Instructor Manual For
Human Resources Management in
Canada 16th Edition By Gary Dessler,
Nita Chhinzer
(All Chapters 1-17, 100% Original
Verified, A+ Grade)
All Chapters Arranged Reverse: 17-1
This is The Original Instructor
Manual
For 16th Edition, All other Files in The
Market are Fake/Old/Wrong Edition.
, CHAPTER 17
Managing Human Resources in a Global Business
LEARNING OBJECTIVES
17.1 Describe the globalization of business and trends in worker mobility.
17.2 Explain how to improve global assignments through effective international HRM.
17.3 Discuss the ways in which those born outside of Canada can legally work in Canada and
the challenges they face in the workplace.
CHAPTER SUMMARY
Globalization affects HR in two significant ways: 1) international recruitment, retention, and
relations and 2) integration of immigrants who come to Canada. Intercountry differences include
cultural factors, economic systems, labour cost factors, and industrial relations factors. Global
relocation strategies must consider all aspects of HRM and take a balance sheet approach to
help expatriates maintain their standard of living. Repatriation problems are common but can be
minimized through repatriation agreements, home-country sponsors/mentors, career
counselling, return trips, and reorientation programs.
Newcomers to Canada face a variety of challenges in securing full-time employment. Issues
include lack of Canadian experience and limited transferability of foreign credentials which result
in significant underemployment of immigrants or a skills mismatch. This further exacerbates the
skills shortage faced by Canadian employers. Solutions include modifications to recruitment and
selection procedures to assess immigrant skills, use of apprenticeships, partnerships with
assessment centres, and educating employers, recruiters, and managers about how to
recognize and interpret skills from another country.
LECTURE OUTLINE
Where Are We Now . . .
More managers today are managing people internationally. The purpose of this chapter is to
improve your effectiveness at applying your HR knowledge and skills when global challenges
are involved.
I. THE GLOBALIZATION OF BUSINESS AND WORKER MOBILITY
Learning Objective 17.1: Describe the globalization of business and trends in worker
mobility.
The globalization of business is now the norm and most companies are finding that their
success depends on their ability to market and manage overseas operations.
Copyright © 2026 Pearson Canada Inc. 17-1
,Chapter 17 – Managing Human Resources in a Global Business
The challenge of managing global HR is that what works in one country may not work in
another. There are many political, social, legal, and cultural differences. Distance adds to
the challenge.
The impact of globalization on HR management includes both Canadians working
internationally and international members (mainly immigrants) working in Canada.
A. Workforce Mobility Programs:
• Workforce mobility programs focus on managing the recruitment, job
performance, relocation, and retention of employees who complete work-related
tasks and activities outside the head office or region of the company.
• These programs are enabled by technology, globalization, tight labour markets,
and customer demand.
• Figure 17.1 summarizes the pros and cons of international mobility.
o Pros:
International assignments are career enhancing
They help employers attractive retain top talent
There's a positive return on investment for mobility programs
o Cons
Employees poorly equipped to react to changes and different
geopolitical circumstances new paragraph There is a lack of
tracking employee movement across different regions new
paragraph employees feel at risk of losing relationship and
connection with leaders when abroad
B. Expatriates and Global Nomads:
1. Expats (expatriates) live outside their native country.
• They are citizens of the country where the parent company is based.
• They reside in their host country for longer periods and maintain a static lifestyle
compared to nomads.
2. Global nomads move frequently, for lifestyle or work reasons, without a permanent
home or long-term commitment to a specific location or employer.
• There are a number of reasons for the surge in nomads:
‒ Companies are increasingly establishing remote work policies.
‒ Countries are luring workers with digital nomad visas and extended stays.
‒ Families are more flexible when it comes to the nomad lifestyle.
‒ Products and services are being developed to support nomads.
‒ People are shifting their priorities away from material possessions to
experiences.
Teaching Tip: In his book Right Here, Right Now, former Prime Minister Stephen Harper
categorizes people as “somewheres” and “anywheres.” Somewheres are those who belong
to somewhere. Most likely they stay close to and identify with the place where they were
born, raised, and work; they seldom move. Anywheres, on the other hand, are like “global
nomads.” They are comfortable with moving, living, and working anywhere.
Copyright © 2026 Pearson Canada Inc. 17-2
, Chapter 17 – Managing Human Resources in a Global Business
There are two issues to debate here: 1) What makes someone a somewhere or an
anywhere? Have students come up with lists of characteristics for each group. 2) Are there
characteristics for both groups that would make the people in them suitable, or not suitable
for a global relocation assignment?
C. International Assignment Concerns of Employees:
1. Candidate identification, assessment, and selection – Key traits to consider for global
assignments include cultural sensitivity, interpersonal skills, and flexibility.
2. Cost projections – Quantifying total costs for a global assignment is essential. The
average cost of an overseas assignment is estimated to be between three and five
times the employee’s predeparture salary.
3. Assignment letters –The specific job requirements and remuneration need to be
documented in a formal letter.
4. Compensation, benefits, and tax programs – Common approaches to international
pay include home-based pay plus a supplement or destination-based pay.
5. Relocation assistance – The assignee will probably have to be assisted with matters
such as maintenance of home assets, plus the shipment of essentials to the new
location.
6. Family support – Cultural orientation, educational assistance and emergency
provisions need to be addressed before the worker and their family move abroad.
D. Repatriation:
1. Repatriation is the process of moving the expatriate and their family back home
from the foreign assignment. This can be more difficult than going abroad.
• Up to half of expatriates leave their organization after repatriation usually
because they cannot use their newly developed skills in their roles on return.
2. Repatriation problems:
• The repatriate fears having been “out of sight, out of mind” during an extended
stay.
• The repatriate might be placed in a mediocre/makeshift job upon return where
cross-cultural skills are undervalued.
• The international posting becomes career-limiting, rather than career-enhancing.
• The repatriate loses the executive perquisites of the overseas job.
• Those who stayed behind are promoted more rapidly.
• The family may undergo reverse culture shock.
3. Employers can take the following actions to avoid problems:
• Assign a mentor – This person’s role is to keep the expatriate informed about
significant company events and changes while they are away, and to monitor the
expat’s career interests.
• Provide career management – Ensure that the job assignment on repatriation
meets the employee’s needs.
• Write repatriation agreements – Provide a guarantee in writing of the terms of
international assignment and repatriation.
Copyright © 2026 Pearson Canada Inc. 17-3
Human Resources Management in
Canada 16th Edition By Gary Dessler,
Nita Chhinzer
(All Chapters 1-17, 100% Original
Verified, A+ Grade)
All Chapters Arranged Reverse: 17-1
This is The Original Instructor
Manual
For 16th Edition, All other Files in The
Market are Fake/Old/Wrong Edition.
, CHAPTER 17
Managing Human Resources in a Global Business
LEARNING OBJECTIVES
17.1 Describe the globalization of business and trends in worker mobility.
17.2 Explain how to improve global assignments through effective international HRM.
17.3 Discuss the ways in which those born outside of Canada can legally work in Canada and
the challenges they face in the workplace.
CHAPTER SUMMARY
Globalization affects HR in two significant ways: 1) international recruitment, retention, and
relations and 2) integration of immigrants who come to Canada. Intercountry differences include
cultural factors, economic systems, labour cost factors, and industrial relations factors. Global
relocation strategies must consider all aspects of HRM and take a balance sheet approach to
help expatriates maintain their standard of living. Repatriation problems are common but can be
minimized through repatriation agreements, home-country sponsors/mentors, career
counselling, return trips, and reorientation programs.
Newcomers to Canada face a variety of challenges in securing full-time employment. Issues
include lack of Canadian experience and limited transferability of foreign credentials which result
in significant underemployment of immigrants or a skills mismatch. This further exacerbates the
skills shortage faced by Canadian employers. Solutions include modifications to recruitment and
selection procedures to assess immigrant skills, use of apprenticeships, partnerships with
assessment centres, and educating employers, recruiters, and managers about how to
recognize and interpret skills from another country.
LECTURE OUTLINE
Where Are We Now . . .
More managers today are managing people internationally. The purpose of this chapter is to
improve your effectiveness at applying your HR knowledge and skills when global challenges
are involved.
I. THE GLOBALIZATION OF BUSINESS AND WORKER MOBILITY
Learning Objective 17.1: Describe the globalization of business and trends in worker
mobility.
The globalization of business is now the norm and most companies are finding that their
success depends on their ability to market and manage overseas operations.
Copyright © 2026 Pearson Canada Inc. 17-1
,Chapter 17 – Managing Human Resources in a Global Business
The challenge of managing global HR is that what works in one country may not work in
another. There are many political, social, legal, and cultural differences. Distance adds to
the challenge.
The impact of globalization on HR management includes both Canadians working
internationally and international members (mainly immigrants) working in Canada.
A. Workforce Mobility Programs:
• Workforce mobility programs focus on managing the recruitment, job
performance, relocation, and retention of employees who complete work-related
tasks and activities outside the head office or region of the company.
• These programs are enabled by technology, globalization, tight labour markets,
and customer demand.
• Figure 17.1 summarizes the pros and cons of international mobility.
o Pros:
International assignments are career enhancing
They help employers attractive retain top talent
There's a positive return on investment for mobility programs
o Cons
Employees poorly equipped to react to changes and different
geopolitical circumstances new paragraph There is a lack of
tracking employee movement across different regions new
paragraph employees feel at risk of losing relationship and
connection with leaders when abroad
B. Expatriates and Global Nomads:
1. Expats (expatriates) live outside their native country.
• They are citizens of the country where the parent company is based.
• They reside in their host country for longer periods and maintain a static lifestyle
compared to nomads.
2. Global nomads move frequently, for lifestyle or work reasons, without a permanent
home or long-term commitment to a specific location or employer.
• There are a number of reasons for the surge in nomads:
‒ Companies are increasingly establishing remote work policies.
‒ Countries are luring workers with digital nomad visas and extended stays.
‒ Families are more flexible when it comes to the nomad lifestyle.
‒ Products and services are being developed to support nomads.
‒ People are shifting their priorities away from material possessions to
experiences.
Teaching Tip: In his book Right Here, Right Now, former Prime Minister Stephen Harper
categorizes people as “somewheres” and “anywheres.” Somewheres are those who belong
to somewhere. Most likely they stay close to and identify with the place where they were
born, raised, and work; they seldom move. Anywheres, on the other hand, are like “global
nomads.” They are comfortable with moving, living, and working anywhere.
Copyright © 2026 Pearson Canada Inc. 17-2
, Chapter 17 – Managing Human Resources in a Global Business
There are two issues to debate here: 1) What makes someone a somewhere or an
anywhere? Have students come up with lists of characteristics for each group. 2) Are there
characteristics for both groups that would make the people in them suitable, or not suitable
for a global relocation assignment?
C. International Assignment Concerns of Employees:
1. Candidate identification, assessment, and selection – Key traits to consider for global
assignments include cultural sensitivity, interpersonal skills, and flexibility.
2. Cost projections – Quantifying total costs for a global assignment is essential. The
average cost of an overseas assignment is estimated to be between three and five
times the employee’s predeparture salary.
3. Assignment letters –The specific job requirements and remuneration need to be
documented in a formal letter.
4. Compensation, benefits, and tax programs – Common approaches to international
pay include home-based pay plus a supplement or destination-based pay.
5. Relocation assistance – The assignee will probably have to be assisted with matters
such as maintenance of home assets, plus the shipment of essentials to the new
location.
6. Family support – Cultural orientation, educational assistance and emergency
provisions need to be addressed before the worker and their family move abroad.
D. Repatriation:
1. Repatriation is the process of moving the expatriate and their family back home
from the foreign assignment. This can be more difficult than going abroad.
• Up to half of expatriates leave their organization after repatriation usually
because they cannot use their newly developed skills in their roles on return.
2. Repatriation problems:
• The repatriate fears having been “out of sight, out of mind” during an extended
stay.
• The repatriate might be placed in a mediocre/makeshift job upon return where
cross-cultural skills are undervalued.
• The international posting becomes career-limiting, rather than career-enhancing.
• The repatriate loses the executive perquisites of the overseas job.
• Those who stayed behind are promoted more rapidly.
• The family may undergo reverse culture shock.
3. Employers can take the following actions to avoid problems:
• Assign a mentor – This person’s role is to keep the expatriate informed about
significant company events and changes while they are away, and to monitor the
expat’s career interests.
• Provide career management – Ensure that the job assignment on repatriation
meets the employee’s needs.
• Write repatriation agreements – Provide a guarantee in writing of the terms of
international assignment and repatriation.
Copyright © 2026 Pearson Canada Inc. 17-3
