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◷ 85–105 min
International / Global HRM

International Staffing & Expatriate Management

Step into the role of an international HR manager. Evaluate cultural influences, compare staffing philosophies, solve an expansion case and select an expatriate.

PostgraduateInteractive lessonDecision-based

By the end, you should be able to…

01

Evaluate the impact of culture on managerial decision-making.

02

Compare and recommend international staffing approaches.

03

Evaluate expatriate candidates using multiple criteria.

04

Design support across assignment, performance and return.

05

Reflect on responsible international HR decisions.

Explore • 8 minutes

Four ways to staff across borders

The key question is: where does decision-making talent come from?

Ethnocentric

Key roles in foreign subsidiaries are filled by parent-country nationals.

Strength: headquarters control
Risk: limited local responsiveness

Polycentric

Host-country nationals manage subsidiaries; parent-country nationals lead headquarters.

Strength: local knowledge
Risk: headquarters–subsidiary divide

Regiocentric

People move and develop careers within a geographic region.

Strength: regional integration
Risk: regional silos

Geocentric

The best person is selected regardless of nationality.

Strength: global talent pool
Risk: cost and immigration barriers

Talent source
home • host • region • world
Strategic balance
control ↔ responsiveness
Apply • 8 minutes

Staffing approach challenge

Choose the strongest fit. More than one approach may be defensible in practice, but select the best answer for the stated priority.

Case study • 10 minutes

Northstar Mobility enters Vietnam

FICTIONAL CASE

A UK multinational at a crossroads

Northstar Mobility, a Manchester-based electric vehicle component maker, will open its first Vietnamese operation in Ho Chi Minh City. It needs 120 employees within nine months. Headquarters wants consistent quality and knowledge transfer; the venture also needs local labour-market insight, supplier relationships and cultural legitimacy. A UK operations director could lead the launch, but no succession or repatriation plan exists.

Simulation • 10 minutes

Who should lead the 18-month assignment?

Technical competence matters—but assignment success also depends on adjustment, relationships and family readiness. Compare the evidence, then select.

Manage • 6 minutes

Support the whole assignment cycle

Prepare
select & train
Perform
reward & review
Return
retain learning
Check • 10 minutes

Knowledge check

Reflect • 5 minutes

From student to international HR manager

Capture what changed in your thinking. Your response stays on this device.





Lesson complete

You compared staffing models, made international HR decisions, selected an expatriate and considered the full assignment cycle.

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