Looking a the global issue of ineffective management expatriates in global assignments, from a strategic perspective focus on the relationship between the development of competences and capabilities and the strategic objectives of MNCs.

What kind of strategy and how strategy is understood in the GSHRM literature (best practice, unique resources, or fit/contingency).

Debate about the best way (strategy) of relating HR competences to global business strategy relating this debate to the global issue of ineffective management expatriates in global assignments.

Critically review and discuss literature relevant for your topic, explain key concepts, theories and debates to show how these help in understanding the challenge you are focusing on.

The aim is to demonstrate the ability to use academic literature to understand and analyse a complex issue and its implications. In doing so you should draw on a good range of literature, including academic peer-reviewed journal articles.

On the basis of your analysis, present a set ofrecommendationsto enable the HR profession to meet the challenge of your choice.

These are the points I would have gathered:...I would like to use these theories:

i. Greenfield / brownfield high - degree of expats in greenfield

ii. (joint venture, acquisition, mergers) how companies enter into business partnerships

iii. standardization/global integration vs localization/local responsiveness - high in standardization and low on localization

iv Bartlett & ghoshall - global, transnational, multidomestic, international globalization strategy

From here we look introspectively as a function in HR

v. Theoretical perspectives - universalist , bestfit, RBV - apply best practices in hr to ensure they are prepared to be high commitment and high performing employees globally ...... or / ensure we prepare them to be inimitable, unique ........

vi. Hr best practices - 7 (extensive training learning and development best practice

vii. Perlmutter - ethnocentric, polycentric, regio, geo - ethnocentric

viii. Hofstede - indiv/collective, power distance, masc/fem, uncertainty avoidance, long/short term, indulgence/restraint

ix. Evidence of the issue

x. Hr development of competences and capabilities

How can the above theories strategically manage global assignments if expats face each of the following challenges:

1. Unfamiliarity with relevant laws - employment laws, discrimination, disabilities, religious laws, civil laws etc

2. Ineffective global compensation strategy - manage expectations, whilst still ensuring that the expat sense of value 'status' is maintained

3. Managing expat performance - clear expectations, aligned reward, bonus structure etc, fair informed evaluations

4. Expat retention - host country adjusting, poor candidate selection, unhappy partner

5. Safety and security - monitor safety risk in host site, procedures for evac

6. Repatriation - career planning, mentoring, home visits, preparation to return home, interviews, ongoing recognition of contributions

7. Measuring Return on investment - assignment metrics

8. Global staff shortages -changing expectations of would-be employees(pandemic, migration out, company ethics etc) , along with country-specific policy. (laws governing work permits, education policy national) ....(International HR professionals will therefore need to strategise new ways to both attract new talent with the requisite skills and to retrain and upskill current employees in order to futureproof their business.)

9.Understanding and Maintaining Cultural Diversity

• Working with people from different cultural backgrounds
• Adapting the business to new ideas (reshaping the business culture towards cultural acceptance, new communication methods, new work style, unfamiliar social practices