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International Human Resource Management Project - HR Policies for Expat workers

Write report and outline the HR policies regarding expat workers as adopted by the MNCs (Multi National Corporations) operating in more than one country.

- How do the MNCs train their workers to perform in countnes other than that of their origin?

- What kind of support is needed by the expatriates when they finish their international assignments and join the organisation back?

- Based on your research would you suggest any changes in the design of HR policies for expat workers?

Solution - HUMAN RESOURCE MANAGEMENT

Introduction

According to McNulty, & Brewster, (2017) expatriate helpsthe companies to build a platform in other countries and create market overseas. They assist their companies to begin operation in different countries, enter the international arena and transfer knowledge and skills to their global business partners. The MNC company selected for this paper is Unilever. Thus, this paper will highlight the training of expatriates done by the company and the support the company provides them after they re-entre the organisation. The paper will also suggest some measures as HR manager about improving the expatriates training and support.

Unilever Case study

As opined by Unilever(2019),billions of people are travelling every year internationally. Unilever has 250 million expatriates craving the brands they grew up with that reminds them of their home. However, Unilever sees expatriation as an instrument of development in a global approach, and seems to use expatriation as a learning-driven tool.

Training of Expatriates

Unilever hires all its expatriates' employees by means of various steps. After the application forms go through a thorough screening process, an interview is conducted for the employers to judge the candidates based on their enthusiasm and intelligence (The Economist 2010). After conducting all the tests, follow-ups and evaluation, the employees are chosen to work as an expatriate.They are introduced to the company and their work unit after which the training process of the expatriates begin.

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According to Unilever, (2019) the training is provided in such a manner that involves following rules, concept and skill to improve the performance of the employees. A training program is given to the expatriates that aids them to adapt with the emotional and cultural challenges faced by, as they will be taking the companies name outside the local area. According to Paterson, (2011) they are given training to understand, identify, analyse and handle different types of conflict. Unilever has also prearranged Crown Relocation who will be providing a global mobility service program for the international employees. The programme also constitutes of adapting to different communication skills as their will be a language and cultural barrier for expatriates. Thus, the mobility services appointed by Unilever will help the expatriates, and ensure proper training. They will also provide them with personalised relocation services (Moumita, & Zaman, 2013).

Supporting of Expatriates

As stated by Paterson (2011),the company manages the process of the expatriates very carefully from the pre-departure training process through mentoring when they are in abroad to their re-entering in the home country. They support the expatriates by giving them work when they return. Meanwhile the company because of high demands of expatriates was beginning to divest business and brands by diminishing the requirement for expensive expatriates' talents. According to Paterson, (2011) the supply of HUL's pipelines of talent increased due to returning expatriates from Unilever system, but there were very few slots available and due to increasing supply, internal competition also enhanced. As the system changed and the company expanded the returned expatriates were given jobs as their ability. They were provided with some benefits and facilities but that was not similar to the reimbursements given to the local employees. According to Nguyen, Felfe, Fooken, & Ngoc, (2015) the company strongly believe in expatriation value for the company. They are very generous and provide diverse benefits to the expatriates. The company is trying its best to give the returning expatriates the appropriate position they deserve but it is somehow creating problems in the company.

Recommendations

Unilever is doing a great job in globalisation and establishing its supply chain in the international market (Wheelen, and Hunger, 2011). Yet there are some areas especially the Human resource arena needs to be handled more appropriately. Thus, some suggestions as an HR manager are provided for the company to improve its department of expatriates.

• Unilever should adopt a return-to-work-program for the returned expatriates for different companies who feels unwelcomed in their current company. This program will aid the company to gain more expatriates and create more connections internationally, as well as make the expatriates feel valued.
• As the HR manager of Unilever,I will encourage and help the returned expatriates and start preparing them for repatriation.
• As stated by Berry, Mirabito, & Baun, (2010) like Johnson and Johnson Director is planning to promote the returning expatriates, Unilever should make arrangement to grant benefits and promotion to the returning expatriates.

Conclusion

Expatriates are highly valued and appreciated by Unilever. It sees expatriation as an instrument of development and a learning-driven tool. Thus, to conclude the company has a very unique way of managing and training their expatriates. If the company focuses on some lose area and make them feel more welcomed when they return, the expatriates will feel apricated and be loyal to the company.

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