problems in the host country (Townley  2014).

Polycentric and Geocentric Staffing

Accordingly both the employees of the managerial as well non managerial need to undergo through the second round of selection process in personal traits. The selection of this round will be through interview (Mischel 2013).

The candidates for both for the managerial and the non managerial roles need to understand the context of the domestic in terms of analyzing the PESTLE. The expatriate needs to understand the macro environment of the host country which is political, economic, social, technological, legal, environment.  The analysis of the PESTLE in selecting the candidate will not help to understand the international assignment but also the effective strategy formulation of the host country. So, selecting the candidate through the understanding o the environmental variables will include in the second round along with the personal traits (Treurnicht et al. 2016).

Training would be given on cultural diversity. However, the person needs to have the ability to adopt with the culture of China. They need to understand the difference of culture and act accordingly. The interviewer needs to conduct to understand it in the interviews. They need to make questions on their adaptability of other culture. They need to even ask questions on how frequently they used to visit other countries. The opinion about the culture of those countries is important. It would clear the interviewer to understand the mental stability in terms of establishing into other country (Osland et al. 2014).

The selection on this field needs to access through the selection criteria of both the managerial and the non managerial staff. Though, it should be more important for the managerial positioned employees. The candidates need to undergo through the written and the interview round for initiating the ability of the leadership quality (Barbusse 2015).

(Source: SERIES, 2015)

The company plans need to access through the proper training and development of the candidates. They need to undergo through a vigorous training so that they can adopt with the culture and the work of China. The company need organize training to a program of 14 days. The main focus are on the training should be on the language. Cultural mores such as the food, dress and the observance of the holidays should include into it. The observance area should also include the understanding of the currency and the exchange rates. The final consideration would be on the professional expectations such as the interactions with the high-level staff (Bhatia and Kaur 2014).

The candidate needs to provide with the training on the language of China. Though, it is difficult for the candidate to learn a different language within a short period of time. but, they need to at least understand the  languages that is used by the people of China. The training need to given trough expertise of language. The candidates need to be fast learner and adopter. They need to adopt with the language in a fast pace (Scheiblea 2015).

(Source:, 2016)

They need to understand the cultural diversity for the people. They need to develop and understand the culture of China. They need to adopt with the ways of their dress and food. They understanding of the cultural diversity would enable them to perform in a much better way. They can understand the culture and can easily adopt with it. Cultural diversity would make them aware about the culture for China. The training and development need to understand them the importance of it (Scheiblea 2015).

Selection Criteria for Managerial Positions

Knowledge Management would enable them repetitive occurrence of issues of the construction company in China. Effective way to give training is though the case studies. The case study would contain a problematic situation that Construction Company of China generally faces. Expatriaye need to solve those case studies proving effective solution. It would enable them to take decisions in the problematic situation of China (Hussain and Murthy 2013.

 There are four steps that are involved with the knowledge management process. They are as follows:

  1. The creation of knowledge – in the day-day activities of the trade, the companies create a large amount of data. It is mainly essential for a company to have a system that helps to manage newly created information that in turn helps to solve the new problems.
  2. The codification of knowledge – in order to turn the data into a useful knowledge, it is important to collect and analyze the data. At this stage the tactic knowledge is converted into explicit knowledge which is in turn very crucial for success of both transfer and application.
  3. The application of knowledge – the utilization of knowledge will be facilitated if the assets of the knowledge are documented and shared. At this particular stage of the knowledge management, the creation of value is delivered.
  4. The transfer of knowledge - Knowledge can be modified and developed through the procedures of learning and distribution.

China the maximum focus is given on the strict schedule as in China the trade runs on a strict punctuality. It is very important that in China the individuals need to arrive at the business meetings at the exact. Giving the training on this is very important and it will helpful for the Australians.  Arriving early is a significant part of assigning respect (Hasslinger et al. 2016).

The training given on the technological training is very important. The advancement of technology is very significant. Technology is not that advanced in Australia as it is in China (Hakansson 2014).

Potential challenges

The potential challenges are as follows:

  1. Culture Shock – if the culture shock takes place in that case the expatriate might decide to return home if they hear of anyone falling ill in their house. This will act as a potential challenge for the firm. The expatriates will prefer to return home rather than putting the life of their relatives in risk (Furham 2012).
  2. Language barrier – the language barrier is another important factor is language barrier. The individual might feel alienated due to the difficulty they might face while communicating with the local community (Buckley et al. 2013).
  3. Differences in the living condition – in this case, if the individual was residing in the developed country and had been shifted to any underdeveloped country, then it might pose a difficulty in the living condition.
  4. The protection in the local environment – this is one of the main challenges that the individual will face that are the protection that they will get in the local environment (Royo et al. 2014).
  5. Lack of recognition – if the individual gives his best performance but he is still unrecognized in that case he might feel the lack of recognition. He might as well have a lot better recognition in the previous organization that might pose as a challenge.
  6. Isolation – due to the restricted interaction the individual might face isolation. At that point he might miss his relatives as well as friends.
  7. Lacks of recognition of foreign qualifications – the expatriates are most often assigned from head quarters of an enhanced country to that of the emerging underdeveloped countries. In that case he might feel the lack of the recognition of his qualifications.


1.Lower labor costs – it will benefit organization in the sense if they hire the individuals from Australia in that case they have to pay less to the labors as compared to the situation if they had to hire the workers from China itself. The costs as well as the availability of labor are both intertwined. It will help to be in the budget as there will some expenditure in terms of the training given. The labor cost will in turn benefit China (Green 2013).

  1. Communication – the training program will help to augment the diversity of the workforce. The training provided will help to enhance the communication skill. This in turn will benefit the organization (Fujimori et al. 2014).
  2. Diversity – it is vital to provide the training in order provide the explanation regarding the diverse individuals’ views as well as viewpoints. This also includes the methods that value diversity.
  3. Job satisfaction – the program will in turn give the job satisfaction to the expatriates. It will also provide confidence among the workers.
  4. Enhancement of the image of the company – the training program which will include the training related to ethics will help to maintain the principles among the workers.
  5. Innovative technologies – the program will benefit the organization by helping the workers to get adapt to the innovative technologies. This will help the organization to prosper (Davenport 2013).
  6. Quality initiatives – the organization will benefit as the expatriates will be able to maintain the total quality management and will also be clear about the basic concepts of the program that will gain profits for the organization (Appelbaum 2013). 


In order to expand the firm in China, it is very important to take into consideration the benefits as well as the challenges that are related to the shifting of the employees from one place to another. The benefits include the Lower labor costs that will benefit China in the sense if they hire the individuals from Australia in that case they have to pay less to the labors as compared to the situation if they had to hire the workers from China itself. There are also few challenges that are related to the training program which includes language barrier, lack of recognition as well as isolation. 

Reference List:

(SERIES), M. (2015). MAXIMIZING YOUR LEADERSHIP ABILITY (SERIES) - Insights to Advancing Your Professional Career. 

Appelbaum, E., 2013. The impact of new forms of work organization on workers. Work and Employment in the High Performance Workplace, 120.

Barbusse, A., 2015. Multiculturalism in Leadership. Findings and Analyses of Affects.

Bhatia, A. and Kaur, L., 2014. Global Training & Development trends & Practices: An Overview. International Journal of Emerging Research in Management &Technology ISSN: 2278, 9359(3), p.8. (2010). What Does the Competency Framework Mean for You? | Actuaries – Society of Actuaries – Insights on risk management and its opportunities from the actuarial profession. 

Buckley, R., de Vasconcellos Pegas, F. and Lin-Sheng, Z., 2013. Citations: Overcome the language barrier. Nature, 501(7468), pp.492-492.

Davenport, T.H., 2013. Process innovation: reengineering work through information technology. Harvard Business Press.

Fujimori, M., Shirai, Y., Asai, M., Kubota, K., Katsumata, N. and Uchitomi, Y., 2014. Effect of communication skills training program for oncologists based on patient preferences for communication when receiving bad news: A randomized controlled trial. Journal of Clinical Oncology, 32(20), pp.2166-2172.

Furham, A., 2012. Culture shock. Journal of Psychology and Education, 7, pp.9-22.

Green, G.P., 2013. Communities are facing new and more powerful challenges to theirsurvival. Globalization threatens the economic base of manyofthem. International markets create new competition among localities for capital investments and generate pressures to lower labor costs..... Mobilizing Communities: Asset Building as a Community Development Strategy, p.1.

Hakansson, H., 2014. Corporate Technological Behaviour (Routledge Revivals): Co-opertation and Networks. Routledge.

Hasslinger, J., Sirviö, S., Berggren, S., Myers, L., Flygare, O., Tammimies, K. and Bölte, S., 2016. A comparative randomized controlled pragmatic trial of neurofeedback and working memory training for children with attention-deficit/hyperactivity disorder: protocol. Translational Developmental Psychiatry, 4.

Hussain, S.A. and Murthy, O.N., 2013. HR metrics: A benchmarking towards excellency. Journal of Business Management & Social Sciences Research (JBM & SSR), 2(9), pp.23-27.

Kataria, N. and Sethi, S., 2013. Making successful expatriates in multinational corporations. Asian Journal of Business and Economics,3(3.4). (2016). Language Training -

Mischel, W., 2013. Personality and assessment. Psychology Press.

Osland, J.S., Li, M. and Wang, Y., 2014. Introduction: The state of global leadership research. Advances in global leadership, 8, pp.1-16.

Royo, S., Yetano, A. and Acerete, B., 2014. E‐Participation and Environmental Protection: Are Local Governments Really Committed?.Public Administration Review, 74(1), pp.87-98.

Scheiblea, D.H., 2015. Expatriation as an Element of Diversity Management.Sociology, 5(5), pp.347-353.

The Conversation. (2013). What would a Chinese currency conversion deal mean for Australia?.

Townley, B., 2014. Selection and appraisal: reconstituting. New Perspectives on Human Resource Management (Routledge Revivals), p.92.

Treurnicht, M., Pagel, J., Esler, K.J., Schutte‐Vlok, A., Nottebrock, H., Kraaij, T., Rebelo, A.G. and Schurr, F.M., 2016. Environmental drivers of demographic variation across the global geographical range of 26 plant species. Journal of Ecology, 104(2), pp.331-342.

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