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This increased variety of employees presents all sorts of new challenges for the

selection, preparation, deployment, and management of a global workforce. Not the

least of these is the increased need by all managers and for IHR managers in

particular for increasing their cross-cultural awareness, knowledge, and skills, their

foreign language ability, and their overall management competency within this newinternational setting.

For example, firms have much to learn about how to manage the performance of a

global workforce. The performance management of traditional expatriates,

themselves, is not always handled well (this is discussed in Chapter 12), even though

many global enterprises have many years of experience dealing with them. But the

cross-national interaction among all the many different types of international

employees described in this chapter and between global managers and IEs creates

many new performance management problems, which become even more difficult as

the variety of employees expands. All of these become critical concerns: the impact

of national culture on performance and how it is defined, on standards for

performance, on the review-ability of reviewers, on who reviews (their cultural

experience and savvy), etc.63

Pay and support services are also likely to be structured differently for a short-term

business traveler sent on an assignment for six months to finalize the start-up of a

new foreign subsidiary than for a manager sent for three, four, or five years to run

such a subsidiary. Differences would also be pretty important between the pay and

support services of the immigrant or foreign student (and each of these would bedifferent from each other) hired to return home to work in a foreign subsidiary in

comparison with a person who makes a career out of moving from one foreign

assignment to another. Compensation issues are discussed in more depth in

Chapter 11.

The rest of the chapters in Part II will discuss the many problems of selecting,

training, compensating, and managing this complex and varied global workforce.

To the extent that it is possible, exemplary practices around the world will be

described. And where such examples are lacking, the chapters will provide what

information is available to aid IHRM in its strategic management of the global

workforce.

Some of the types of questions that IHR and the global enterprise need to address in

order to better manage their global workforces are suggested here to help guide the

reader as she or he reads the rest of the chapters in this book. Some of these types of

questions, providing descriptions of exemplary practices relative to the selection,

preparation, and management of traditional expatriates, are finally being addressed.64

But, as the rest of the chapters will demonstrate, there is still a strong need for

additional research and observation. Indeed, even the traditional focus on three basicreasons for the use of international employees (to fill positions for technology

transfer, for management development to develop international business competency,

and to coordinate and control foreign operations) is no longer adequate.65 The

questions include the following:

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