Introduction
Multinational corporations (MNCs) such as the Volkswagen Company face several challenges in managing a diverse workforce, adapting to global cultures, and sustaining competitive advantages in a rapidly changing environment. Therefore, understanding the factors correlated to task force effectiveness and enhancing the abilities of expatriate and repatriate workers can assist managers in these institutions to streamline processes and achieve better outcomes. The following sections review research articles with information regarding the hurdles MNCs experience and recommendations to counter issues.
Discussion
The reading by Dirani is a chapter in a book, “Global Issues and Talent Development: perspectives from countries around the World,” published in 2018. This chapter explores talent development globally and provides insight into the problems managers experience when developing and managing talent in a global environment. The author suggests that cultural values are a critical component of talent development and urges officials to consider local and international cultures when implementing talent development initiatives (Dirani, 2018). Moreover, the author assesses the role of technological solutions in talent development and explains the efficiencies of social media and online platforms in enhancing the quality of employee training and development.
The book by Dirani is reliable, credible, and applicable to improving international organizations’ task force effectiveness. Dirani is a professor of education and international studies at Georgia Southern University and a proficient researcher with several books and articles on globalization, education, and task force talent development. Thus, the author’s credentials support his exploration and assure dependable discussions. A surprising aspect of the paper is the author’s stress on the impact of culture and beliefs in shaping talent development. Different cultures have diverse preferences regarding what constitutes leadership, thus influencing how managers develop and manage talent (Kerr, 2019). Although the reading has various strengths, it could benefit from more concrete examples of how talent development programs ensure organizational success.
The Gregg Learning (2020) video’s primary subject is the significance of the global talent movement in handling talent scarcity and encouraging creativity. The video emphasizes the advantages of foreign travel for people and organizations, such as getting acquainted with new cultures, capabilities, and viewpoints. However, it recognizes the difficulties associated with talent acquisition, such as adapting to unfamiliar environments, keeping partnerships, and handling cultural differences.
Dr. Bob Gregg, a recognized educator and author with over 30 years of expertise in teaching and creating educational programs, founded the platform. Dr. Gregg has written several books and articles on workplace engagement, leadership, and efficiency, and he has provided training and advancement initiatives to major companies and government agencies. His knowledge and expertise have been invaluable in influencing the subject matter and delivery of Gregg Learning’s classes. The surprising aspect of the video was the focus on the significance of keeping partnerships with teammates and acquaintances back home while on an expatriate posting. This emphasizes the social and emotional difficulties of talent mobility, which are frequently disregarded in conversations on the subject. While the presenter provided an informative rundown of the advantages and obstacles of talent mobility in the video, there was little conversation about how businesses and governments can promote talent mobility.
The research by Fee and Michailova explains the essence of preparing to host expatriate workers and learning from their assignments. According to the authors, preparation is the key to providing an accommodating environment and ensuring higher success levels (Fee & Michailova, 2020). Fee and Michailova’s (2019) article concentrates on how host businesses plan for and learn from international tasks. According to the authors, expatriate assignments can offer valuable educational opportunities for both people and organizations, and host companies should devise plans to encourage and learn from returning expatriates (Fee & Michailova, 2020). Regardless, the authors point out that many organizations lack adequate procedures to enable information exchange and organization development from expatriate assignments.
Dr. Alison Fee and Dr. Snejina Michailova are professors at Leeds Beckett University and the University of Auckland, respectively. They have conducted a wealth of research and written several books on expatriate management and international business. Thus, the resource is reliable for international organizations seeking to enhance their employees’ productivity through expatriate assignments. A surprising element of the paper is its inclusion of expatriate workers’ families in aiding preparation and development. Most researchers do not consider social and personal issues that affect expatriates’ performance (Kerr, 2019). Further, the discovery in Fee and Michailova’s (2019) article that many organizations do not have procedures in place to enable information sharing and organizational learning from expatriate assignments was surprising.
Melik’s article, published on Forbes in 2020, introduces readers to organizations’ future fit. The author suggests that consumer-centric, agile, and innovative global organizations are better positioned to deal with the fast-changing business environment (Melik, 2021). The author proposes four key strategies to ensure long-term success, including embracing digital transformation, fostering a growth mindset, building an inclusive and diverse workforce, and focusing on a unified purpose (Melik, 2021). These attributes allow international institutions to establish a culture that considers all employees’ well-being and capitalizes on their strengths.
Lena Melik is the CEO and co-founder of ASPIRE, a consulting firm that assists organizations in leveraging and embracing digital transformation. The author has an impressive track record, worked with several global organizations, and participated in numerous programs to enhance global organizations’ productivity. Thus, the information is reliable in informing managers of solutions for repatriation and expatriate staff. A notable and surprising aspect of the article is its recommendations to curb the limitations facilitated by a fast-changing business landscape. The author proposes that international institutions establish a culture of leveraging new technologies when released to the market (Melik, 2021). However, the article should expound on how organizations can employ digital solutions in staff development and deal with workers’ issues.
One more article addresses the role of language proficiency and family support in expatriate adjustment to new working environments using information from an experiment with Volkswagen’s expatriate employees in China. The authors argue that the expatriate adjustment process is often complex and can increase turnover rates if poorly managed (Su & Kong, 2020). In most cases, expatriates are less committed to their jobs and lack the intention to stay for extended periods without family support. The research also established that language proficiency is positively related to expatriate retention.
Dr. Xinxin Su and Dr. Xiangdong Kong are professors at the University of International Business and Economics in Beijing, China. They have extensively researched human resource management topics in international corporations. Thus, their background and expertise assure credibility and give them the authority to contribute to the discussion appropriately. A surprising aspect of the research is the author’s incorporation of family values and social health in expatriates’ success and efficiency. Personal issues are often overlooked in business environments due to more concentration on formal factors (Kerr, 2019). Hence, the article offers insight into additional issues to consider when implementing initiatives to improve expatriates’ and organizational performance.
Conclusion
In conclusion, multinational companies such as Volkswagen face challenges in handling an array of employees, adjusting to global cultures, and maintaining competitiveness in a constantly shifting marketplace. Reviewed sources provide insight into how managers can expedite expatriate-related processes and achieve better outcomes by developing talent, learning from expatriate employees, utilizing technological advances, and contemplating the role of family and language skills in adjustment and retention. Overall, the sources are reliable, credible, and adaptable to enhancing the efficiency of the multinational organizations’ task forces.
References
Dirani, K. (2018). Talent development in international contexts. In A. G. Tan, E. E. Lim, & C. H. Tan (Eds.), Global issues and talent development: Perspectives from countries worldwide (pp. 1–8). Information Age Publishing.
Fee, A., & Michailova, S. (2020). How host organizations prepare for and learn from expatriate assignments. Thunderbird International Business Review, 62(4), 329-342. Web.
Gregg Learning. (2020). Expatriate preparation [Video]. YouTube. Web.
Kerr, W. R. (2019). Talent on the move. In W. R. Kerr, The gift of global talent: How migration shapes business, economy & society (pp. 17-34). Stanford Business Books.
Melik, L. (2021). Four ways to become a successful future-fit organization. Forbes. Web.
Su, X., & Kong, X. (2020). Expatriate adjustment and turnover intention in multinational corporations: The role of family support and language proficiency. Journal of Business Research, 107(194-206). Web.