New book: The Handbook of Human Resources Management

Mr. Mueller recently co-authored a chapter in the 1200 page Springer Media “Handbook of Human Resources Management” on the topic of  “Search for International Executive Talent”. Here is an excerpt of the chapter. Please feel free to contact us if you are interested to receive futher information on the topic.


Living Reference Work EntryHandbook of Human Resources Management
Date: 20 October 2015 Latest Version

Copyright: Springer-Verlag Berlin Heidelberg
Human Resources Marketing and Recruiting: Search for International Executive Talent
Gustav Mueller



As large and middle market companies increasingly become global enterprises in order to grow and to survive, their structures and organizations have to adapt and grow in the home region as well as in their subsidiaries. One of the challenges for leadership and human resources is finding and integrating the right kind of talent in key positions abroad. The language, culture, management style, and the way of doing business are unique in every country and region across the globe. Successful corporations have learned, many times through trial and error, to adapt to the “local way” in order to gain respect with customers and employees in the respective countries. However, the first obstacle to overcome is to gain awareness of this fact, to accept it at all levels, and then to execute this strategy successfully. The cooperation of all departments and levels is required to strategize, plan, and implement a global workforce strategy with a global perspective and local insight. “Think globally, act locally” is an often used phrase that also to some extent applies to global talent acquisition efforts. Is this a task for HR? Yes, but not on their own. Business leaders drive strategy and guide the team to achieve the vision. Business leaders know what is required locally and on global scale to win and sustain successful business relationships. Business practices span across international borders since multinational customers now have global operations that expect a uniform standard and often demand a key account approach, as well as a local contact and fulfillment entity. Therefore, companies doing business with multinational customers are forced to drive a dualistic approach and be global but with local offerings and delivery. Broken down from that, a clear profile of talent can be defined that will be best suited to execute on that strategy. But aside from education, skills, and experience of candidates that fit that bill, a deciding factor will be cultural fit – cultural fit in terms of company culture as well as country culture. Culture is a soft factor and especially on the company/corporate level not always defined or written down. Many things have to come together to find the right people to fit in that environment and are equipped to achieve sustained success. Finding, selecting, and then hiring should be a joint effort between HR and the business leadership. Done right in a collaborative fashion, finding and integrating the best players will have a multiplier effect on an organization and can catapult an organization to new levels. There are several aspects that decide how successful recruiting and hiring will play out.

Search for International Executive Talent

A Changing International Leadership Challenge

What is leadership? For the purpose of this article, it represents a leadership-driven culture that cascades down from the very top to the second and third levels below depending on the size of the organization.

Filling leadership roles always has been and seems to be an even more important issue now facing organizations around the globe. Most multinational organizations are aware of the importance and sometimes urgency to recruit and attract the very best to lead their global or regional organizations. The question is, are companies equipped with the right mind-set, knowledge, and tools to take on the global leadership acquisition challenge?

Every century since the industrial revolution has brought change, new ideas, and new constraints to businesses, but now organizations face the new landscape of a now global economy operating at a rapid pace across borders. A paradigm change has started, stemming from new demands and immense technological advancements that will possibly also widen the gap between generations and their management/leadership styles. A mainstream leadership style has and is undergoing change as a result of large corporate ethics scandals in previous decades and partially perceived management failures before and during the last major recession in the year 2008 and following…..

Link to Springer Media: Handbook of Human Resources Management

Please contact us to receive further information on this topic