Many organizations today are obsessed with hiring personnel who can effectively deliver at work whether in the local or international scenes. Since the number of companies going global is on the increase, managers and human resource departments are left with the task of recruiting and selecting their employees. The first step the companies engage in recruiting. It involves the search for prospective job seekers in large quantities and qualities so the organization can have a diverse selection. Secondly, selection refers to the method of collecting information for assessment and decision purposes on who should be given a certain job. Both processes are very crucial when it comes to staffing. For instance, a company may have a tremendous selection approach for assessing candidates, but when the number of potential employees is insufficient, it may be ineffective. Both recruitment and staffing must work successfully for best staffing choices. The essay will talk about the concept of staffing strategy and its utilization in multinational enterprises in Mexico.
Multinational companies usually rely on having the ability to create a group of worldwide operators for the purpose of staffing and management. It is a crucial function revolving around the attainment, deployment, and maintenance of a company’s workforce. First, it is fundamental to understand the nature of staffing. Most organizations around the globe are characterized by physical, monetary, and human capital (Bonache, 2002). In relation to staffing, human capital means the expertise, skills, and abilities of the employees to maximize these potentials on the jobs to register increased benefits. The vice president of human resource department at the CP hotels once quoted, “it starts and finishes with individuals. They comprise of the heat, soul, and spirit of the institution...it begins by choosing the best from a human resource point of view. The most critical verdict we make is within an organization are the type of personnel we employ”.
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It is vital for organizations to have staffing strategies that steer the attainment, employment, and retention of workers. Attainment involves the initial external staffing strategy where multinational corporations advertise for applicants for different posts. Human resource department should lay out the plans for the numbers required, category of individuals needed, and the qualifications or KSAOS, which means knowledge, skills, ability, and other characteristics suitable for the job description (Bonache, 2002). On the other hand, deployment strategies cover the internal staffing systems, which include position upgrades, transfers, and allocating new projects and assignments to the employees. There is a strong relationship between the external and the internal staffing system. These include aspects such as the planning for promotions, creating work requirements and reinforcements, and assessing the employees’ abilities amongst others. Lastly, retentions or employee maintenance refers to the management of the inflow of employees out of the company. Many multinational companies have the tendency of employing several personnel (Cascio, 1986).
Most people think of staffing as an event. However, it is a multifaceted process made up of the management of the flow of the employees into a company, within the company, and outside the company. In the past years, corporations have devised strategies that stress the general goals and objectives that steers them towards achieving success. Let us take an example of a freshly established software development company with a mission that states, “To assist people and the community to handle all their finances and statements through computerized version. Based on the mission of this specific organization, it can establish objectives relevant to the software development, sales productivity, and competitive uniqueness through advanced product quality and customer service. The objectives are usually directed by certain assumptions such as the quality and quantity of workforce. Human resource strategies match the primary choices on whether the workforce suppositions will be dealt with (Collings, 2007).
Taking an example of the Coca Cola Company based in Mexico, it is faced by the task of hiring new personnel as well as retaining the existing ones. However, they have successfully accomplished the mission through focusing on the product development objectives. In achieving this, the Human Resource department of Coca Cola Company in Mexico has been able to come up with certain assumption to increase the company’s profits. First, they have adopted the strategy of getting employees who have experience working in busy beverage companies. The human resource sector ensures that a new depot is built in areas that will attract many customers. Besides, having facilities in regions with social amenities will encourage positive staffing. Many people are attracted to places that are self-sufficient. Since Mexico is a large country with populated cities, new staff may be attracted to the potential social amenities in place. Moreover, the process of recruitment and selection will be made easier.
Many companies in Mexico have been known to employ workers at a minimum wage pay with low-compensation rates. However, when it comes to multinational corporations within the country, the staffing standards become more demanding. According to the manager for International Compensation Rebecca Lots off, starting up an international company in Mexico require expatriates to strengthen the philosophy and training to make sure different programs within the organization run smoothly (Flynn, 1994). The Mexican environment has the potential of drawing in diverse talent. However, recruitment majorly relies on networking. It has been a major challenge as some people might get jibs that they are not qualified to have. Therefore, HR recruiters in Mexico need to arise above this challenge and select personnel depending on their qualifications. Some of the primary factors to consider include training, offering incentives whenever necessary, and promoting corporate culture.
Many multinational companies in Mexico have been able to give wages and salaries higher than the market average (Flynn, 1994). In addition to this, they have the ability to give bonuses to its employees thereby attracting new staffing. Such strategies by human resource management give companies an easy time in selecting their personnel. Consequently, a strategy used by many several multinational corporations in Mexico includes establishing budgets for every staff to cover for the cost of expertise advancement.
Selecting staff from the local and international scene requires organizations to have specialized programs. Foreign duties are more demanding for people from other countries. There exists a high affinity to deal with employees and management whose beliefs and cultural perspectives are dissimilar. However, for potential employees, such as situation should be viewed as an opportunity for growth as it welcomes new challenges and experiences. When people are exposed to “threatening” situations in a work place, they tend to be positive and accommodative to criticism. They display flexibility in their new surroundings by coping with different people and ensuring tasks are accomplished to their full potential.
Adaptability screening is considered an important factor in of the expatriate programs in staffing selection. It is the ability of employees to adjust to the foreign country and deliver at their respective jobs. Companies such as Colgate-Palmolive look for employees from overseas countries whose experience in work and other non –related techniques display devotion to live and work with diverse cultures. Some of the factors to consider when doing expatriate staffing include language, country/cultural requirement, trans-cultural adaptability, and family requirements.
In conclusion, staffing strategies includes a consequence of the relationship between any corporation and the HR strategies. It focuses on primary factors such as recruitment, employments, and the retention of the available workforce. In any multinational corporations, the staffing strategies should be competent to meet the global demand of different workers.
References
Bonache, J. & Fernandez, Z. (2002). Strategic staffing in multinational companies. International Human Resource Management: A European Perspective, , 163.
Cascio, W. F. (1986). Managing human resources. New York: McGraw-Hill.
Collings, D. G. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2) , 198-213.
Flynn, G. (1994, August 1). HR in Mexico What You Should Know . Retrieved June 8, 2016, from Workforce: http://www.workforce.com/articles/hr-in-mexico-what-you-should-know
Scullion, H. & Collings, D.,G. (2006). Global staffing. New York: Routledge.
