ABSTRACT
Previous chapters point to the many factors that may infl uence the practice of human resource development in foreign and domestic settings. Chapters 1 and 2, in particular, largely convey a culturally laden or emic perspective, focusing primarily on “differences” in working styles, communication preferences, protocols and other issues involving work and perceptions of work. In other words, the reader is prepped to be cognizant of those work-related, cultural factors that may be different from his/her own, to include the demographic profi le of the workers themselves (Chapter 3). Theoretical and real foundations for the existence of those differences are provided, along with implications and suggestions for training and development. This chapter evolved from consideration of the following question: Should a book addressing human resource development from a leadership perspective focus solely on difference? Clearly, the answer was “no.” While it is true that “webs of rules,” national dimensions of culture,1 nepotism, communication preferences, and much more infl uence organizational design and management practice, certainly there remains the imperative to share some best practices that can be taught and applied (to varied extents) wherever one goes, and so the focus of Chapter 8. An etic, culture-free perspective is provided herein to selected roles that are generally accepted as functions of human resource trainers, managers, and other HR workplace-related professionals. The following discussion focuses on best practices-identifying and consistently executing the optimum way of doing a particular activity or process(es)—specifi c to the topic, “How to Recruit the Right People for A/ Your Business.” It addresses what should have been done prior to the recruitment and selection process. Why is an entire chapter devoted to this process (vs. other HR functions and roles)? Answer: Because human capital is a critical, indispensable factor of production to all organizations of all sizes. Plus, as Chapter 3 indicates, selecting the right people continues to be particularly challenging, given the mobility of the global workforce. Once employees walk through the portal of the organization, many other functions of HR must be aligned to desired organizational outcomes. Frequently the organization does an internal, regional, national, or international search for an employee or employees through a “want ad,” but does not devote suffi cient attention to
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the generation of the ad through careful prior analysis. Therefore, the following addresses the organizational audit and job analysis, and best practices related to those activities. Subsequently, discussion turns to the implications of these practices to fair performance appraisals.
