IHRM
- 1. MSC IB International Human Resource Management Cross Campus Case Study In partnership with & TEAM 9
- 2. 2 Contents Human Resources Management Consulting..................................3 Introduction...................................................................................................................... 4 Missions.......................................................................................................................... 5 Members.................................................................................................................... 5 How did wework for the case?..................................................................... 5 CASE STUDY: part one ..........................................................................4 Overview............................................................................................................................ 5 Activity A: Priorities list............................................................................................ 6 Activity B: Internal or External recruitment..................................................... 6 CASE STUDY: part two ..........................................................................7 Activity C: Recruitment Advertisement.................................................................. 8 Activity D: Job description & Person personification..................................... 9 Activity E: the selection process…………………………………………………….10 Activity F: Departuretraining…………………………………..………………...11 Activity G: CulturalSpecificities……………………………….……...………12 CONCLUSION ........................................................................................ 13 Appendix ............................................................................................... 13
- 3. 3 Human Resources management Consulting Introduction A Management and Human Resource Consulting Firm Committed to maximize your productivity. As external HR consultants, our aim is to assist you by identifying your needs, developing your action plan and facilitating shifts to enhance the success of your organization. Our global team can help you in all your international projects thanks to different office in the world in order to improve productivity, efficiency, communication and employee morale, everywhere in the world. Each office Missions - Staff management: sourcing, recruitment & selection, workforce planning, remuneration - Communication & information: marketing & communication tools, job applications - International strategy: cultural differences, international challenge & stakes Members Raleigh Office - Charlotte CHAUVREAU, Head of HR management Consulting - Fabian CATTIAUX, consultant in communication - Camille CHEVALIER, consultant in staff management & head of training - Clément CHEIROUX, consultant in staff management Sophia-Antipolis Office - Subodh Anilrao INGLE, Manager Consultant in staff management - Denis JOHNSON, consultant in staff management Suzhou Office - Jean-Baptiste GARCIN, Manager in international strategy Howdid we work together onthe case? In order to avoid the difficulties of distance, we met us very quickly and easily through the social network and planned a first meeting few days after, just before our Chinese member leave in holidays. During the first meeting, we analysed and gave our impression about the case study. At the end, we plan the next meeting, which aimed to split the tasks to be more independent and efficient. (CF support 1) The share of task allowed us to work independently while working together because every week we share our work together.
- 4. 4 PART ONE: CASE STUDY Brunt Hotels Overview 1) Brunt Hostels own more than 60 hostels in the UK 2) New Hotels in France, Southeastern US and Eastern China => 50% will be sold and others will be rebranded Brunt Hotels Group 3) The rebranded hostels will follow the strategic objective of Group 4) Hotels characteristics: low cost, aim to leisure travel & Business 5) Wish an ethnocentric approach 6) Internal promotion for international management 7) Future: 250 hotels targeted then 500 in 10-year 8) First experience to international 9) There are internal candidates 10) Few managers can speak a foreign language 11) Only 8 weeks 12) Labor shortage situation 13) Potential employees have to be flexible Activity A: Keys priorities With the aim of information on the date we have, here are the priorities in order of importance. Note: For each priority, you can find which information we need to take account. It will help us to make different activities for after. 1) Determining number of employees need for the project. The information gave us an idea of labor shortage situation. So first we have to forecast the need in order to answer better to future needs. So the quantitative approach seems to be the first steps before any other thing. Note: 12), 8), 7) 2) Paint a profile of candidate& made an advertisement Once we have painted state of need situation, we have to build the profile of candidates in order to obtain a person-job-fit. We have to list the kind of ideal person by taking account all company requirements. All information has to be detailed in the advertisement to catch an enough number of potential candidates. Note: 13), 10), 6), 5), 4), 1) 3) Internal & external recruitment When we have listed the number and the required characteristics of candidate, we had to check our replacement chart, as the company would like. What’s more, there is apparently an internal demand, which is a good omen for recruitment. If the internal recruitment won’t be enough for the company’s needs, we have to check external candidates, by taking time on their background and the “plus skill”, which can bring to the company. Note: 13), 8), 10), 6), 9), 4)
- 5. 5 4) Selection process After studying all internal and external candidates, we have to set up a selection to identify the best candidates for job. Note: 13), 8), 10) 5) Training The next step is to set up training for new employees. It is a new project for the company so even if all candidates come from the company, they need to have training about international culture for instance. What’s more, we have to set up one, which takes in consideration the both candidates, internal and external. And finally, thinking about candidate who will have a manager position. Note: 7), 8), 5), 4), 3), 2), 1) 6) Supporting the launching of project Our role doesn’t stop to recruit people but to support our client until the launching of their project. As it’s the first experience in International area, we have to give some guidelines about that, especially cultures differences. It’s the last step for us. Note: 2), 12), 7), 8), 5), 3), 2) Activity B: Types of recruitment: Internal and External Overview about Internal and external recruitment Internal Recruitment: In an internal recruitment Human Resource Manager don’t need to go out of the company boundaries. HR manager have to hire the employee within company. In that recruitment HR manager check the employee’s background of previous work Experience, Performance Appraisal, Achievements (Targets), Career Path and an Interview etc. In this recruitment HR manager and the Board of Director body will take the decision about employees. They have privilege to decide who is eligible for the Promotion, Upgrade and for Retirement, Terminate, and Retrenchment as well. Each company has their own internal recruitment way. Advantages of Internal Recruitment:- No need to reinvent the wheel with an internal recruitment. Less training and development. No wastage of time and money. External Recruitment: An external recruitment Human Resource Manager tries to find best candidate from the crowd of employees or students to fill the position. Recruitment is mandatory thing in the company. Recruiter did mistake while recruiting the employee. Definitely, the company will face consequences in achieving target. Most of the firms used to give wanted advertisement in the news paper, social network (LinkedIn, Face book, Job
- 6. 6 portals), Consultancy. Many companies do headhunting or hiring consultants to seek, screen and deliver employees for a fee. Moreover in an external recruitment company recruits young talent from the Business, Engineering, Technical institutes or school. Advantages of External Recruitment: New talent for the company. Opportunities for new students and employees. May lead to team stability, as teams may remain intact when hiring externally. Diversification of company. Models of IHRM: 1) Host Country National (HCN). 2) Parent Country National (PCN). 3) Third Country National (TCN). Strategy for recruitment of Brunt Hotels: As far as I am concerned, so far the Brunt hotel group did not set up business outside the UK. Now, Brunt hotel group is going to open hotels in US, China and France. A lot of UK managers are interested to work abroad but only a few of them fluently speak French and/or Chinese. Therefore, our consultancy suggests that the hotel HR managers should apply both PCN and HCN models for the internal recruitment. The reason for this is that if a lot of UK managers go abroad then it would become very difficult to handle the UK hotels. Moreover, they won’t be so effective at work abroad due to their poor knowledge of of French and/or Chinese. For China The organization should only send those managers to China for new experience which are fluent in Chinese language. Chinese are very strict about their tradition and rituals. Other staff they have to recruit experience Host Country National Chinese employee. Manager who speaks Chinese language it’s very easy for him to cope up with the Chinese employee. Moreover Chinese employees respect other countries employee when they speak Chinese and respect their rituals or tradition. It’s mandatory to know about the customer taste and choice. Furthermore china invites new investor for their economic growth. For instance: - Chinese government gave 50% subsidy to the IBM company for their project. Because it was big project and IBM hired Chinese young talent for their company. For France In France we will suggest French speaker manager because, most of the citizen prefer to speak French language. According to our survey youth of France speaks English and French language but when they meet with their friends or colleague they
- 7. 7 start to speak in French. As far as I concern French old people are so stick to their tradition. But the youth thinking is different they accept people. French people are so friendly when the person speaks their language or struggle with the language. They always appreciate to your try when you speak French. Moreover they help you to speak French language. So the organization has to send the person who speaks French and furthermore who is punctual, ready to go attitude and who knows about tradition. Brunt hotel group has to take decision to hire French citizen employee. They can contribute in a growth of hotel group in France. If organization takes this decision so they will survive in France. Even though French government support for the business. There are many good policies for the new investor. For United States Brunt hotel group is going to open their new hotels in United States. American people are so friendly when, you respect them as leader of the world. USA and UK most of the tradition and rituals are the same. Brunt hotels group HR manager can take decision to recruit some UK and USA employees for the Hotels staff. Both countries have good relation on government level as well as corporate level. HR of Brunt organization can recruit employee from PCN and more than half employee staff HCN. Every country has there own rules and regulation for the foreign direct investment (FDI) and also for the organization who invest in their country. As per the regimes of the particular country they have to recruit in specific proportion of HCN and PCN. If Brunt hotel group follow the rules of recruitment and respect different countries regimes so the government of the country will support to the organization. To sum up advantages of hiring HCN and PCN: 1) Eliminate language barrier. 2) Very easy to work with employee. 3) No work permit is required for the employees. 4) Government policy may encourage hiring of Host Country National employee. 5) Improve in work efficiency. 6) Continuity of management improves, as HCN stay longer in positions. 7) Manager can tackle the problem in their language. 8) It will be very easy to know about culture and tradition of country. 9) Coordinate and control. 10) HCN and PCN employee create friendly relation in the organization. PART TWO: CASE STUDY Brunt Hotels Overview 1) PCNs first for new hotels 2) Importance of organization’s values 3) HCNs in the future 4) Urgency for management vacancies 5) Core values: Care, Ambitious, supportive, Professional & integrity 6) Underlined these core values in recruitment &selection
- 8. 8 BRUNT Hotels is looking for applicantsto fulfill the positions of hotelmanagerin our new hotels in France,United States and China. If you are willing to live the new experienceofthe groupabroadand you wanta new challengein yourcareer.Positionsin France,SouthernUS and EasternChina areavailable. The Hotel manager will be responsible for the management of the Hotel including: Manage Budget as well as financial analysis and forecast Create and grow network with strategic customers Set up marketing and strategic plan Recruiting, training and managing the staff Supervise relation with local suppliers Develop the business Report activities to Headquarters Successful applicants must have/be: At least 3 year experience in a management position At least a bachelor degree in hotel management Open Mindness Highly motivated and Proactive Strong analytical skill Teamplayer Proactive Willing to be relocate in one of the following country: China, US, France Have knowledge or be interested in the country which you are applying for. Knowledge of French or Chinese considered as a strong asset These positions will be full time (45h/week approximatively). This position offers competitive pay and benefits and all successful applicants will have a full expatriate package (such as relocation, healthcare ...). Compensation and benefits will be discus sed during the selection process and interviews. If you are interested in this position please send your resume to HRBrunt@hotel.com or contact your local Activity C: Job AdvertisementBRUNTHOTELS Skills / Competencies HOTEL MANAGER Abroad Main Responsibilities Information
- 9. 9 Activity D: Job description and person specification Job Description OperationalManagers GENERAL DESCRIPTION Brunt’s hotels group is looking for high motivated candidate to ensure the launching of our new hotels overseas. The operational manager will apply the strategic vision of the company and control daily operations and staff. He will be in charge of planning, accountability and marketing tasks. Given that our objective is to conquer new markets, candidates should spread corporate values of Brunt’s hotel group locally. This position is crucial in order to maintain our international development and our business plan. RESPONSABILITIES As a team leader, the manager has to be versatile: Booking Management (arrival, departure and no show). Maintain a high customer satisfaction and increase loyalty. Develop training session for hotel staff. Deal with external partners (suppliers, rental car companies, delivery services). Ensure the promotion and the communication of the hotel (social networks, internet, leaflets). Negotiate with travel agencies and tourism offices. Control allocated budget and investments. Analyze and update internal performance ratios. Build a strong team spirit and maintain positive relationships. EXPERIENCE At least 3 year experience in a management position. Strong knowledge in Brunt’s hotel values. You had the opportunity to work in international environment. You had managed relevant projects and developed strong analytical skills. EDUCATION Bachelor degree in hotel management WORK STATUS
- 10. 10 Full time position (45h per week) Expatriate contract (administrative issues will be handled by the company). TRAVEL The candidate should be fully flexible. Managers are often asked to move in another country in order to support local teams. PERSON SPECIFICATION International managers must Attitude Be open minded Support High Pressure Be humble Be respectful Be proactive Be dynamic Be enthusiastic It would be great if international managers
- 11. 11 Activity E: Design the selection process Stages in the selection process Offer goes public Candidates apply Resumes and cover letters are screened by the HR team Skilled candidates are going through a phone interview Values Import and spread corporate values. Learn and take advantage from multicultural dynamic. Are able to create interactions between the staff members. Experience Had developed international projects within Brunt’s hotel. Knowledge Know perfectly the international division and the management style of the company. Skills Lead a large team. Manage conflicts. Good listener. Strong analyzer. Be extremely rigorous.
- 12. 12 A test is sent to candidates who made a great first impression Candidates who passed the test have an in person interview Languages skilled are tested during the interview The best candidate is offered the job, discussion about financial conditions If an agreement is found the best candidate goes through a background check If background check ok candidate hired Example of questions for the interview: Why should we hire you? Why did you decide to apply? Do you think your previous experiences fit for this job? How do you handle conflicts between coworkers? What do you think will be your biggest challenge? What would you change in our company? What is your biggest strength? Have you ever been involved in a multicultural environment? How would you motivate your employees? How do you deal with failures? Example of activities that will take place during the process The test after the phone interview is crucial. It is designed to make sure that applicants have the required skilled in order to make sure that the team will only run in person interview for good applicants. The test is a simple question regarding a key issue for the firm: “How do you handle cultural differences between your team in France and the managers in the UK? How do you think it could impact the business?” Our expectations of the candidates during the process Candidates should: -Understand the challenges of the company -Speak the required foreign language -Have experience in the hotel industry
- 13. 13 -Have worked in an international environment -Know how to manage a team -Know how to deal with issues -Not be afraid of failures -Be strongly motivated -Not be afraid of taking decisions Assessments or tests used The results of the test after the phone interview will be compared between each applicant. We will look for a few assets: -Ability to take decisions -Quickness of reaction -Communication skills -Ability to understand cultural differences What criteria we will base our decisions on and any matrixes or tools we will use to help your judgment and assessment -Language skills -Professionalism -Presentation skills -Previous experiences -Understanding of the challenges of the company Each criteria will be graded A, B, C or D. Activity F: Departure training In order to prepare and help future managers to success in a new country, our management consultant group decided to prepare three different ‘departure training’ programs. We decided to do these three departure programs in the home country i.e. in the United Kingdom one month before arrival. China: What is more important for expatriate managers is to be well prepared for culture and language. Indeed, Chinese culture and business rules are so different from the ones in the Europe that we focused our program on the new working and living environment. That is why, we planned a one week departure training based on :
- 14. 14 Presentation about history of China in order to better understand China’s values and ethics Situational interviews and incidents based on former expatriate experiences Negotiation role plays Body language and behavior training Bases of Chinese language Family has to take part in the departure training process because they are crucial for the well-being of managers USA: For the United States, even if there are differences for accents, managers won’t face the language barrier. So, we prefer to focus on program on culture differences and behavior (such as importance of time for example). We plan to do this departure training on 3 days. Short presentation of History of America Presentation about American’s values Situational interviews and incidents based on former expatriate experiences Negotiation role plays Body language and behavior training Family has to take part in the departure training process because they are crucial for the well-being of managers France: Differences with France are not as important as with China ones. That is why we decided to make a shorter departure training of 3 days. Short presentation about history of France Presentation of main differences at work between English and French people Situational interviews and incidents based on former expatriate experiences Negotiation role plays
- 15. 15 Body language and behavior training Bases of French language Family has to take part in the departure training process because they are crucial for the well-being of managers Activity G: Advise Brunt Hotels Key Areas in China: Brunt Hotels, in its internationalization strategy, really has to consider key areas of each different market. For example, the Chinese market is way different to the American market. People &Mindset: Indeed, the Human Resources are really important in China when we know the average employee turnover is around 20 to 40% each year. It is not because Chinese are versatile. It is just because the job market is really open and it is quite easy to find a new job. So why should they stay in a company if they can easily find another one with a better wage. The difference is even bigger when we know average turnover in western companies is about 5 to 10%. In this way, if Brunt Hotels really want to enter the Chinese market and stay for long, they really should consider a Chinese based employee’s strategy to decrease this turnover and to reach a westerner average, which is completely feasible. What is even harder and riskier with the Chinese employee behaviour is the fact that if a leader of a team leaves, the all team will leave with him. This scenario would definitely affect Brunt Hotels in their management. That is another motivation for Brunt Hotels to better apprehend the Chinese Human Resources challenge. Motivations: There are in fact lever actions Brunt Hotels could easily use to maintain a low employee turnover ratio within the company. To keep a Chinese employee, it is mainly about the money and the recognition of his job. A better than average salary and monthly/annual bonuses will make them stay. A job with a good title, like Vice-General Manager, even if the hotel is the smaller Brunt Hotel in China, will help to attract candidates and then to keep the employee. Other lever actions are training programs, either in China, either in Europe for the managers. They will definitely feel valuated once sending abroad. The last motivation point Brunt Hotel has to consider regarding Human Resources policy in China is to offer to employees a good visibility to the candidates and then employees on their career path within the company. Indeed, they really want to know to which job they can have access in the near future, i.e less than 1 year. And if they cannot have access to this job, they won’t hesitate to leave and work for competitors.
- 16. 16 Structure: Another point Brunt Hotels has to know regarding the Chinese structure is the fact Chinese employees really need to know to which manager/director they are answering. It is a very hierarchical culture where the boss is the boss and everyone follows him, even if they disagree. In this way, before entering the Chinese market, Brunt Hotels should develop a Chinese employee structure to who will lead who. But if all these criteria are completed, Chinese employees will stay within Brunt Hotels Company forever! Key Areas on the US market: People &Mindset: For the American market, the deal is different. Employee’s turnover is not as high as it is in China and people will less easily leave the company to work for concurrent, mainly because the market is not as open as it is in China. American employees are easier to manage, as long as their job is corresponding to what was written is the job description. Moreover, if something goes wrong, American people won’t hesitate to tell it to the boss, compared to Chinese employees. In fact, the American culture is definitely closer to the UK culture, which facilitate the approach for the HR director and his HR policy. Motivation: The salary (USD/hour worked) is the main motivation for American workers, with bonuses as well. In this way, to pay employees a little bit more than the average might be consider as a lever to influence them to stay within the company. The career path within the company also need to be apprehended. However, the American definition of future is longer than the Chinese future. The American employees are ready to wait 2 or 3 years to get a better job rather than 1 year for Chinese employees. Training sessions will be less appreciated in the US than in China. It is in fact not a lever action for normal employee. It can be consider only for the top manager. The job title, for social recognition is almost not even taken into account for the application for a job. Structure: The hierarchy is also less important in the US and the director of the hotel won’t be the only one to take decisions. The access to the boss is easier and almost every employee can discuss about Brunt Hotels policies with managers. This can’t be imagined in China. The HR policy in the US will be in fact closer to the employees than the current British one. To conclude, Brunt Hotels will mainly have to focus on the Chinese HR policy because differences are more important. On the other hand, they should not have too many difficulties with the American HR policy as it is closer to the British one. 2)What might the penalties be for a western companies emerging into new markets?
- 17. 17 Internal penalties: The first issue, and the bigger one for a western company trying to conquer a new market, is to under evaluate the cultural differences of this new market and the impact these differences could have on the daily business. Indeed, all these differences might conduct to misunderstood, not effective policies and finally affecting the business. Once again, the human factor is the most important one. The direct consequence of a bad HR policy would have, here in China, direct impact on the employee’s turnover. Because employees need to be train, it means money would be spend for employees which finally leave the company after only a couple of months. Training fees would consequently be higher than usual. Moreover, services provided to customers by new employees will be lower than trained and used to the job employees. It, once again, would have financial consequences on the company. External penalties: To go further, if at the same time employees are unhappy, because of a non- appropriated HR policy, and customers are not happy neither because they are not well received at the Hotel, the overall notoriety and reputation of Brunt Hotels will be affected. Chinese people are more and more travelling, in China but also worldwide. It means a bad reputation about Brunt Hotels in China could finally affect the worldwide reputation of the brand. On the same time, a foreign company entering a new market can be helped by the government which want direct investment in its country. Negotiation about location, taxes, etc, can be easier. It can be, on the other hand, not well perceived by the local community hostility feeling can grow about the project. It should not be the case in China as they are more and more open. These are all the penalties which could affect Brunt Hotels in their internationalization through new market strategy. And once again, these penalties could have direct financial impact on the company… 3) Brunt are considering recruiting a HR professional to support this new venture. What are the key competencies for a Global HR Professional? A global HR professional, helping the company to better apprehend cultural differences in their expansion strategy, would need the following competencies to succeed in his function: - Cross-culture knowledge and experience - Developed HR expertise and practice - Team management experience - Leadership - Organizational skills - Inter-cultural communication skills - Corporate involvement
- 18. 18 If this global HR is going to work on the American market, it could be an HR from the UK market as we know cultural differences are not so important between the two markets. The language is also the same so the Responsible for Human Resources won’t have difficulties to communicate with his teams. If we are talking about the Chinese market, this RHR needs to know about the Chinese culture and should also speak Chinese. If he is not able to speak Chinese, he at least should know few words to show its interest and will definitely need to have a Chinese assistant speaking English. This Chinese assistant will be a bridge between the field and the RHR. That was the competencies a RHR should have to well develop HR policy for Brunt Hotels in new markets. 4) How will the local HR function support the expatriate managers in dealing with HR issues in a global business environment? Local HR: Local HR should support expatriate managers by helping them to better understand the local habits. It can be through “tips” before departure but also through real sessions once managers are in the new country. Local HR have in fact to help expatriate to better apprehend local values and moreover to know how to communicate within this new country on an efficient way. Verbal communication but also non-verbal communication has to be mentioned. Once the “to know” basis has been mentioned, local HR should also support the expatriate to better integrate the local framework. The aim here is to have the expatriate feeling good in his new environment as fast as possible. Once the expatriate will feel well, the adaptation period will be over and the expatriate will start to be effective at work. The sooner the expatriate is effective, the less expensive it is for Brunt Hotels company. That is why local HR have an important task. Indeed, a bad expatriate integration would be financially bad for the company. From a global business environment: In order to have an efficient local integration from a global business environment, Brunt Hotels should work on an integration process for each new market. They should indeed work on an integration process model once and then give it to each local HR. It definitely would help them to integrate expatriates. A process would be created for expatriates going to the US market; another one would be created for expatriates going to the Chinese market for example. In this way, expatriates would feel locally involved in their new position, but still part of a global company with worldwide processes. It would indeed help them in their out-of- comfort abroad position. If the expatriate is going abroad with his family, the local HR will have to help the family to integrate as well. It can be through finding a job for the expatriate’s partner but also
- 19. 19 through finding appropriated schools for kids. Once again, if the family feels good, the expatriate will feel good too and he will quickly be ready to work efficiently for the company. The all purpose of a good integration of expatriates from local HR is to have expatriate feeling comfortable in his new culture and consequently to be efficient again at work. The goal here is to have this way back to efficiency as fast as possible in order to spend less money for the global Brunt Hotels Company. APPENDIX Document 1: Template Interim Report Team 9: Fabian CATTIAUX, Charlotte CHAUVREAU, Camille CHEVALIER, Clement CHEIROUX, Jean-Baptiste GARCIN, SubodhAnilrao INGLE & Denis JOHNSON Actions completed to date Status Difficulties met/Questions
- 20. 20 1/ First contact with the whole team & creation of work group on Facebook to communicate easily together. 2/ First meeting: introducing of people and brainstorming about the work thanks to skype 3/ Team rules, Splitting task, creating working pairs, tasks schedule and template interim report 4/ Each working pairs work on its tasks to prepare the next meeting team. 5/ Meeting to exchange about activities B and C 6/ Meeting to exchange about activities D and E 7/ Meeting to exchange about activities F and G 8/ Checking and ending our final project DONE – 02/04/2015 DONE – 02/07/2015 DONE – 02/10/2015 IN PROGRESS SCHEDULED for the 02/20/2015 SCHEDULED for the 02/25/2015 SCHEDULED for the 03/04/2015 SCHEDULED for the 03/05/2015 Trying to find people on Facebook, Finding technical solution for team work and appropriate time Concerns about the difficulties of work, especially the distance between team members (Holidays, Class progress, work habits,..) 1 team member absent, Time limit with the deadline for template interim report, Lack of information about the work, Finding a team name TO DO: Find a team name and prepare questions about work if issues & Charlotte has to send our interim template to our instructor REMINDER: Sending the report to our instructor deadline the 6th of March Notes: Team Rules - Working pairs work on its task autonomously and relate its work to the team during the weekly meeting - If a team member is absent, someone has to make him a summary of the meeting. - Working pairs have to lead the meeting and write the summary for the final project Holidays Suzhou: From the 8th to the 15th February Sophia: From the 13th to the 23th Februar Raleigh: No holidays Best time to communicate: Sophia at 5 p.m Raleigh at 11 a.m
- 21. 21 Suzhou at 11 p.m TASKS: Week 1: Activity A: Priorities &filling the template => Charlotte Week 2: Activity B: internal/ external recruitment =>Subodh Ingle& Activity C: recruitment advertisement =>Fab Cattiaux Week 3: Activity D: Job description & person specification (Role of cultural difference) =>Denis Johnson& Activity E: Design the selection process =>Clément B. Cheyroux Week 4, Activity F: departure training Camille Chevalier& Activity G: Final =>JB Garcin .