Case Study is attached in PDF Format. Please read it to its entirety.
Case Study
Instructions
Survey, question, read and review the information in the case study provided. Select the key problems and issues in the
case study. Read and review the five case study questions provided.
In addition to answering the case study questions, be sure and establish sufficient background information, relevant facts
as well as the most important issues. Be sure and demonstrate that you have researched the problems in this case study.
In addition, each paper should be neatly typed, should use appropriate graphics, and should be approximately 5- 7 pages
in length, not counting title page, reference page(s) or appendices. Should be doubled-space, 12 pt font Times New
Roman, 1 inch margins, and adheres to current APA guidelines.
As you answer the five case study questions provided, be sure and include specific and realistic solutions or changes that
are needed. Evaluate the pertinent segments of the case study. Analyze what is working and what is not working. Support
your proposed solutions with solid and substantive evidence including information from the course textbook, discussions
and the weekly lessons presented thus far in our course.
Assemble the specific strategies that you propose for accomplishing the solutions. Recommend any further action that
should be taken. In essence, what should be done and who should do it and why should they do this?
Closing the golf – preparing US Executives for Assignments in Mexico
On a summer’s day in 2017, Charles Ramoz-Ramírez was chairing a meeting of the six most senior employees of the HR
consultancy he established almost five years ago. His decision to establish the consultancy was an extremely difficult one
for him, as he held a senior, well-paid and secure position as an HR executive within a Multi-National Corporation (MNC)
based in New York. This HR position within the MNC involved training and developing professional executive staff such as
engineers and project managers to undertake overseas assignments mainly in Spanish-speaking countries in South
America.
At this meeting with his senior staff, Charles reminded them about the history of the consultancy for which they now work.
He reminded them that there were two main reasons which underpinned his decision to leave the employment of the MNC
and set up the consultancy business. First, he found himself being invited to deliver, on an increasingly frequent basis,
specialized training sessions on expatriate programs organized by independent training organizations and even other
MNCs. He concluded from the frequency of these requests that there was a scarcity of HR professionals who possessed
genuine expertise in preparing US executives for assignments in Mexico. Second, he did not agree with his HR director’s
view of expatriate training which was very much a case of ‘send them and see’. That is, his HR director did not doubt that
pre-departure training for expatriates was helpful, but she did
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