International Human Resource Management Essay

The practise of gentleman Resources is moving from the traditional forms of managing people to a much strategic form whereby the gentlemans gentleman Resources persist is closely linked with organisational proceeding and victory. This strategic form of human resources has increased the subscribe to for the Human Resource lord to understand the linkages between incarnate Strategy, Human Resource Strategy and Employee Integration.Our loyal has typeset come forward to Internationalise its operations by opening to different facilities ace in chinaw ar Assembling and Maintaining Aircraft Engines and the other in Europe fabricating turbine blades for Aircraft engines.We have shown in the case of china the unwrap strategies required for Organisational success and we have set that success in China is assured if the Firm trick get its dodge of Recruitment and Retention justly. We have in either case identified that expatriate music directors which be core to the opera tions of the facility must have a fit with the Chinese environment and as Internationally mobile employees must have an indepth taste of the cultural and societal norms of the Chinese people thus be enab guide tomanage employees to achieve success.In locating our facility in China, we chose to locate it the Shanghai range as this bea is pick up to the aviation industry of China and has an abundance of Key proficient and Competent people even though these people atomic number 18 in short supply. We have articulated a strategy for ensuring commitment and loyalty from our staff.Our Europe facility is located in the UK. We have identified the UK as a suitable location beca drug ab office of the abundance of the required technical skills as well as the flexible and business friendly labour laws. Even though the cost of labour is higher than some Eastern European countries, we believe that this is overshadowed by the quality of the work we would get, access to the global grocery st ores as well as the stability of the UK which is essential to the aircraft industry as delays on orders leads to distinct losses for all concern in the Industry.The UKs tax structure for business is in both case less stringent than comparable European economies and Airbus Industries with its main factories in France is much closer to the UK than almost Eastern European countries.The issues we identified with Human Resourcing in the UK is by and large in the argona of ensuring Equal Opportunities and Union/ push binding Relations. The UK has very wet Unions and the laws allow the formation of Unions for exiting employees thus managing this strong Unions allow be superstar key task for HR Managers in the UK facility.We have shown in the both facilities that HR is an integral part of the organisation structure as its strategic inputs are required to guide organisational direction, visions and strategy.AEROPLANE ENGINE ASSEMBLY AND MAINTENANCE FACILITYINTRODUCTIONThe Peoples Republic of China is a one party state with part centralised in the Chinese Communist Party. Though a Communist state their have been significant capitalist models applied in the certain areas of national development mainly the Economic, Industrial and Financial sectors. This liberalization of certain sectors has led to substantial harvest-festival in the Chinese economy with average Real gross domestic product growth rates of 10% between 2001 and 2006 (Source Global In can, 2007).The Open Door Policy adopted by China in 1979 has brought about enormous growth in the industrial output as well as the economy as a whole. As the country moved away from its iron sieve bowl system consisting of state- owned enterprises and life era workers, various types of art contractual agreements have begun. The past two decades have witnessed the quick growth of Chinese and international owned multinational enterprises which are set to play an increasingly important role in the future of the global economy.The opening up of the vast market has created legion(predicate) opportunities and, at the same while, many problems to foreign enterprises. Because of the unique political, economic and cultural environment in China, it is difficult for foreign joint ventures and wholly owned foreign subsidiaries to introduce their preferred approach in managing the employees and the organisation in China. This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, figure of speech and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources vigilance strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.China graduates about 1.5 million students from institutions of higher learning each year. This large pool of graduates are of varying quality and those with scientific and technical degree s are very much in demand thus there is a shortage of Skilled and graduate engineers in the Chinese market.This has led to intense competition amongst star signs trying to secure these mortals employment loyalties. Potential employees, having much pickax in the labour markets need to be assured of the value of working for the various firms and thus Compensation and Benefit models need to be well structured.As a Wholly Owned Foreign subsidiary in the Chinese market Our Aero Engine Assembly and living firm will encounter significant challenges as a Greenfield start up at bottom the Chinese markets and our Human Resource Strategy will be key to competitive advantage.To achieve this objective of basing our Competitive advantage on our Human Resources, there is a need for us to answer the following questionsWhat are the key employment issues likely to be encountered in the Chinese market?Based on the identified employment issues, what key principles of HR strategy would we sugges t?What strategy are we going to deploy to manage our key skills within the firm?What other HR cerebrate issues should be considered within the Chinese market?EMPLOYMENT ISSUES IN chinawareThe principle statute that governs employment and labour issues in China is the 1994 Labour Law. The Ministry of Labour and Social Security occasionally promulgates rules and regulations that supplement the law. Apart from National legislation, foreign enterprises in China are subject to Labour regulations of the area in which they operate.In June 2007, Chinas parliament passed a rude(a) labour contract law requiring employers to, among other things provide written employment contracts to their workers. To be implemented on January 1 2008, the law will require employment contracts to stipulate minimum wage and safety regulations. Theymust also be drawn up within a month of starting work. The new(a) ruling will apply to both domestic and foreign firms, except for foreign representative offices i n China.These new labour laws though good for the Chinese worker do non necessarily guarantee success for a Foreign Investment Entreprise (FIE) in China. at that place were roughly 460,000 approved foreign companies in China at the end of 2003 (Zhou, Lu and Jiang, 2005). Many of these 460,000 firms discovered that human resources counselling is different in China (Zhu and Dowling, Summer 2000).CENTRAL GOVERNMENT INFLUENCESome reasons adduced for the difference in HRM practise in China are though the country has significantly embraced market led business practises, central planning still exists in certain areas i.e. a government run mandatory force out file system, a virtuoso labour union for the whole country and restrictions on city migration (Dessler, 2006).CULTURAL ISSUESSecondly the issue of culture and cross cultural sensitivities are critical to success of an FIE in China. Many HR practices commonly used in western countries being introduced through the operation of for eign invested enterprise in China, do not take cognizance of the cultural and social backgrounds in China. These cultural norms includePreserving Face in Public (Chen in 1995 refers to face as a compounding of dignity, self respect and prestige, ones social standing and position as perceived by others).Another norm is the concept of guanxi. This concept is define as relationships that imply a continued exchange of favours which need not be founded on friendship (Chen, 1995).The concept of time for the western manager is sequential, in short supply and strictly limits the amount of time he can afford to give to others while Chinese culturally view time as synchronic, in abundant supply and subordinate to person relationships (Trompenaars, 1993, Chapter 9).The above norms as regards Chinese culture have been ascribed to Confucian work dynamism as analyze by Bond and his colleagues (Brewster et al, 2007). The Confucian work dynamism basically shows that countries with high Confucian work dynamism are generally long term oriented with a focus on the future, thrift and persistence.There is evidence that these cultural issues are gradually being better managed in the workplace with the adoption of train and career development programmes, and a closer linkage between personnel strategy and business strategy.EXPATRIATE STAFF MANAGEMENTThe issues associated with expatriate staffing include little selection methods and the lack of attention to cultural adaptability of the expatriate staff and family. Research has shown that a number of FIEs in the Chinese markets send out expatriate managers without any prior cross cultural training.The other issues encountered include the management of repatriation after the overseas assignment with issues ranging from limited continuity in International assignments, and difficulties of adjusting to more specialise and less autonomous positions at home, lack of career prospects and under valuation of the International experience.M anagement succession in the case of sudden expatriate manager departure and balancing the topical anesthetic and expatriate staff at Chinese FIEs can also be a problem.Finding local managers with strong managerial skills in the areas such asproblem solving, decision making and management of human resources could also be difficult as more foreign multinationals search local management after expanding into China (Gamble, 2000 Melvin and Sylvester, 1997).RECRUITMENT AND SELECTIONThe market for adept and graduate engineers in the Chinese market is tight resulting in rapid wage increases and high turnover rates. Poaching of employees is a common thread. Nepotism and over hiring can be a problem where there is a heavy specify of _guanxi_ and arranging for the transfer of staff from one firm to some other whitethornbe difficult due to the influence of the state and the need for staff to realise boon from former work units. The poaching of an employee could lead to liability for econ omic loss payable to the former employers of the FIEs new recruit.EMPLOYEE RETENTIONThe holding of well trained local staff has been a big challenge for FIEs in China due to the tight labour supply against overwhelming demand. To address the situation of retention most foreign owned firms in China have taken advantage of the labour laws in setting Compensation and benefits that are very competitive and also providing the other career building work into labour contracts e.g. over attachments, thus making themselves more attractive voice than the competition.OUR HUMAN RESOURCES STRATEGY IN CHINAOur firm is an aero engine assembly and maintenance in Shanghai, China. This firm is a Wholly owned Foreign subsidiary or Foreign Investment Enterprise (FIE). This strategy of market entry is as a result of a need to keep complete control over the entire Aero Engine Assembly and Maintenance move by applying World class Business and Quality Management tools. The firm has entered into partners hip with Key Chinese Aero Engine parts suppliers for certain parts. These partners are recognised world wide for the quality of their products and have been supplying other aero enginefirms globally.We have recognised as fundamental to our success in China the need to employ and integrate the highest quality of staff including house democracy Nationals, Home Country Expatriates and Foreign Expatriates.Home Country Nationals are Chinese nationals base in China and recruited in China, Home Country Expatriates are Chinese Nationals who we have recruited overseas and have worked in our company with the end goal being they would be a spear coping in our move into the Chinese market while Foreign Expatriates are Nationals of other countries using their skills in China to hone business potentials and ensure quality.Our aim is to deploy an all engaging Human Resource Strategy and our strategy is to develop the firm as a education Organisation.RECRUITMENT AND SELECTIONRecruitment and Se lection in our Chinese operations is going to be conducted on a localised basis with the local HR Managers being responsible for the Process of recruiting staff at the graduate level and lay management level for Home Country Nationals. The selections and recruitment of Expatriates either Home Country or Foreign would be conducted by the Head Office and the same applies for the Recruitment and Selection of precedential management and executive Management staff. Where the senior or executive management staff is Chinese the local HR Managers would have an input into the subroutine as they would have been involved in the process from the onset.Our recruitment process would differ according to the type of staff we are seeking to recruit. We would divide this process into three parts mainly ammonium alum Engineers and Skilled TechniciansMiddle ManagementSenior and Executive ManagementExpatriate StaffGRADUATE AND SKILLED TECHNICIANSThe process for recruitment and selecting graduate engi neers and skilled technicians would be carried out with a low cost model in mind. This is as a result of the expected high number of performances.In ensuring that we recruit the best receive Engineers, we would be seeking to develop relationships with Universities thereby targeting these engineers as they are leaving the Colleges and thus moulding them from the start to fit with our organisation style and culture. We would also use the mass media to reach out for applications mainly newspapers and the internet. We would deploy a web ground filter system, so even though we have placed adverts in newspapers we still expect that all applications will be filled out online. The application forms would all be in Chinese moreover we expect any prospective applicant to be ready to learn English.Our selection process is going to be found on Testing and Interviews, we would not encourage the use of psychometric tests as we cannot assure of the validity in this environment (Chow, 2004)MID DLE MANAGEMENTThe recruiting of staff at this level would be carried out by placing adverts in newspapers, head hunting and poaching. The shortage of skilled labour in China has made employees highly mobile and thus headhunting and poaching are socially bankable regard ass of recruiting. Though poaching is allowed, an employer can be sued for economic damages by the former employer if the employees termination was not properly done. In other to ensure our indemnity any prospective employee that has been poached needs to provide evidence that his past employer has released him without any liabilities.Selection for Graduate Engineers, Skilled Technicians and Middle Management staff would be conducted via interviews. These interviews would be structured interview, billet oriented questions with pre determined answers that tuned around the prospective channel descriptions. These interviews will be conducted by a impanel which ensures that an all round assessment is performed.SENIOR AND EXECUTIVE MANAGEMENTThe recruitment of this class of persons would be carried out with the assistance of an executive management recruitment role though we expect to have difficulty in finding such agencies (Chang, 2004). We also plan to head hunt and seek the opinion of other businesses within the Chinese markets. The process of identifying, Interviewing and selection would involve the Head Office from start to contract signing. Interviews for these positions would be conducted at the head office, this is to ensure that key members of staff at the head office have the opportunity to evaluate the potential staff.EXPATRIATE STAFFThe recruitment of expatriate staff would be the sole responsibility of the head office while the local HR Managers would be responsible for managing the expatriates when they are in country. The head office must ensure that the clear objectives are set for Expatriate staffs and that these persons have been selected to fit the job and the culture.The su ccess of this class of staff will ultimately lead to organisational success as they would drive the process of instilling, Corporate culture and values, Quality Management targets and process and they would also facilitate Knowledge Transfer in the work place. It is intrinsic to success that these persons understand the values and basic principle of local cultures as highlighted above in the section under employment issues. A thorough culture immersion programme and pre-departure visits may also be ideal.The local HR Managers must also develop programmes geared at ensuringcultural and in country integration for expatriates both foreign and Home Country (because a national who has not lived in country for a number of geezerhood would most certainly need some form of integration back into the society).It would also be expedient for the home office HR Managers when recruiting married expatriate staff to consider the fit of the spouse to the new environment as poor spousal fit has bee n attributed to some expatriate failures. either offers made after selection must be written in clearly constructed contracts stating the phone line description and responsibilities, remuneration, working conditions, conditions of termination and liabilities for breach of contract. Agreed clauses based on benefits structure include terms of probation, training, confidentiality, holiday days and paid leave (www.hr.com). All labour contracts must be in Chinese and copies kept in both Chinese and English.The local HR managers must also ensure that personnel files have been received from the labour bureau before any prospective employee signs a labour contract. It has be noticed that this process could delay employment (China Staff, 2003) so it is expedient to start making the require immediately the employment process starts.RETENTION STRATEGYTRAINING AND DEVELOPMENTTraining in China is more focused on improving current performance deficiencies than on career development. The absence of career development plans plus a heavy emphasis on material incentives have contributed to the problems of high turnover and disloyalty observed in many enterprises, including foreign invested enterprise (Tomlinson, 1997).We consider training and development an integral part of our retentionstrategy. As a study carried out showed that even in state owned enterprise the level of ambition and commitment to learning and self melioration among the young employees was quite remarkable (Lewis, 2003). The HR department intends to use ongoing training, well mapped out and articulated career development plans, and out stance services as a tool for employee loyalty and retention.All graduate engineers employed would have the opportunity to undergo a 24 month out placement in our UK based Aero Engine plant. This out placement is contingent on the employee returning to China after the outplacement period. The outplacement period also gives the employee the opportunity to attend some(preno minal) career developing programmes instituted between the firm and certain engineering universities in our own internal continuing education programmes.This use of outplacement is not limited to Graduate engineers alone as Middle Management and Senior Management staff would also undergo outplacement albeit to a much shorter duration and to meet certain function specific fates.The use of in house sessions and on the job training would also be encouraged and all expatriates have a Performance cogitate objective of ensuring Knowledge Transfer in the work place.COMPENSATION, BENEFITS AND REWARDSThe compensation strategy of the firm would be based on a combination of salaries and wages, Performance based remuneration for collective efforts and individualist performance bonuses.The salaries and wages would be determined by level and grade within any specific levels these salaries and wages would be constantly reviewed to be competitive with what obtains in the Engineering Industry but these reviews would also be tied to organisational performance.Workgroups meeting certain set targets would be legal to collectivebonuses and staff performing excellently in the Graduate and Middle management would be compensated via promotions and awards while senior management and executive management staff both Home Country Nationals and Expatriates would be eligible to promotions and individual performance bonuses as set out in their contracts of employment. We have to be on the alert in Compensation structure because of Chinas cultural and traditional values of collectivist approach to work but at the same time we need to take those who are contributing to organisational performance.Benefits would be determined by the contractual agreements and the stated benefits for individual positions. To foster more employee loyalties we would tie certain benefits to length of stay with the firm e.g. Leave days increase the lengthy you are in our employ, our contribution to social sec urity on behalf of employee increases above that required by government increases the longer you are with the firm but this would be tied to employee performance, and we will introduce end of year profit sharing formulas for all staff which we believe is key to fostering employee commitment and loyalty.STRATEGY FOR MANAGING KEY SKILLSIn developing a strategy for managing our organisations key skills we would need a model that considers how the human resources function will manage the key skills of the firms employees and at the same time create value for the stakeholders of the organisation. The proportionality Scorecard model of strategic management developed by Kaplan and Norton can be adapted for this purpose. Figure 1. overleaf shows a model Human Resources Strategy Map for an organisation it has been developed based on the concept of the Balance Scorecard and does well to link all the processes from which value is added.We hope to use a similar model in managing the Key skills of our employees and one very key thing about this model it recognises that culture is an essential ingredient in ensuring organisational success.Figure 1. Human Resources Strategy Map (Source www.hr.civilservice.gov.uk)OTHER HUMAN RESOURCES ISSUES IN CHINAUNION AND LABOUR RELATIONSThreatened by the All China Federation of Trade Unions (ACFTU), the notably anti-union Wal-Mart recently agreed to let its Chinese workers direct if they asked (MMR, 2004).The above statement shows that though the unions in China are normally passive, there is a growing movement in China and its beginning to nonplus itself felt in the Business environment.The ACFTU is the only Union permitted to operate in China but this Union has about 906,000 affiliates, with 123 million members. About 40% of the two million private companies have championship unions, representing about 67% of private sector employees. Of the approximately 460,000 foreign companies in China, 20% have trade unions (Hewitt, Nov. 2004) .The trade union law of China as amended stipulates amongst other things, that employees form Unions on a voluntary basis but those unions should be established in enterprises with more than 25 employees.The above law has been met with some confusion e.g. must firms with 25 or more employees have a union, or only if employees request one (Hewitt, Nov. 2004). This law also does not stipulate whether its the unions, employees or employers that are responsible for setting up this union.It has also been noticed that after years of non adversarial relationships between unions and managements, unions in China are growing more aggressive e.g. the ACFTU has also threatened to blacklist any firms refusing to allowits workers unionize and has also been active in identifying multinationals as non compliant and ensuring wages are agreed and paid (Hewitt, Nov. 2004).UK AERO PARTS FABRICATION PLANTINTRODUCTIONIn the 1980s there was a vigorous and academic debate about the nature of the American m odels of HRM and their relevance to UK situation. The US value system which is not truly reflected in the UK, and is certainly not reflected in continental Europe. There were a number of similarities in 1980s between the UK and the US. Despite its cultural distance from many European countries, the nature of HRM in the UK is significantly different from the rest of Europe. As a member of European Union and a significant target for Foreign Direct Investment practisers in the UK are undergoing as much change as are those in continental Europe.As a wholly-owned large fabrication plant based in the Filton, United Kingdom, we would be producing core components (turbine blades) for a broad range of aero and related engines. In order to gain a competitive advantage over our competitors, it is very important for us to develop and encounter key human resource issues and strategies. After a long series of researches, United Kingdom was an easy choice as the ideal location to set up our plant due to the various reasons. Firstly, in the United Kingdom, the government laws relating to setting up a new plant are quite flexible, compared to most other countries in the European Union. Also, the infrastructure, as in, the technology, communication and transport systems are highly developed.Thus setting up a new plant would be easier and faster as compared to other under-developed countries. Secondly, the trade unions in the United Kingdom are not as strong as they are in a few other European Union countries (For example, Germany). So, it is easier to deal and negotiate with trade unions. Thirdly, there is easy availability of skilled labour. With the European Union working for close integration between countries, it is also easy toacquire labour and staff from all over the European Union. Fourthly, actors line is not going to be a barrier in United Kingdom, as English is widely spoken all over the country. Cost of turnout is obviously, one of the most important issues when c onsidering setting up a new unit.We believe that cost is going to be an issue in the United Kingdom, but the corporate strategy model we have implemented is a low cost model because we do not have a large requirement for skilled labour, expatriate staff and senior level executives. We would employ more clean graduate engineers and managers. This is due to the fact that our assembly and maintenance plant is based in Shanghai, China, where we require more skilled labour and senior executives. As the level of education in the United Kingdom is extremely sound, it would be easier for us to employ fresh and talented graduate engineers and managers, thus reducing cost. We would now like to elaborate on the key employment issues in the UK and discuss the strategy we have adopted to combat the various human resource issues we would be facing.KEY EMPLOYMENT ISSUES IN THE U.K.The trends in the UK human resource management (HRM) are shaped by its cost-driven and competitiveness-enhancing natu re. The development and implementation of HR policies is crucial to obtaining and retaining a high performing workforce. The policies need to reflect the strategic objectives of organizations together with recognizing the impact of wider demographic, sociological and technological trends and consider the medium and longer-term implications of these. The intro of new labour government since 1997 there has been signs of more protective values towards employees. However, it is the influence of EU membership that has compose a greater source of initiatives aimed at employee welfare and involvement. This scene must be placed in context, with an ageing population and an uneven distribution of employment, to gain some understanding of the challenges facing HRM in the UK.The drive for leaner organizations has led to increased use of labour flexibility, downsizing and outsourcing, whilst rewards have become more performance related and benchmarking is seen as a tool for HRMpractitioners. Su ch trends have received strong government support. The workforce requirements need to be considered strategically and help redeem national priorities as set out in local delivery or business plans. It is essential that there is a clear line of sight between HR practices and the delivery of high quality services. Of central importance is creating the right culture and developing customer focused values. This section outlines the thinking back tooth these goals and explains the various strategies that are helping to achieve them.KEY HRM ISSUESRECRUITMENT AND SELECTION PROCESS The Company s greatest assets are the staff force thereof the right recruitment and induction processes are vital in ensuring that the new employee becomes effective in the shortest time. The success of the Company depends on having the precise number of staff, with the precise skills and abilities. The best Human resource practice which can be adopted by and aero engine unitDefining the job process of each in dividual skill required to ensure it meets our business desires.If a member of staff is leaving the company analysis over a short period of time if there is a real need to replace the role, if required will do it immediately or compensate within the current work force. forrader recruiting company draws up a job description and the candidates are judged based on whether he/she will possess the key skills to meet key tasks. This process helps opportunities to outline the key tasks and responsibilities.The process of recruitment involves key stepsAdvertising using the right medium to attract the right person.Using recruitment agency, describing them the job profile of the vacancy tomatch the requirement with the apt candidate.Internet can serve as good tool for recruitment.Fresh talent recruitments (graduates).Campaigns, road shows, job fairs, etc..LEGISLATIONCompanys responsibility to ensure current legislation is covered when applying any employment process and failure to do so could mean that the organization is breaking the law. The law prohibits for company to take into account a persons gender, marriage, colour, race, nationality, ethnic or national origin or hinderance in employment decisions. Taking these legislations into consideration, company adopts an important strategy when developing a job description and person specification that it must be undertaken thoroughly and objectively as the first step to ensure compliance with legislation Key areas, if legislation to be considered isDisability inequality Act 1995Sex Discrimination Act 1975 & 1986Race Relations Act 1976Working Time Regulations 1998HEALTH AND SAFETY AT WORKThe health and safety at work is majorly concerned in U.K. Each and every company needs to adopt the health and safety. The company which fails to will be fined a huge amount. At manufacturing unit it is on a regular basis monitored and nearly recruited employed are briefed with health and safety. The employee who fails to follow the procedure will be dismissed from workaccording to the health and safety regulation law. apportion UNIONSA trade union is an organized group of employers or labours. Its main goal is to protect and advance the interests of its employee .A union often negotiates agreements with employers on pay and conditions. It may also provide legal and financial advice, sickness benefits and education facilities to its members. If a union is recognized by an employer, it can negotiate with the employer over terms and conditions know as collective bargaining. For it to work, unions and employers need to agree on how the arrangement is to operate. For example, they might make agreements providing for the deduction of union subscriptions from employers wages, which is to represent workers in negotiations and how often meetings will take place. Both these agreements on procedure and agreements between employers and unions changes the terms applying to workers are called collective agreements.EMPLOYMEN T CONTRACTS AND CONDITIONSA contract of employment is an agreement between an employer and an employee. casing of ContractsFixed-term contract Fixed-term workers have the same minimum rights as permanent workers. There are special regulations which protect fixed-term employees. The fixed-term employees are issued contract for certain period of time.excess staff recruited for six months during a peak periodA specialist employee taken on for the duration of a project.Someone employed to cover during another employees maternity leave/absence.The fixed-term employees have the right as the permanent staffThe same pay and conditions as permanent workers.The same or same benefits package as permanent workersThe right to be informed about permanent employment opportunities in the organizationPart-time Working part time can be a good way of balancing the work and personal commitments. Part-time, workers will be having the same right and be treated moderately in comparison to full-time col leagues.OUR HUMAN RESOURCES STRATEGY IN UKRECRUITMENT AND SELECTIONRecruitment is the process of generating a pool of candidates from which to select the appropriate person to fill a job vacancy. Vacancies may also be created when additional or new work has to be undertaken or significant changes occur in technology, procedures, or circumstances.Recruitment and selection are the processes by which organizations solicit, contact and engender interest in potential new appointees to vacant positions in the organization, and then in some way establish their suitability for appointment.The traditional or normal view regarding recruitment and selection is to assert that it is perhaps the most basic of personnel activities- if we get the wrong people in the organization, there will be problems. The problems that we might face are high labour turnover, absenteeism, disciplinary problem, disputes and low productivity. Therefore, having the right people in the organization is very crucial.A k ey feature of our recruitment and selection strategy would be to follow the traditional approach of interviews, application forms and references and at times, more sophisticated techniques like psychometric tests and assessment centres. Internal candidates may be sort by searching the records, asking managers or supervisors for recommendations, or internal advertisement on notice boards and in-house journals. Besides, we would also be selecting candidates with the help of recruitment agencies and consultancies, advertisements in newspapers, Internet recruitment will also play a major part in our recruitment strategy, for example, vacancy pages on our company website, providing vacancies on commercial job websites, websites of educational institutions, etc. We would also be recruiting fresh talented graduates directly from universities in UK. This is very important to us as we would require a large number of fresh graduates for our plant. Recruiting fresh graduates directly from univ ersities would save up us both time and money.GRADUATE ENGINEERS AND SKILLED TECHNICIANSAs mentioned above our main focus would be to recruit fresh graduates directly from universities in UK and Europe. As our plant in UK would only be a fabrication plant and does not involve assembly or maintenance, there would not be a very high requirement of skilled technicians. We would use recruitment agencies, advertisements, and references to recruit our skilled technicians from UK and Europe.MIDDLE MANAGEMENTThere is a considerable requirement of middle managers for our concern and thus internet recruitment, word of mouth, application forms and interviews will be used for recruiting such managers.SENIOR AND EXECUTIVE MANAGERSThe need for senior and executive managers in our UK fabrication plant is limited and so we would only be following the process of applications andone-on-one interviews to assess senior managers.