Managing a Global Workforce

Question 1

Globalization

Answer 1

The integration of markets, nation states, and technology, changing how organizations compete and manage people across borders.

Question 2

Why globalization matters to HR
Back:

Answer 2

It impacts talent strategy, compliance, workforce planning, business continuity, and operating models across regions.

Question 3

Global forces HR should monitor

Answer 3

Political, economic, social, technological, legal, environmental.

Question 4

Examples of global crises that affect workforce planning

Answer 4

Economic disruption, climate change, pandemics, government instability

Question 5

What defines a global organization
Back:

Answer 5

Teams across geographies,
diverse workforce,
shared identity,
global purpose.

Question 6

Global HR, core objective

Answer 6

Align HR practices to global strategy while adapting to local legal and cultural realities.

Question 7

Push factors, globalization

Answer 7

Forces that push companies outward, such as new markets, competition, cost pressures, talent access, trade agreements.

Question 8

Pull factors, globalization

Answer 8

Forces that pull control inward, such as strategic control, coordination, governance

Question 9

Is “strategic control” a push or pull factor

Answer 9

Pull factor.

Question 10

Ethnocentric orientation

Answer 10

HQ is the center, standardization is high, subsidiaries follow HQ practices.

Question 11

Polycentric orientation

Answer 11

Subsidiaries operate locally with autonomy, local practices dominate.

Question 12

Regiocentric orientation

Answer 12

Regional coordination drives strategy, HQ influence is less direct than ethnocentric.

Question 13

Geocentric orientation

Answer 13

Global network mindset, best practices move across locations, shared leadership.

Question 14

Global integration, GI

Answer 14

Standardize practices and systems worldwide for consistency and efficiency.

Question 15

Local responsiveness, LR

Answer 15

Adapt practices to local culture, regulations, and customer needs.

Question 16

GI advantage

Answer 16

Efficiency,
consistency,
scale,
cost control.

Question 17

LR advantage

Answer 17

Better market fit,
stronger compliance alignment,
local effectiveness

Question 18

International strategy

Answer 18

Low GI, low LR, home country approach extends outward, often through exporting.

Question 19

Multidomestic strategy

Answer 19

Low GI, high LR, decentralized subsidiaries, local strategies.

Question 20

Global strategy

Answer 20

High GI, low LR, one global approach, minimal customization.

Question 21

Transnational strategy

Answer 21

High GI, high LR, standardized core with local adaptation, knowledge shared globally

Question 22

Multidomestic strategy.

Answer 22

Local autonomy with local strategy

Question 23

Global strategy.

Answer 23

One global model everywhere

Question 24

Transnational strategy

Answer 24

Standardized core plus local customization and best practice sharing

Question 25

International strategy

Answer 25

Exporting model with limited adaptation

Question 26

Outsourcing

Answer 26

Moving work to an external vendor or supplier.

Question 27

Offshoring

Answer 27

Relocating work to another country to reduce costs or access talent.

Question 28

Onshoring

Answer 28

Relocating work to a lower cost area within the same country, can include remote work.

Question 29

Near shoring

Answer 29

Shifting work to a nearby country for time zone proximity and reduced risk.

Question 30

Follow the sun operations

Answer 30

Using global locations to maintain 24 hour coverage across time zones.

Question 31

Key factors HR evaluates before global expansion

Answer 31

Cost, infrastructure, talent availability, political stability, legal risk, security, IP protection.

Question 32

Currency fluctuation risk

Answer 32

The risk that exchange rate changes will increase costs or reduce profitability.

Question 33

IP protection risk

Answer 33

Weak enforcement increases theft risk and competitive exposure.

Question 34

Vendor maturity, why it matters

Answer 34

Immature vendor markets create delivery risk, quality problems, and weak service reliability.

Question 35

Political and labor unrest, risk impact

Answer 35

Disruptions to operations, safety risks, staffing instability, supply chain interruptions.

Question 36

Strategic global assignment approach

Answer 36

Planned investment to develop leaders, transfer knowledge, build global capability.

Question 37

Tactical global assignment approach

Answer 37

Reactive approach to solve short term issues, inconsistent and often cost driven.

Question 38

Globalists

Answer 38

Employees who build careers across multiple international moves.

Question 39

Local hires .

Answer 39

Employees hired in the host country to support local operations.

Question 40

Short term assignees

Answer 40

Assignments lasting a few weeks up to one year.

Question 41

International assignees

Answer 41

Traditional expat assignments, usually one to three years.

Question 42

Commuter assignments

Answer 42

Frequent cross border travel while keeping a primary home base.

Question 43

Just in time expatriates

Answer 43

Temporary or contract based expats used for one specific assignment.

Question 44

Stages of cultural adjustment

Answer 44

Honeymoon, culture shock, adjustment, mastery.

Question 45

Repatriation

Answer 45

Returning the employee to the home country and reintegrating them into the organization.

Question 46

Top reason repatriation fails

Answer 46

Lack of role clarity and career path after returning.

Question 47

Step 1, global assignment lifecycle

Answer 47

Select the right person using defined criteria and assessment methods.

Question 48

Step 2, global assignment lifecycle

Answer 48

Manage transition, visas, logistics, security, cultural preparation.

Question 49

Step 3, global assignment lifecycle

Answer 49

Support the employee during the assignment, performance, wellbeing, communication.

Question 50

Step 4, global assignment lifecycle

Answer 50

Reintegration and knowledge capture, repatriation planning, retention strategy.

Question 51

Global assignments, best approach for an organization’s first overseas assignments under an international or multidomestic strategy

Answer 51

Use short-term assignments tied to a specific project or defined job to reduce risk and increase clarity.

Question 52

Why are project-based assignments most effective for early global expansion

Answer 52

They have clear scope, clear deliverables, shorter timelines, lower cultural and repatriation risk

Question 53

Under what global strategies are short-term, project-based assignments most recommended when starting global assignments

Answer 53

International strategy and multidomestic strategy

Question 54

Recent global assignee misses early deadlines, what is HR’s best first response

Answer 54

Explain the cross-cultural adjustment process and how it can temporarily reduce productivity, coach the manager to support the transition.