International Mobility and Managing
The case focuses on decisions regarding the expatriation status of four of the company’s most talented executives as well as on Solvay’s overall talent management practices. The paper includes problem identification, case analysis, identification and discussion of alternative solutions, and recommendations with an implementation outline.
Marcel Lorent, head of International Mobility at Brussels-based Solvay Group, faces decisions on the expatriation status of four of his firms talented executives. Each decision will impact the candidates professional and personal life and will have implications for effective management and growth in Solvays global markets.
Decision making with other members in organization is very important because every action needed decision making, planning a business, managing performances, care the employee and customers, every time every actions based on decision making.
The ultimate principle of the rational choice paradigm is to choose the alternative with the highest subjective expected utility. To identify the problem or recognize and opportunity, further, deciding how to process the decision. After that, we can develop a list of possible solution.
Marcel Lorent, HR manager for international Mobility at Solvay should have to decide four expat processes, but those four expat is not unusual cases, so he is on dilemma.
First candidate, Fabrizio Ponte, to move from Italy to China, but he cared for his mother who lived alone in Italy.
Second, Joel Marion, he was arranged to return to Brussels after 13 years in Mexico and North America. Yet there had no suitable positions to Marion.
Third candidate, Pedro Ribeiro, his wife might return to Brazil because of the chance of practice of her job, so that Ribeiro might move back to South America also.
Lorent knew the last candidate was not always be able to adapt to a new organization, and he worried this candidate might not be accepted in the new position, but the business