Case study: Firms Woo Executives from Third Countries (Global) In the new world of a global workforce and firms foci on global talent management, multinational firms are tapping more third-country nationals for overseas posts. The increase in operations in emerging markets, the high costs of traditional international assignments, and shortages of needed skills in many markets has led to the search for employees from countries other than the parent country of headquarters or the host country of subsidiaries, employees who are referred to as third-country nationals (TCNs). These TCNs often win jobs because they speak several languages (particularly English and the host-country language) and know an industry and or foreign country well. The average number of third-country nationals continues to rise from year to year, according to consultants such as Organization Resources Counselors. Pioneer Hi-Bred International employs 29 TCNs in key jobs abroad, triple the number five years earlier, partly because they accept difficult living conditions in Africa and the Middle East. Raychem has a dozen such foreigners in top European posts, up from eight a few years ago. The numbers are going to increase as Europes falling trade barriers ease relocation, suggests Edward Keible, a senior vice-president. A Frenchman runs the companys Italian subsidiary, a Belgian is a sales manager in France, while a Cuban heads the unit in Spain. Scott Paper, whose ranks of TCN managers has grown from two to 13 within a couple of years, says it will step up its recruitment of young foreigners willing to move around Europe or around the Pacific, says Barbara Rice, their HR chief.

Questions: What culture-related problems and issues do you see in these uses of third-country nationals? How can those culture-related concerns be understood and dealt with? What role does international HR need to take in coping with the cultural issues presented by the use of TCNs?