HRM Assignment代写参考：Cultural Training and Human Resource Management
HRM Assignment代写参考-文化培训与人力资源管理。本文是一篇留学生国际人力资源管理assignment写作范例，主要内容是讲述全球化必须使公司了解计划在全球市场扩张时所面临的跨文化挑战。同时，重要的是培训员工，让他们做好应对这些文化挑战的准备。本篇assignment包括对跨文化调整和训练技巧的文献和理论的全面回顾。然后，本作业在研究这些理论的同时，探讨了U Mobile外籍人员的准备和培训。下面就是这篇HRM Assignment格式范文的全部内容，供参考。
Abstract 摘要
Globalization has to lead the companies to understand the cross-cultural challenges they face when planning to expand in the global markets. At the same time, it is important to train the employees so they are ready to face these cultural challenges. The assignment consists of a comprehensive review of literature and theories about cross-cultural adjustments and training techniques. The assignment then looks into preparing and training the expatriates of U Mobile while looking at these theories.
The assignment gives an in-depth review of training models for both pre-departure and posts departure training of the expatriates. For pre-departure training, the aim is to provide very general cultural training ` whereas the post-departure training is focused on the host country’s culture. The post-departure training will also include the language training. The assignment also suggests a further more comprehensive post training and ways to make the overall training more cultural based.
该报告深入审查了外籍人员离职前和离职后培训的培训模式。出发前培训的目的是提供非常一般的文化培训，而出发后培训的重点是东道国的文化。离职后培训还将包括语言培训。该报告还提出了进一步更全面的岗位培训，以及如何使整体培训更加基于文化。
Introduction 引言
The world is moving fast with technology overcoming the geographical barriers. People are communicating worldwide in a blink of an eye. The corporate world is also facing these challenges of globalization where if they need to survive, the need to make sure they have footings worldwide. Companies are expanding by opening their outlets in foreign countries or by having a merger with existing companies. Researchers have shown companies prefer merger in case of countries having strong legal restrictions (Raihan and Azeem, 2011).
随着技术克服地理障碍，世界正在快速发展。人们眨眼之间就在世界各地交流。企业界也面临着全球化的这些挑战，如果他们需要生存，就需要确保他们在全球范围内立足。公司正在通过在外国开设分支机构或与现有公司合并的方式进行扩张。研究人员表明，在国家有严格法律限制的情况下，公司更喜欢合并。
With the expansion of companies in other countries, the employees face cross-cultural issues. Where the company’s prevailing culture differs from that of new company’s subsidiary country. The employees need to be trained in order to cope with the cross-cultural challenges.
随着公司在其他国家的扩张，员工面临着跨文化问题。公司的主流文化与新公司的子公司所在国的文化不同。员工需要接受培训，以应对跨文化挑战。
Training refers to preparing employee’s behavior, attitudes and knowledge in accordance with the current job role. Hence training increase employee’s effectiveness for the particular job role. Whereas development is a continuous process where the employee is not only prepared for any specific task but it help employee get ready to face challenged in future jobs and walk role. (Gomes, 2009)
培训是指根据当前的工作角色准备员工的行为、态度和知识。因此，培训可以提高员工在特定岗位上的工作效率。而发展是一个持续的过程，员工不仅要为任何特定任务做好准备，还要帮助员工做好准备，迎接未来工作中的挑战，并扮演好角色。
Our company U Mobile plans to open a subsidiary in India. Hence we need to prepare our employees to face the cultural challenges that wait ahead of them in Indian subsidiary. The company needs to go for Cross Cultural Training. Cross culture training is necessary to equip employees for future job roles in India. Cross Cultural training is a process in which employees are given orientation and skill improvement mainly on Indian Culture and work life in the new environment. (Gomes, 2009)
我们公司U Mobile计划在印度开设一个子公司。因此，我们需要让员工做好准备，迎接印度子公司即将到来的文化挑战。公司需要进行跨文化培训。跨文化培训是必要的，以使员工能够胜任未来在印度的工作。跨文化培训是员工在新环境下主要针对印度文化和工作生活进行定向和技能提升的过程。
The cost of sending an expatriate on an international assignment is always high. The cost incurred in the first year on expatriate is three times more than the local employee’s annual salary. (Shaffer, Harrison & Cilley, 1999), therefore the company will expect them to deliver likewise.
派遣外派人员执行国际任务的费用总是很高。外籍员工第一年的费用是当地员工年薪的三倍。因此该公司希望他们也能提供同样的服务。
The assignment includes the type of training required by our current employees and the way these training will be scheduled. The assignment will also cover the important cultural, political, economic and institutional differences between Malaysia and India.
该报告包括我们现有员工所需的培训类型以及这些培训的安排方式。该报告还将涵盖马来西亚和印度之间重要的文化、政治、经济和体制差异。
Company Profile 公司简介
U mobile is a Malaysian based telecommunication company which was founded in 1998. U mobile is a subsidiary of U Television Sdn Bhd. The company not only provides mobile telephony and mobile data but also offers a mobile TV service and Mobile Live Tv.
U mobile是一家总部位于马来西亚的电信公司，成立于1998年。U mobile是U Television Sdn Bhd的子公司。该公司不仅提供移动电话和移动数据，还提供移动电视服务和移动直播电视。
In the initial five years of its operation, U Mobile was able to increase its subscriber base to over four million because of its competitive product innovation and value proposition. The major shareholders of U mobile are ST Telemedia and U tele media. Both the shareholders provide U Mobile with strategic relationships globally along with financial, technical and operating experience and expertise. U Telemedia’s has helped U Mobile to reach out to a wider audience, leveraging on Berjaya Group Berhad’s nationwide distribution channels and multiple retail outlets.
在运营的最初五年，U Mobile能够将其用户群增加到400多万，这是因为其具有竞争力的产品创新和价值主张。U移动的主要股东是ST Telemedia和U Telemedia。两家股东都为U Mobile提供了全球战略关系，以及财务、技术和运营经验和专业知识。U Telemedia借助Berjaya Group Berhad的全国分销渠道和多个零售店，帮助U Mobile接触到更广泛的受众。
Analyzing the Host Market 市场分析
In order to successfully implement the training sessions, we first need to understand the differences between the environment and culture of the Malaysian market and the Indian Market.
为了成功实施培训课程，我们首先需要了解马来西亚市场和印度市场的环境和文化之间的差异。
Political Conditions 政治条件
The current political conditions of India are stable and it’s being predicted that it will remain stable in future also. The country, however, faces problems like corruption and religious issues and that corruption won’t create any issue for U Mobile (Ranga, 2013) but as the country faces issues on religious grounds therefore it can pose an issue. The recent deadly attacks against members of religious minorities are worrisome (Meinardus, 2015), as U Mobile is a Muslim country based company, we might have to face some problems in these areas.
印度目前的政治状况是稳定的，预计未来也将保持稳定。然而，该国面临着腐败和宗教问题等问题，腐败不会给U Mobile带来任何问题，但由于该国面临宗教问题，因此可能会带来问题。最近针对宗教少数群体成员的致命袭击令人担忧，由于U Mobile是一家总部位于穆斯林国家的公司，我们可能不得不在这些领域面临一些问题。
Economic Conditions 经济条件
The overall economic activity in India is starting to ease after demonetarization in October to December period of 2016. The exports rebounded in January 2017. The overall economic growth has slowed down in the year, reaching a three-year low of 6.9. However, the growth is predicted to go up after February 2017 up to 7.4%. (FocusEconomics, 2017)
印度的整体经济活动在2016年10月至12月的去货币化之后开始缓和。出口在2017年1月出现反弹。今年整体经济增长放缓，达到三年来的最低水平6.9。然而，预计2017年2月之后，增长率将上升至7.4%。
It will be feasible for Malaysian bases U mobile to open subsidiary in India, as Malaysai and India are the largest economic partners in South Asia. The bi lateral trade agreement between the two countries specially since India initiated liberation measures indicates two way trade has increased 17 times since 1992. U Mobile can also take advantage of this economic relation between the two countries. (Source: High Commission of India, Kuala Lumpur, Malaysia)
马来西亚基地U mobile在印度开设子公司是可行的，因为马来西亚和印度是南亚最大的经济合作伙伴。自印度采取解放措施以来，两国之间的双边贸易协定表明，自1992年以来，双边贸易增长了17倍。U Mobile还可以利用两国之间的这种经济关系。
Institutional Conditions 制度条件
The supply market conditions of human resource in India are very feasible. The Indian education system is very focused on higher education (Becker-Ritterspach, 2000). It has the most number of engineers and scientists in the world. These conditions are feasible for providing human resources for MNC’s in India.
印度的人力资源供应市场条件非常可行。印度的教育体系非常注重高等教育。它拥有世界上最多的工程师和科学家。这些条件对于为在印度的跨国公司提供人力资源是可行的。
For Telecommunication Company like U Mobile, Indian labor market promises to provide talented and educated human resource at low cost. As far as the average wage is concerned, it is low comparative to the Malaysian market.
对于像U Mobile这样的电信公司来说，印度劳动力市场承诺以低成本提供有才华和受过教育的人力资源。就平均工资而言，与马来西亚市场相比，它是低的。
The only challenge an MNC would face is that human resource has a general lack of practical skills. This is because of India’s higher technical education system’s structure (Heitmann, 1995).
跨国公司将面临的唯一挑战是人力资源普遍缺乏实用技能。这是因为印度的高等技术教育体系的结构。
Cultural and social Factors 文化和社会因素
India has the world’s oldest civilization and also the most populated country in the world. Indians are mostly Hindu with Hindi as their national language. Most of them are vegetarians. People are tech savvy and are developing in the field of telecommunication and technology.
印度拥有世界上最古老的文明，也是世界上人口最多的国家。印度人大多是印度人，他们的民族语言是印地语。他们大多数是素食主义者。人们精通技术，正在电信和技术领域发展。
India faces two world-views when it comes to culture. There is one group of people who are modern Indians who wishes for a secular, liberal multi-religious culture. These are the people who want to exploit the myriad chances of cultural openness with respect to globalization.
在文化方面，印度面临两种世界观。有一群人是现代印度人，他们希望拥有一种世俗、自由的多宗教文化。这些人希望利用全球化带来的无数文化开放机会。
There is another group who are against the cross-cultural concept. The openly reactionary Hindu nationalist movement is one of them. They aim to have a strong Hindu nation and are not open to liberal civil liberties and religious pluralism. ( Zimmerman, 2015)
还有一个群体反对跨文化概念。公开反动的印度教民族主义运动就是其中之一。他们的目标是建立一个强大的印度教国家，对自由的公民自由和宗教多元化持开放态度。
The expatriates from U Mobile will face these cultural barriers, being nationals of Muslim country. The expatriates needs training to get knowledge of Indian norms and culture. Language will be a barrier too, training would be provided to help overcome it.
来自U Mobile的外籍人士将面临这些文化障碍，因为他们是穆斯林国家的国民。外籍人士需要接受培训，以了解印度的规范和文化。语言也将是一个障碍，将提供培训来帮助克服它。
Literature Review 文献综述
Cross Cultural Management 跨文化管理
It is important for the companies to understand the cultural differences that are occurring due to their expansions from one region to another. The research in the field of psychology, sociology, and anthropology have shown that there are countless major differences among the cognitive process of individuals belonging to different cultures. In the era of globalization, where companies are expanding in different regions, it is utmost important for them to understand and recognize these cultural differences and appropriately use them in organizations. (Nancy & Robert, 1986)
对于公司来说，了解由于从一个地区到另一个地区的扩张而产生的文化差异是很重要的。心理学、社会学和人类学领域的研究表明，不同文化的个体在认知过程中存在着无数的重大差异。在全球化时代，公司在不同地区扩张，对他们来说，理解和认识这些文化差异并在组织中适当利用这些差异至关重要。
The companies need to understand the cross-cultural management, as it would greatly benefit them considering the cognitive aspect of culture in managerial practice.
企业需要了解跨文化管理，因为在管理实践中考虑文化的认知方面会对他们大有裨益。
Cross-cultural management is all about managing work teams in a way where the difference in culture, preferences of the consumers, and the practices are managed to keep in view the global and international context. The cross cultural management deals with cultural issues at individual level as well as for the company as whole. At the individual employee level these include cross cultural psychology, sociology and anthropology and for general organization as a whole or at a broader prospect it includes broader disciplines of management and organizational behavior and related international human resource management. It also studies the influence of culture on organizational structure and management across nations and cultures. (Thomas, 2014)
跨文化管理就是以一种管理工作团队的方式，管理文化、消费者偏好和实践的差异，以考虑全球和国际背景。跨文化管理处理个人层面以及整个公司的文化问题。在员工个人层面，包括跨文化心理学、社会学和人类学，对于整个组织或更广泛的前景，包括更广泛的管理和组织行为学科以及相关的国际人力资源管理。它还研究了文化对不同国家和文化的组织结构和管理的影响。
International Human Resource Management 国际人力资源管理
Global expansion of companies have raised the need to understand importance of international Human resource management. It is all about managing the human resources in order to face the challenges of global expansions. The cultural differences are of the top most importance. Human resource is the base of any company, which if not trained and allocated properly, can hinder the success of the overall company’s ressources.
公司的全球扩张提高了人们对国际人力资源管理重要性的理解。这一切都是为了管理人力资源，以应对全球扩张的挑战。文化差异是最重要的。人力资源是任何公司的基础，如果没有得到适当的培训和分配，可能会阻碍整个公司资源的成功。
MNCs need to understand the factors that affect the multinational corporations while they expand in different regions. These include assembling and training the international staff, designing policies which are appropriate for personnel and organization, working of trade unions in different countries, and devising an international labor division. (Harzing & Ruysseveldt, 1996)
跨国公司需要了解影响跨国公司在不同地区扩张的因素。其中包括召集和培训国际工作人员，制定适合人员和组织的政策，在不同国家开展工会工作，以及制定国际分工。
There have been a number of changes in the field of IHRM which have changed the nature of careers at MNCs. (Dickmann, 2005). IHRM has also impacted employee’s attitude towards the company and they tend to accept international assignments. (Hugh, David & Patrick, 2007)
HRM领域发生了许多变化，这些变化改变了跨国公司职业生涯的性质。IHRM也影响了员工对公司的态度，他们倾向于接受国际派遣。
Employment Relation 雇佣关系
The legal relationship between the employer and employee is termed as employment relation. This is not just the legal written contract of employment, but also the psychological contract between the employee and the company. This provides a framework for the issues of fairness and trust that lies between the employee and the employer. (David, 2004)
雇主和雇员之间的法律关系称为雇佣关系。这不仅仅是法律上的书面雇佣合同，也是员工与公司之间的心理契约。这为雇员和雇主之间的公平和信任问题提供了一个框架。
Companies need to invest in their employees in the form of trainings. Researches have shown that employees perform better on given tasks and demonstrate more citizenship behavior if they work in the environment where employer invests on them. (Tusi & Pearce, 1997)
公司需要以培训的形式对员工进行投资。研究表明，如果员工在雇主投资的环境中工作，他们在特定任务上表现得更好，并表现出更多的公民行为。
Why Multinationals Prefer an Incorporated Subsidiary, Not Just a Branch 为什么跨国公司更喜欢注册子公司，而不仅仅是分支机构
Companies prefer going for subsidiary in the host country rather than a branch. There are number of reasons for choosing to open subsidiary instead of a branch. It is because by opening incorporated subsidiary, it protects the parent company from any liabilities which are imposed on the host country’s subsidiary. Subsidiary simplifies accounting and bookkeeping. It also makes the tax compliance less costly and more efficient and also enables a company to qualify in local contracts. (Gordon, 2005)
公司更喜欢在东道国设立子公司，而不是分支机构。选择开设子公司而不是分支机构有很多原因。这是因为通过开设注册子公司，可以保护母公司免受东道国子公司的任何责任。子公司简化了会计和记账。它还使税务合规成本更低、效率更高，还使公司能够获得当地合同的资格。
Recruitment Strategies: Managing and Effecting the Recruitment Process 招聘策略：管理和影响招聘过程
It is essential for any company to hire the right candidates in order to successfully run its operations. With an increase in global competition, it is of utmost importance to hire competent employees who can perform for the company in the long run. (Richardson, 2006)
任何公司都必须雇佣合适的候选人才能成功运营。随着全球竞争的加剧，聘请能够长期为公司工作的有能力的员工至关重要。
Companies follow a complete recruitment process while they hire right candidates. There are basically two types of recruitment; internal and external recruitment. Internal recruitment is done when company plans to hire from within a company whereas, external recruitment is when company plans to generate the pool of individuals from outside the organization (Schuler, 1986)
公司在招聘合适的候选人时，遵循完整的招聘流程。招聘基本上有两种类型；内部和外部招聘。内部招聘是指公司计划从公司内部招聘人员，而外部招聘是指企业计划从组织外部产生人才库
When companies go for internal recruitment they post ads in newsletter, job posting on board, and usually by word of mouth. Whereas when opting for external recruitment companies can take help from external recruiter, post a job ad in newspaper, social media and recruitment websites (Richardson, 2005).
当公司进行内部招聘时，他们会在时事通讯、招聘板上发布广告，通常是通过口口相传。而当选择外部招聘时，公司可以从外部招聘人员那里获得帮助，在报纸、社交媒体和招聘网站上发布招聘广告。
Research Methodology and Research Design 研究方法与研究设计
Cross Cultural Training of Expatriates 外籍人士的跨文化培训
When a company decides to open a subsidiary in any other country of choice, the first thing that is required is training the employees according to the challenges they might face in performing their role efficiently in the host country. There are a number of trainings that can be provided to the expatriates, broadly speaking, pre-departure training program and post arrival training program. (Hanberg and Osterdahl, 2009)
当一家公司决定在任何其他国家开设子公司时，首先需要的是根据员工在东道国高效履行职责时可能面临的挑战对他们进行培训。可以为外籍人士提供多种培训，广义上讲，包括出发前培训计划和抵达后培训计划。
Pre-Departure Training 出发前培训
Cultural Adjustment 文化调整
Expatriates who are being send to a foreign country, are expected to stay there for a longer time period. They need to adjust according to the culture of the host country. In our case, employees will be sent to India, therefore before their departure, they need to be trained in order to be aware of the culture of India. (Black & Gregersen, 1991)
被派往外国的外籍人士预计将在那里停留更长的时间。他们需要根据东道国的文化进行调整。在我们的案例中，员工将被派往印度，因此在他们离开之前，他们需要接受培训，以了解印度的文化。
Cross Cultural Training Methods 跨文化培训方法
To enable the employees to effectively y interact with the people of host country, companies use a number of methods to guide their expatriates for cross cultural skills. For doing so, companies use the following training methods: ( Hanberg and Osterdahl, 2009)
为了使员工能够有效地与东道国人民互动，公司采用了多种方法来指导其外籍人员掌握跨文化技能。为此，公司采用以下培训方法：
Didactic Training 教学训练
Didactic training is focused on factual information of general culture of host country; in our case India. This training is performed by giving lectures and informal briefings. This method of training can be adopted before departure and also for post arrival training.(Hanberg and Osterdahl, 2009)
教学培训侧重于东道国一般文化的事实信息；在我们的案例中是印度。这种培训是通过授课和非正式情况介绍来进行的。这种训练方法可以在出发前采用，也可以用于抵达后的训练。
Experiential Training 体验式培训
This training method focuses on practical learning and enable an employee to gain knowledge of cultural specific adjustments. These trainings are performed by workshops, simulations and look-see trips arranged for the employees. (Hanberg and Osterdahl, 2009)
这种培训方法侧重于实践学习，使员工能够获得特定文化调整的知识。这些培训通过研讨会、模拟和为员工安排的参观旅行进行。
Attribution 归因
These type of trainings are also cultural specific, where expatriates learn to think and act as a national of host country. These are pre departure trainings and provided as cultural assimilator technique. (Sulmer, 1998)
这些类型的培训也是针对特定文化的，外籍人士在这里学习作为东道国国民的思考和行动。这些是出发前的培训，作为文化同化技术提供。
Language 语言
This training is very important to enable the employee to effectively communicate in host organization. This is also a pre departure training process, provided to the employees in a way of traditional teaching style. (Hanberg and Osterdhal, 2009)
这种培训对于员工在东道国组织中进行有效沟通非常重要。这也是一个离职前培训过程，以传统的教学方式提供给员工。
Cultural awareness 文化意识
The aim of this training session is to help expatriate understand culture of the host country as a concept. It is also a pre departure training program conducted in the form of role plays and self-assessment exercises.( Hanberg and Osterdhal, 2009)
本次培训的目的是帮助外籍人士将东道国文化理解为一个概念。这也是一个以角色扮演和自我评估练习的形式进行的出发前培训计划。
Interactive Trainings 交互式培训
These trainings focus on employee’s learning from previous expatriates of the company. These are also cultural specific trainings provided before departure of an expatriate. These are mostly on-job trainings.( Hansberg and Osterdhal,2009)
这些培训侧重于员工向公司以前的外籍员工学习。这些也是在外籍人士离开之前提供的针对文化的培训。这些主要是在职培训。
Cognitive Behavior Modification 认知行为矫正
This training focuses on learning to focus on rewarding activities. These are pre-departure trainings and are given in the form of counseling.( Selmer, 1998)
本培训的重点是学习如何专注于有回报的活动。这些是出发前的培训，以咨询的形式提供。
Sequential Training 顺序训练
The training method focuses on synergies from combined training, where different types of training methods are combined.(Selmer, 1998)
培训方法侧重于联合培训的协同作用，不同类型的培训方法被结合在一起。
U Mobile will be providing its expatriates with basic didactic training, where the employees will be given cultural overview of India. It will enable the employees to keep realistic expectation of the culture in the host country and help them not to face cultural shock. (Selmer, 1998)
U Mobile将为其外籍员工提供基本的教学培训，让员工了解印度的文化概况。这将使员工对所在国的文化保持现实的期望，并帮助他们不面临文化冲击。
Methods Of Pre-Departure Training 出发前培训方法
The best pre-departure training would be attribution and cultural awareness. As it will give a complete overview of the Indian culture to the expatriates before leaving to take up their roles in Indian subsidiary.
出发前最好的培训是归因和文化意识。因为它将在外派人员离开印度子公司之前向他们全面介绍印度文化。
The expatriates will be provided with language training. It will focus on both social language and business language of India, as business language is not always same as social language. (Claydon, 2009) They will be provided at least 20 hours of language training sessions.
外派人员将接受语言培训。它将关注印度的社交语言和商业语言，因为商业语言并不总是和社交语言一样。他们将接受至少20小时的语言培训。
The expatriates will be sent to India at least once to have firsthand information of the country. In this way they will get a general idea of the culture and people of India.
这些外籍人士将至少被派往印度一次，以获得该国的第一手信息。通过这种方式，他们将对印度的文化和人民有一个大致的了解。
Method for Post- Arrival Training 抵达后培训方法
The Post arrival training program that must be adopted by the company is Interactional learning. It will provide expatriate an authentic cultural context. It will enable expatriates to realize the actual challenges he/she will face. (Grove and Torbion, 1985)
公司必须采用的到达后培训计划是互动学习。它将为外籍人士提供真实的文化背景。这将使外籍人士认识到他/她将面临的实际挑战。
An Induction program will be performed when the expatriate arrives in India. It will be a general program to help expatriates understand the true organizational culture in India. (Claydon, 2009)
外籍人员抵达印度后，将执行入职培训计划。这将是一个帮助外籍人士了解印度真实组织文化的通用项目。
Challenges in Recruiting Expatriates 招聘外籍人员面临的挑战
Recruiting the right candidate is one of the most essential job of Human Resource Department epecially, when hiring an expatriate, it is of utmost importance to recruit the best possible candidate as companies have failed to prosper when they hire the wrong candidate.
招聘合适的候选人是人力资源部最重要的工作之一，尤其是在招聘外籍人士时，招聘尽可能好的候选人至关重要，因为公司在招聘错误的候选人时未能成功。
The HR department must make sure they hire the candidate having expertise in the field. MNCs face problem with technical knowledge of the candidate. The expatriate must be aware of the culture of the Host country. He must be able to overcome the barriers of language, and religion.
人力资源部门必须确保他们雇佣的候选人在该领域具有专业知识。跨国公司面临候选人技术知识方面的问题。外籍人士必须了解东道国的文化。他必须能够克服语言和宗教的障碍。
One of the major challenge in international hiring is, especially in state like India, people are narrow minded when it comes to religion. Hiring an expatriate having in depth knowledge of religious beliefs of Indian community is an important aspect.
国际招聘面临的主要挑战之一是，尤其是在印度这样的国家，人们在宗教问题上心胸狭窄。雇佣一名对印度社区宗教信仰有深入了解的外籍人士是一个重要方面。
Another challenge in international recruiting or recruiting the expatriate is time frame. At times, expatriates face difficulty in attaining the work permit visa. In this time, the concern of the employer is to keep the position open and they also lose revenues. It takes time to fulfill legal obligations for employee in the host country.
国际招聘或外籍人员招聘的另一个挑战是时间框架。外籍人士有时难以获得工作许可签证。在这个时候，雇主关心的是保持职位空缺，他们也会损失收入。员工在东道国履行法律义务需要时间。
Not every candidate is willing to relocate, therefore its challenging for the MNC to find the right candidate, who is also willing to relocate and work in a completely different environment. At times it also effects the work-life balance of the employees. Expatriates have difficulties managing to live without family in a foreign country.
并不是每个候选人都愿意搬迁，因此跨国公司很难找到合适的候选人，他也愿意搬迁并在完全不同的环境中工作。有时，它也会影响员工的工作与生活平衡。移居国外的人很难在没有家人的情况下生活。
The local employees of a subsidiary are at times not welcoming for the expatriates. 子公司的当地员工有时不欢迎外籍人士。
Training and Development of Global Leaders 全球领导者的培训和发展
MNCs must prepare suitable training plans for their global leaders. If MNCs send wrong people without proper training and development, it can hinder company’s success and will be a waste of time and resources (Goodman, 2016).
跨国公司必须为其全球领导者制定合适的培训计划。如果跨国公司在没有经过适当培训和发展的情况下派出错误的人员，可能会阻碍公司的成功，并浪费时间和资源。
Companies which have well defined global leadership development programs have proven to be more profitable than those who don’t invest in training future leaders.
事实证明，那些制定了明确的全球领导力发展计划的公司比那些不投资培训未来领导者的公司更有利可图。
The MNC’s training and development program must aim to create long and short term international projects. These programs must help their leaders to immerse in another culture. The global leader must be trained to see the world from the prospect of other cultures (Goodman, 2016).
跨国公司的培训和发展计划必须旨在创建长期和短期的国际项目。这些项目必须帮助他们的领导人融入另一种文化。全球领导者必须接受培训，从其他文化的角度看待世界。
The international training programs should be included in the early years of the candidate’s career. Leading MNC’s have created intricate global immersion programs for high potential young leaders. (Goodman, 2016)
国际培训项目应包含在候选人职业生涯的早期阶段。领先的跨国公司为极具潜力的年轻领导者创建了复杂的全球沉浸式项目。
MNC must ensure continuous contact process between the local leaders of the home country and the global leader expatriate. If the company fails to communicate proper plans and international strategies, there are greater chances of the expatriates to leave their job.
跨国公司必须确保母国当地领导人和全球领导人外派人员之间的持续联系过程。如果公司未能传达正确的计划和国际战略，外籍人士离职的机会就会更大。
Global leaders must be trained to maintain work-life balance. Not only the expatriate, but their families should be trained to face the challenge of cross cultural relocation. They must be adaptable to the whole change in social and cultural context, as the culture in Malaysia and India is almost different.
全球领导者必须接受培训，以保持工作与生活的平衡。不仅是外籍人士，他们的家人都应该接受培训，以应对跨文化搬迁的挑战。他们必须适应社会和文化背景的整体变化，因为马来西亚和印度的文化几乎不同。
Role of Global Leader 全球领导者的角色
The role of Global leader has become more challenging with time. It is because the MNC’s are expanding a lot on global grounds, and the global leaders need to be aware of cultures and social norms of different regions. The approaches of leadership have changed, where employees just not follow you because you are on top position, they will only accept you as a leader if you have multiple constituencies and decide in a more consensual manner. (Gotham, 2012)
随着时间的推移，全球领导者的角色变得更加具有挑战性。这是因为跨国公司在全球范围内不断扩张，全球领导人需要了解不同地区的文化和社会规范。领导方式已经发生了变化，员工不会因为你处于最高职位而追随你，只有当你有多个支持者并以更协商一致的方式做出决定时，他们才会接受你作为领导者。
The companies need to invest in their global leaders if they want to be successful. The role of Global leader has amplified with time where he is expected to lead in a way that he sets examples for his sub ordinates. The role of a global leader is important locally and internationally both, these roles are discussed as under:
如果这些公司想取得成功，就需要对其全球领导者进行投资。随着时间的推移，全球领导者的作用越来越大，他将以一种为自己的下属树立榜样的方式发挥领导作用。全球领导者的作用在当地和国际上都很重要，这些作用讨论如下：
Local Role of Global Leader 全球领导者的本地角色
Global leader’s most important attribute is his loyalty with the parent company. It is his role to design strategies which are in benefit of both parent company and the subsidiary. Global leader must be fully aware of the company’s strategies and mission and set future goals accordingly. He must act as a bridge between the local company and its subsidiary. (Vilet, 2013)
全球领导者最重要的特质是他对母公司的忠诚。他的职责是设计有利于母公司和子公司的战略。全球领导者必须充分了解公司的战略和使命，并据此制定未来目标。他必须充当当地公司与其子公司之间的桥梁。
Global Leader’s role In International Context 全球领导者在国际环境中的作用
In context of international human resource, a global leader must be able to perform following: (Reiche, 2016)在国际人力资源的背景下，全球领导者必须能够做到以下几点
Must know the risks and opportunities of environmental and social trends. he must be aware of the response of the sector’s stake holders 必须了解环境和社会趋势的风险和机遇。他必须意识到该行业利益相关者的反应
Must be capable of aligning social and environmental objectives with financial goals of the company 必须能够将社会和环境目标与公司的财务目标相一致
capable of integrating social and environmental trends into strategic decision making 能够将社会和环境趋势纳入战略决策
Must be able to identify major stakeholders who have an influence on company 必须能够识别对公司有影响的主要利益相关者
Understand the impact of organization in negative and positive way.以消极和积极的方式理解组织的影响。
Must have exceptional communication skills to engage in effective dialogue.必须具备卓越的沟通技巧，才能进行有效的对话。
He must understand the importance of internal and external stake holders and build partnership with them 他必须了解内部和外部利益相关者的重要性，并与他们建立伙伴关系
He must engage in public policy and contribute towards it.他必须参与公共政策并为此作出贡献。
The global leader must not be biased when making policies. He must ensure the interest of parent company’s and local subsidiary employees.全球领导人在制定政策时决不能有偏见。他必须确保母公司和当地子公司员工的利益。
Conclusion 结论
Globalization has created a number of challenges for the orgamizations and the Human Resurce department. For the efficient performance of the organization, it is important to hire the right candidates for the job. The expansion of companies in other countries and region has increased the work of Human Resource department, creating a need for international human resource strategies.
全球化给组织和人力资源部带来了许多挑战。为了组织的高效绩效，雇佣合适的候选人是很重要的。公司在其他国家和地区的扩张增加了人力资源部的工作，产生了对国际人力资源战略的需求。
U Mobile will give importance to cross cultural training of the expatriates. Proper training and development of an expatriate can lead to the success of the subsidiary. In order for U Mobile to expand in India, we need to make sure our 20 employees are aware of the cultural differnces and the organization structure and culture prevailing in India.
U Mobile将重视外籍人士的跨文化培训。对外籍员工进行适当的培训和发展可以使子公司取得成功。为了让U Mobile在印度扩张，我们需要确保我们的20名员工了解印度的文化差异、组织结构和文化。
The selected expatriates of U Mobile will be given pre departure trainings focusing on the culture, language and social aspects of Indian market. On their arrival to India, they will go through a well organizaed induction plan. This will also focus on the attributes of the organizational structure, the social and legal constraints of the host country.
U Mobile选定的外籍人员将在出发前接受培训，重点是印度市场的文化、语言和社会方面。抵达印度后，他们将接受一个组织良好的入职计划。这也将侧重于组织结构的特点、东道国的社会和法律限制。
U Mobile will plan and train its global leader. The expatriates will be recruited keeping in view their roles in India.Training and developing him in a way that he can overcome and face challenges of cross cultural environment. He must be able to communicate efficiently and effectively between the parent company and its subsidiary in India. He must be able to balance work -life otherwise the global leader wont go long way with the company. Not only the expatriates but their families also needs to be trained to help cope up with the challenges of cross cultural and social differences. There are examples in the global world where if expatriate were not trained, it led to the failure of subsidiary.
U Mobile将规划和培训其全球领导者。外籍人士将根据他们在印度的角色进行招聘。培训和培养他，使他能够克服和面对跨文化环境的挑战。他必须能够在母公司及其在印度的子公司之间进行高效、有效的沟通。他必须能够平衡工作和生活，否则这位全球领导者将不会在公司中走很长的路。不仅外籍人士，他们的家人也需要接受培训，以帮助应对跨文化和社会差异的挑战。在全球范围内，有一些例子表明，如果外派人员没有接受培训，就会导致子公司倒闭。
Therefore, for U Mobile subsidiary to be successful in India, the HR department will play an active role in recruiting the right candidates and training them in a way they out perform in the international market.
因此，为了使U Mobile子公司在印度取得成功，人力资源部将发挥积极作用，招聘合适的候选人，并以他们在国际市场上表现出色的方式对他们进行培训。
Recommendations 建议
The expansion of MNCs in global market is a challenging task. The companies must train and develop exisiting employees and expatriates. Following are some recommendations for U Mobile:
跨国公司在全球市场的扩张是一项具有挑战性的任务。公司必须培训和培养现有员工和外籍人士。以下是对U Mobile的一些建议：
When recruiting, give importance to the local Indian candidates too. Not all postions will be filled by expatriates, therefore, HR department must make strategies where locals and expatriates are treated equally.
在招聘时，也要重视当地的印度候选人。并非所有职位都由外籍人士担任，因此，人力资源部必须制定策略，平等对待当地人和外籍人士。
The Global leader hired must have all functional and technical knowledge. He must be trained in a way that he can take extra benefits from the local market. He must be trained to overcome the cultural differences of the employees.
聘用的全球领导必须具备所有职能和技术知识。他必须接受培训，才能从当地市场获得额外利益。他必须接受培训以克服员工的文化差异。
The company must ensure a hybrid system, that is a combination of centralized authority and local empowerment. The ranks of global managers and executives must be fully integrated.
该公司必须确保一个混合系统，即集中权力和地方授权的结合。全球管理人员和执行人员的队伍必须完全一体化。
The company must ensure it retain its expatriates. And this can be done only when employee see his future is secured with the company. HR department must make proper succession plan for its expatriatres. Where they are trained from their initial years to take role of global leader in future.
公司必须确保留住外籍员工。只有当员工看到自己在公司的未来有保障时，才能做到这一点。人力资源部必须为外籍员工制定适当的继任计划。在那里，他们从最初的几年开始接受培训，以在未来扮演全球领导者的角色。
Personal Reflection 个人反思
Working in an international environment is both challenging and exciting. The international exposure not only gave me opportunities to develop my work role, but also helped me develop my personal traits, like confidence, learning different cultures and adopting cross cultural challenges.
在国际环境中工作既富有挑战性又令人兴奋。国际接触不仅给了我发展工作角色的机会，还帮助我发展了个人特质，比如自信、学习不同文化和接受跨文化挑战。
I had to face language barriers, as when you are working in an international domain, you get to communicate with people of different origins, speaking different languages. We had to learn to express our thoughts and ideas in a way which is understood by all. Another advantage of working in an international organization is you get exposure to different cultures and social norms. We acquire new possibilities to move forward in corporate world. People from different cultures help me understand the way they approach life. These bring in new ideas and approaches to increase my intellectual capabilities.
我不得不面对语言障碍，因为当你在国际领域工作时，你可以与不同出身、说不同语言的人交流。我们必须学会用一种所有人都能理解的方式来表达我们的想法和想法。在国际组织工作的另一个好处是你可以接触到不同的文化和社会规范。我们获得了在企业界前进的新可能性。来自不同文化的人帮助我理解他们对待生活的方式。这些带来了新的想法和方法来提高我的能力。
Multinational environment works best in increasing social collaborations and relationship between people from different social and cultural backgrounds. It enables us to understand and acknowledge ideas and thoughts of others. Creating an environment where people respect one another.
跨国环境最能促进来自不同社会和文化背景的人之间的社会合作和关系。它使我们能够理解和承认他人的想法和想法。创造一个人们相互尊重的环境。
A multinational culture give you exposure and increase your value in the eyes of other employers. your market value increases locally and internationaly. Having international experience has made me more attractive for the employers and there are more chances of me being involved in interesting international projects and become a part of expansion projects of employer in the furture.
跨国文化让你在其他雇主眼中有曝光率，增加你的价值。您的市场价值在本地和国际范围内都在增长。具有国际经验使我对雇主更有吸引力，我有更多机会参与有趣的国际项目，并在未来成为雇主扩张项目的一部分。
Therefore, working in multinational organization has been fruitful in developing me as an employee and also as an individual. It has enable me to face global challenges technically and functionally. Multi national environment has helped in boosting my confidence when dealing with people of different culture, race, age, religious beliefs and thought process. I have learned to respect others opinion and thoughts and to mold myself according to the needs of international market.
因此，在跨国组织工作对我作为一名员工和个人的发展都是卓有成效的。它使我能够在技术和功能上面对全球性挑战。在与不同文化、种族、年龄、宗教信仰和思维过程的人打交道时，多民族的环境有助于增强我的信心。我学会了尊重他人的意见和想法，并根据国际市场的需要塑造自己。
I have learned that if you want to b successful in the corporate world, you must have the ability to change and mold yourself with the global trends. You just cannot restrict yourself to one place or one region. You learn through experience and exposure and for that you need to work in multi national environment, where you team up with people with different cultural and social background.
Therefore, I must say that I have improved as a human being, an employee and a future leader by working in an international environment.
References 参考文献
Nancy J. Adler, and Robert Doktor, and Redding, S. Gordon (1986), ” From Atlantic to Pacific Century: Cross Cultural Management Reviewed”, Research Article.
Zimmermann, Kim Ann (2015), “Indian Culture: Traditions and Customs of India”, Live Science Contributor
Meinardus, Ronald (2
Assignment作者了解到，如果你想在企业界取得成功，你必须有能力随着全球趋势改变和塑造自己。你不能把自己限制在一个地方或一个地区。你通过经验和接触来学习，为此你需要在多个国家的环境中工作，在那里你可以与不同文化和社会背景的人合作。
因此HRM Assignment总结，通过在国际环境中工作，作为一个人、一名员工和一名未来的领导者已经有所进步。
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