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tive business world of today, employees must be considered as one of the most important assets to an organization. The effective management of human resources, recruitment and selection are essential functions for any organization which is determined to achieve long term success in its business activities (Torrington et al., 1991, pp.182-201). Moreover, for every organization seeking to attract talented and educated workforce it is fundamental to develop specific techniques to allure candidates, in order to be able to choose from broad range of professionals (Newell, 2006, p.68). In the particular case of POG Azerbaijan, recruitment and selection are of critical importance due to the fact that the qualified engineers and geosciences are crucial for the operating of the oil platforms and infrastructure. When organization recruits the right people, provide them with sufficient training and reward their labor that tends to produce good results for the company’s current and future success. For example, for POG Azerbaijan insufficient qualified engineers and geoscientists may result in missed potential opportunities of oil exploration, oil platform and infrastructure disabilities or the need of hiring costly expatriates to fulfill the missing positions.

From the information presented in the case, it is apparent that the senior management of POG Azerbaijan is focused on transforming the company into transnational organization. Despite that it is evident that the company is using Ethnocentric staffing policy – appointing mostly parent country nationals (PCNs) on management positions, regardless of where they are. In the case of the Azerbaijani subsidiarity of POG ninety percent of the executives are of Dutch nationality. However, the company is aimed at increasing the local workforce to ninety percent in five years’ time, emphasizing on appointing host country nationals (HCNs), transferring its staffing policy from ethnocentric to polycentric (Dowling, Welch and Schuler, 1999, pp.70-72). Analyzing the characteristics of the local business environment, the company would highly benefit from such a transition and would be able to take advantage of the host country nationals’ knowledge about the local business practices and specifics. Not to mention the potential savings of paying costly remuneration to expatriate employees.

Recruitment and selection problems of the company are a consequence of differences between the company’s corporate culture and the culture of local human resources. The goal of the company is to double its workforce in the next five years, meaning recruiting and selecting one thousand new employees. In order to improve its recruitment outlook the company may establish its own Talent Management program. Talent management is the process of requiring and developing human capital for the needs of the organization (McKinsey & Company, 2001).The process consists of four interconnected stages – attracting, selection, development and retaining of talent.

Source: Own interpretation

Through the implementation of talent management program, POG Azerbaijan would be able to find and select the right people, develop and deploy their talent for the current and future benefits of the organization.

Another recommendation to the company is to establish close relationships with local universities and study programs. That will enable the co本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。