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International Human Resource Management

International Human Resource Management

Ann Rennie, Rita McGee

£670.00

Develop an HR strategy that meets the demands of today's global workplace.

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About the book

In today's increasingly complex global workplace, it is vital for organisations to have a sound HR function that can implement strategy internationally. The International Human Resource Management toolkit is an essential one stop resource, which provides all HR practitioners and those HR professionals and consultants with international responsibilities with the skills and understanding needed to meet their business's global demands.

International Human Resource Management takes the reader step by step through everything they need to know and the skills they need to have. You will obtain a sound understanding of the link between global strategy and an international HRM framework, analyse your organisation's current international HR structure, develop models to manage talent globally, and learn how to harmonise your strategy across borders. Fully customizable to the needs of your business, this toolkit is packed full of print and online tools, exercises and resources on the core aspects of Human Resource Management essentials for all international practitioners.

About the Series:

The HR Toolkits provide complete sets of customizable, printable resources to facilitate in-house training and development workshops and strategy design. Supplied as both ring binders and electronic files, and consisting of modules which can be used individually or combined for more extended programmes, the toolkits include ready-made practical exercises, handouts, discussion questions and more to upskill employees.


Table Of Contents

      • - - 6.2: Different Models for Staffing a Multinational Organisation;
      • - - 6.3: A Comprehensive Guide to Managing Employees on a Global Basis;
    • Chapter - 07: `International Employees';
      • - - 7.1: Select for Success – Prevent Failure;
    • Chapter - 08: Locally-Recruited Staff;
      • - - 8.1: Gathering the Data;
      • - - 8.2: Attracting Local Talent;
  • Section - THREE: International Compensation;
    • Chapter - 09: The Psychological Contract;
      • - - 9.1: Making the Link Between the Psychological Contract and Total Reward;
    • Chapter - 10: Expatriates;
      • - - 10.1: Rewarding Expatriate Employees – What Strategy to Adopt?;
      • - - 10.2: Putting together an Expatriate Total Reward Package;
    • Chapter - 11: Locally-Employed Staff and Other Categories;
      • - - 11.1: Total Reward Structures for Locally-Recruited Staff;
      • - - 11.2: A Checklist of Factors to Be Aware Of for Compensating Local Recruits;
      • - - 11.3: Dealing with Non-Typical Types of Employees;
  • Section - FOUR: International Talent Development;
    • Chapter - 12: Defining and Planning for Talent;
      • - - 12.1: Defining Talent for Development Purposes;
      • - - 12.2: Competencies – Friend or Foe?;
      • - - 12.3: The Development Plan;
    • Chapter - 13: Induction/On-Boarding;
      • - - 13.1: Inducting Expatriates;
      • - - 13.2: Inducting Local Recruits;
    • Chapter - 14: Learning for Locally Recruited Employees;
      • - - 14.1: Key Elements;
    • Chapter - 15: Succession Planning in an International Context;
      • - - 15.1: International Succession Planning;
    • Chapter - 16: International Performance Management;
      • - - 16.1: Adapting a Performance Management System to Translate Internationally;
      • - - 16.2: The Performance Management Case Study;
    • Chapter - 17: Repatriation;
      • - - 6.1: Moving Towards a More Global Planning Model for Talent Management;
    • Chapter - 06: Planning for Global Talent Management;
  • Section - TWO: International Talent Management;
      • - - 5.3: Taking Account of Different Business Norms and Protocols;
      • - - 5.2: Culture Quiz;
      • - - 5.1: Framing the Cultural Differences of International HRM;
    • Chapter - 05: Dealing with Cultural Differences Internationally;
      • - - 4.2: How Can Transactional e-HR Be Best Enabled on an International Basis?;
      • - - 4.1: What Data is Required for Managing HR on a More International Basis?;
    • Chapter - 04: Global Data Provision and International e-HR Systems;
      • - - 3.1: Gathering the Necessary Information for Managing International Employee Relations;
    • Chapter - 03: International Employee Relations;
      • - - 2.3: Structures and Locations for HR teams;
      • - - 2.2: International HR Policies and Practices – To Centralise or Decentralise?;
      • - - 2.1: How International is your HR Function?;
    • Chapter - 02: International HR Structures and Capabilities;
      • - - 1.5: Linking Roles to the Required Competencies for HR Professionals;
      • - - 1.4: Linking Global Variables to the Required Roles for International HR Professionals;
      • - - 1.3: PESTLE Analysis – Examples of Country-Specific Analyses;
      • - - 1.2: PESTLE Analysis – World-Wide;
      • - - 1.1: Some Contextual Theory;
    • Chapter - 01: Making the Link Between Global Strategy and an International HRM Framework;
  • Section - ONE: Setting the Strategic Context – Structure, Roles and Culture;
    • Chapter - 00: Introduction;
      • - - 17.1: Supporting Successful Repatriation;
  • Section - FIVE: Managing for Special Situations;
    • Chapter - 18: HR Policies and Practices to Support a Foreign Acquisition;
      • - - 18.1: Harmonising HR and Reward Systems – Value and Fairness;
    • Chapter - 19: Risks and Crises – How to Pre-Empt and Manage Them;
      • - - 19.1: Preparing for Risks - Terrorism, Kidnapping and Other Security Issues;
      • - - 19.2: Designing an Evacuation Plan;
      • - - 19.3: Relocation of an Organisation in a Crisis;
      • - - 19.4: Managing Corruption – Designing Policies and Practices to Address it at a Local Level




Book Details

  • Imprint: CIPD - Kogan Page
  • EAN: 9781843983064
  • Edition: 1
  • Published: 1st January 2012
  • Loose-leaf
  • Dimensions: 310x265
  • 392 pages
  • Series: HR Toolkits

About the Author

Ann Rennie has worked in Global HR Management in Senior Line positions, in the International Organisation, Banking and NGO sectors. Based in the UK, she has in-depth experience in implementing and advising on Global HR and Change programmes, as well as in Capacity-building and Talent Management in both developed and developing countries.

Rita McGee works as a consultant, trainer, facilitator and executive coach in the UK and specialises in the strategic development and implementation of human resource practice. She designs and delivers an array of training programmes aimed at building organisational, team and individual capability.


Ann Rennie


Rita McGee


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