Introduction
In any business, qualified and competent personnel are required to fill the available different managerial positions for its smooth running. The criterion used in the selection process differs from one country to another, from one culture to another and also is dependent on the location of the firm.
The situation becomes more complicated when dealing with a multinational organization. This is the situation faced by ComInTec AG & Co, where new personnel was to be selected to fill in the new regional management positions in the Asian-Pacific-region (APAC).As such, a personnel selection system was adopted to develop a criterion for selecting these new employees( Brown 220).
Strengths of the newly developed multinational personnel selection system
The system considers both the professional and the social competence of a candidate depending on the definition of the job requirement that are relevant in APAC countries. This makes it convenient in choosing the right person to fill in a specific position as it considers technical and vocational skills, social competencies, leadership competencies and communicative competencies (Storey 67).
Apart from the job requirements, the system will also include the modules, which will be a two tier. This is very important as it ensures a tight scrutiny of the candidate’s qualifications ignoring the old method of just looking at the past experience on work, but this new model considers a wider range of competencies. Steger shares this idea of two tiers (43).
The system has also the advantage of considering the location of the country thus making the selection of the candidate more flexible. With this in mind, qualified candidates will be recruited from their specific countries of origin, thus the issue of deporting will not arise.
Shortcomings of the newly developed multinational personnel selection system
The system will not consider the candidates perspectives, therefore, clarifications and feedback will not be considered as being important as the systems will only aim at selecting the right person. This will not be fare because without a clue or clarification on certain issues, many competent candidates might be locked out.
The system did not also consider the testing methods, adaptations and implementation procedures for these modules in each of the considered country. This is important as the candidates differ according to their location, education background and previous experiences.
The system also has a disadvantage of allowing candidates to present their ideas in their different native languages. This allowance creates a problem later when the initial information is distorted while translating information from one language to another.
Implications of the weaknesses to the company
Due to lack of intensive feedback, after the candidate fails the interview and the failure of giving the interviewee a clue of the situation, many candidates even the competent one may be discouraged to apply for the positions The process of translation and the steps involved in the implementation of the two tier module will be time consuming thus causing a delay in getting the qualified personnel.
Recommendations
- Due to diversity in the members involved in the newly developed selection section, it is advisable to consider the minimum qualifications requirement in each country and select the members according to the standards of that country.
- The team should undergo a common training to bring them to a common working level and experience required by the organization.
- Due to the diverse of the committee responsible for the selection process. A fair way of selection that is respected by all regardless of their background or country of origin should be devised. No one is to be considered being superior to another, but all efforts from any party should be aimed at achieving qualified personnel.
Conclusion
In conclusion, the newly developed selection system is faced with a lot of challenges due to the fact that the team developing it posses’ diverse backgrounds and each person they have different opinion from each other. Their cultural differences and experiences make it difficult for them to reach a consensus on what is to be included or excluded in the system. As such, a more convenient system should consider all the diversities in the process of its development.
Works Cited
Brown, Walter. Service quality: multidisciplinary and multinational perspectives. New York: Lexington Books, 1991.
Steger Debra. Redesigning the world trade organization for the twenty first century. Ontario, Wilfrid: Laurier Univ. Press, 2010
Storey John. Human resource management. London: Cengage Learning, 2007.