Companies are increasingly experiencing the pressures of accelerated change, increased demand, and increased competition from businesses around the world. Global competition and changes in the way business is conducted have compelled organizations to find new ways to create competitive advantages. Many organizations are addressing this challenge by reducing their payroll expenses through offshoring. As jobs move overseas, the tasks facing human resources professionals undergo substantial changes as well. This study examined human resources strategies relative to offshore talent in multinational organizations. The goal of this research was to provide guidance to organizations that are offshoring their operations.
Seven international human resources professionals and two international business process consultants were recruited into the study using a convenience sampling approach. All individuals had domestic and international work experience. A one-on-one telephone interview was conducted with each participant using 19 questions organized into five categories: planning the offshoring effort, organization culture assessment and adaptation, performance management, recruiting, and development. Thematic analysis was used to examine the data.
This study found that multinational organizations are facing a fierce war for talent in offshore labor markets: talented candidates are demanding prestigious job titles, promotions and upward mobility, strong compensation, and clear career paths. The study findings were translated into talent management models and a blueprint for use by international human resource professionals.
Based on these findings, organizations are recommended to design an offshore talent management approach that is aligned with the organization's global strategy, national governments and cultures within which it operates, its local strategy, and business and talent demands. Suggestions for researchers include (a) researching the job analysis and design process based on level, position, and roles; (b) testing the talent management models and the blueprint for their accuracy and applicability; and (c) continue examining offshore human resources strategies, as offshoring and globalization continues to expand.
|Advisor:||Jamieson, David, Lacey, Miriam|
|Commitee:||Egan, Terry, Feyerherm, Ann, Mangiofico, Gary, Worley, Christopher|
|School Location:||United States -- California|
|Source:||MAI 50/03M, Masters Abstracts International|
|Subjects:||Business administration, Organization Theory|
|Keywords:||Globalization, International HR, Job analysis, Job design, Organization design, Talent management|
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