Boost Juice in Germany
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International Human Resources
Assessment 2 – Group Presentation
Boost Juice Expatriate Program Challenges in Germany
March 23, 2010
Authors: SindooraNiranjan, 110024230 Maggie Sinclair, 110058024 Kai Zhi Lee, 100111728 Ke Yu, 100070856 Harnie Kumaraguru, 110026969
Word count: 1105 (excluding external referencing)
Introduction
The concept of Boost brand was created in 1998 when the founder, Janine Allis, realized the fashion of the juice bar when on holidays in the United States. She researched the growing demand and found a huge market opportunity for a healthy fast food alternative in Australia.
The first boost juice bar was formed in 2000 located in Adelaide (Boost Juice 2011). The company has expanded internationally with 200 stores in Asia, Europe, and the Middle East through the way of Franchising. This report will analyse and discuss various potential human resource issues when considering the deployment of an Expatriate to Germany to support expansion. In particular, the issues faced by the organization within the five arenas of recruitment and selection, training and development, cross-culture, performance management, and compensation.
1.1 Expatriate Recruitment & Selection
Involvement of the expatriate’s spouse in any pre-assignment, on-assignment and post-assignment training and support, particularly in language and cultural training (Salas et al. 2006; Shen 2005; Morgan et al. 2004; Scholes 2003; Mendenhall & Stahi 2000, Yavas & Bodur 1999) is essential. A spouse’s attitude and predisposition can influence the willingness of a dual-career expatriate to accept international assignments. Expatriates are less likely to agree to relocate and/or experience higher failure rates if experiencing these family stresses. (Harvey 1997; Andreason 2008).
In order to prevent expatriate failure, Boost must select candidate with high emotional intelligence (EI) and personality characteristics of openness
International Human Resources
Assessment 2 – Group Presentation
Boost Juice Expatriate Program Challenges in Germany
March 23, 2010
Authors: SindooraNiranjan, 110024230 Maggie Sinclair, 110058024 Kai Zhi Lee, 100111728 Ke Yu, 100070856 Harnie Kumaraguru, 110026969
Word count: 1105 (excluding external referencing)
Introduction
The concept of Boost brand was created in 1998 when the founder, Janine Allis, realized the fashion of the juice bar when on holidays in the United States. She researched the growing demand and found a huge market opportunity for a healthy fast food alternative in Australia.
The first boost juice bar was formed in 2000 located in Adelaide (Boost Juice 2011). The company has expanded internationally with 200 stores in Asia, Europe, and the Middle East through the way of Franchising. This report will analyse and discuss various potential human resource issues when considering the deployment of an Expatriate to Germany to support expansion. In particular, the issues faced by the organization within the five arenas of recruitment and selection, training and development, cross-culture, performance management, and compensation.
1.1 Expatriate Recruitment & Selection
Involvement of the expatriate’s spouse in any pre-assignment, on-assignment and post-assignment training and support, particularly in language and cultural training (Salas et al. 2006; Shen 2005; Morgan et al. 2004; Scholes 2003; Mendenhall & Stahi 2000, Yavas & Bodur 1999) is essential. A spouse’s attitude and predisposition can influence the willingness of a dual-career expatriate to accept international assignments. Expatriates are less likely to agree to relocate and/or experience higher failure rates if experiencing these family stresses. (Harvey 1997; Andreason 2008).
In order to prevent expatriate failure, Boost must select candidate with high emotional intelligence (EI) and personality characteristics of openness