Chat with us, powered by LiveChat HRMN 467 Week 5: Global Employee Relations, Expatriate Training, and Regions and Countries Issues |

 Please see the attached documents and let me know if any questions arise. 

Question 1: (Read chapters 1 and 2)

Question 2: (Read chapters 3 and 4) 

Question 3: (Read chapter 5)


– Please cite your work in your responses

– Please use APA (7th edition) formatting 

– All questions and each part of the question should be answered in detail (Go into depth)

– Response to questions must demonstrate understanding and application of concepts covered in class, 

– Use in-text citations and at
LEAST 2 resources per discussion from the school materials that I provided to support all answers. –
The use of course materials to support ideas is HIGHLY RECOMMENDED

– Responses MUST be organized (Should be logical and easy to follow)

– Include at least 2 references and include in-text citations.


At least 250 words for each discussion question is a good measure of a quality post.

“Include the full question before each response.   Break the questions up if there are multiple questions within the main question.  Answer each part separately.”   

Question 1: (Read chapter 1 and 2)

Expats can face both health and security issues when overseas. Identify and discuss 3 major issues that might impact the safety of expatriates living abroad in Turkey. As a Global HR manager, what are the three main steps that you would take to ensure the safety of ex-pats in your organization who were posted to this country?

Include at least 2 references and include in-text citations from the class materials ONLY

Question 2: (Read chapter 3 and 4)

What are the three phases of expatriate training? How is this different from domestic training for new employees?

Include at least 2 references and include in-text citations from the class materials ONLY

Question 3: (Read chapter 5)

Choose a country – if possible, one that you have personal experience with. Explain why, in your opinion, this would be a
 challenging country for an expatriate coming from the U.S. If possible, use a personal example or an example of someone you know. Select the top three challenges you believe this expatriate would face and present your recommendations for overcoming these challenges.

Support your rationale with at least TWO resources from the class materials

HRD Strategies for Expatriate Development: Review of Current Strategies and Potentials

of Expatriate Mentoring

Eunok Alice Kim

University of Illinois at Urbana-Champaign

Expatriates are critical human resources and means of global organizations. Through review of literature,

this paper examines HRD strategies that have been utilized to develop expatriates for international

assignments, identifies gaps in current HRD strategies, and investigates unique potentials of expatriate

mentoring contributing expatriate development in all three stages of expatriation.

Keywords: International Human Resource Development, Mentoring, Expatriate Development

One of the most influential factors that are shaping the Human Resource Development (HRD) field is globalization.

Globalization focuses on integration of business activities on a global basis and leads companies to locate important

activities such as production, marketing, and R& D in those countries where opportunities are best (Adler, 2002;

Evans, Pucik, & Barsoux,2002).

Expatriation and successfully managing expatriation have been important issues for many multinational

corporations (MNCs). Sending home-country personnel to the local subsidiaries has been the main strategy MNCs

have adopted to start global business, to transfer the knowledge and culture of the home organizations, and to make

a connection between headquarters and local subsidiaries (Black, Gregersen, Mendenhall, & Stroh, 1999; Evans et

al., 2002). Expatriation has recently been approached as a long-term global strategy rather than as a means of crisis

management. While expatriation has mainly been adopted to solve the urgent challenges in international markets

and the problems of subsidiaries on the past, it has recently been refocused on the areas of global leadership and

managerial development, as well as organizational learning from international experiences (Adler, 2002).

Problem Statement

One of the challenges that HRD in MNCs faces is the lack of globally effective human resources. The experiences

of MNCs and the research have shown that highly effective managers in the home country have not been as effective

in international settings. Between 16 and 40 percent of all American expatriates fail to complete their assignment,

while the domestic failure rate is only five percent. Even 30 to 50 percent of the American expatriates who do

complete their assignments are considered by their companies to be ineffective or only marginally effective (Morris

& Robie, 2002).

Thus, it has become imperative among MNCs to develop individuals who can work effectively and efficiently

in an international environment. Expatriate development matters to organizations and


© 2000 Lynn Witham, Kay Jones and Anthony Pan 103/0219/1500 1

Expatriate Predeparture Training, Onsite Consulting,

and Repatriation Training

By Lynn Witham, Kay Jones, and Anthony Pan

ï›™ 2000 Asia Law & Practice
China Staff Training and Development Manual


Multinational companies send employees on international assignments for the purposes of
coordinating local and headquarters management, enabling the transfer of technology, or
gaining general exposure to international business practices and/or the business practices of
headquarters. Although the number of employees selected for these assignments is
relatively small, the investments companies make in these assignments are large.

Gaining full returns on the investments made in these employees (who, along with
accompanying family members, are usually referred to as expatriates or “expats”) can be
challenging. When expats prematurely resign from their assignments or are repatriated
early by management, returns on these investments can be greatly diminished. In addition,
when assignments are unsuccessful and result in problems such as demoralization or
reduced productivity of the host workforce, or disruption of established relationships with
partners, customers, vendors, or government officials, companies can suffer business
interruptions or other indirect losses.

In order to maximize their investments, companies can provide a variety of services that
support expats before, during, and after their international assignments. These services
increase the likelihood that employees will successfully complete international assignments
and meet business objectives.

This chapter will explain three types of services that provide substantial support for
expats on international assignments, including expats on assignment to and from China.
Special focus will be placed on the first service:

• Predeparture and language training to facilitate adjustment to living and working
in the host country;

• Onsite consulting to address specific intercultural issues that arise during the
assignment; and

• Repatriation training to facilitate return to the home country.

The information in this chapter is designed to assist human resources personnel in
making appropriate recommendations and designing effective policies that can support
Chinese expats who are on assignment in other countries, as well as expats from other
locations who are on assignment in China.


© 2000 Lynn Witham, Kay Jones and Anthony Pan 103/0219/1500 2

Predeparture Training

Predeparture training (also known as “cultural orientatio

International HRM Considerations

1. Be able to explain how the selection process for an expatriate differs from a domestic process.

2. Explain possible expatriate training topics and the importance of each.

3. Identify the performance review and legal differences for international assignments.

4. Explain the logistical considerations for expatriate assignments.

In an international environment, as long as proper research is performed, most HRM concepts can be

applied. The important thing to consider is proper research and understanding of cultural, economic, and

legal differences between countries. This section will provide an overview of some specific considerations

for an international business, keeping in mind that with awareness, any HRM concept can be applied to

the international environment. In addition, it is important to mention again that host-country offices

should be in constant communication with home-country offices to ensure policies and practices are

aligned with the organization.

Recruitment and Selection

As we discussed in Section 14.2 “Staffing Internationally”, understanding which staffing strategy to use is

the first aspect of hiring the right person for the overseas assignment. The ideal candidate for an overseas

assignment normally has the following characteristics:

1. Managerial competence: technical skills, leadership skills, knowledge specific to the company operations.

2. Training: The candidate either has or is willing to be trained on the language and culture of the host


3. Adaptability: The ability to deal with new, uncomfortable, or unfamiliar situations and the ability to adjust

to the culture in which the candidate will be assigned.

As we discussed earlier, when selecting an expatriate or a third-country national for the job, assuring that

the candidate has the job factors, relational dimensions, motivational state, family situation, and language

skills (or can learn) is a key consideration in hiring the right person. Some of the costs associated with

failure of an expatriate or third-country national might include the following:

1. Damage to host-country relationships

2. Motivation of host-country staff

3. Costs associated with recruitment and relocation

4. Possible loss of that employee once he or she returns

5. Missed opportunities to further develop the market

Because success on an overseas assignment has such complex factors, the selection process for this

individual should be different from the selection process when hiring domestically. The process should

start with the job analysis, as we discussed in Chapter 4 “Recruitment”. The job analysis and job

Expat City
Ranking 2021

2Expat City Ranking 2021

& Short Methodology

The Expat City Ranking 2021

The Expat City Ranking has been a part of the Expat Insider survey by InterNations since 2017.
It is published in addition to the general survey report with its annual country ranking. For
this reason, the Expat Insider questionnaire also invites respondents to share their opinions
on their current city of residence, for example, on the public transportation system, the
affordability of housing, the state of the local economy, and their social life abroad.

In 2021, more than 12,000 expatriates — representing as many as 174 nationalities and living
in 186 countries or territories across the globe — provided information on a wide range of
topics related to life abroad. Thanks to these insights, the Expat City Ranking 2021 offers an
overview of the 57 best- and worst-rated cities for expats worldwide. The following report
explores the results in greater detail in several areas, from the quality of urban living to finance
and housing, from urban work life to getting settled in a foreign city.

Short Methodology

To identify the best and worst cities for expats around the globe, the respondents rated
more than 25 different aspects of urban life abroad on a scale of one to seven. The rating
process emphasized the participants’ personal satisfaction with these aspects, considering
both emotional topics (e.g., the ease of finding friends) and more factual aspects (e.g., the
availability of healthcare) with equal weight.

The respondents’ ratings of the individual factors were then bundled in various combinations
for a total of 13 subcategories (e.g., Friends & Socializing, Health & Environment). Their mean
values were used to draw up four topical indices: Quality of Urban Living, Getting Settled,
Urban Work Life, and Finance & Housing. These were further averaged in order to rank all
cities worldwide that had the required number of participants for our minimum sample size
(see below).

In addition to the four topical indices listed above, the survey also includes a Local Cost of
Living Index. However, it does not factor into the overall ranking to avoid overrepresenting
financial aspects.

For a city to be featured in the Expat City Ranking 2021, a sample size of at least 50 survey
participants per city was required. In 2021, 57 cities met this requirement. The top 10 cities
for expats include Kuala Lumpur (1st), Málaga, Dubai, Sydney, Singapore, Ho Chi Minh City,
Prague, Mexico City, Basel, and Madrid (10th).

3Expat City Ranking 2021

of Contents







Best & Worst Cities for Expats

Quality of Urban Living

Getting Settled