International Studies

1. Introduction  

Bosch Group is a worldwide corporation who are involved in the manufacturing of automotive and industrial technology. In the case of Bosch-Kazakhstan, Bosch Group have four main operations ongoing in the country, with Diesel industry being the main focus due to its rapid growth and is forecasted to increase over thirty percent over the next three years.

Kazakhstan is a country located in the central of Asia, with its population ethnicity being Kazakhs, Ukrainians and Russians and other minorities. Main religions include Islam and Christianity. However, although their state language is Kazakh, Russian is used in their day-to-day business and this raises a distinctive possibility of recruitment criteria to consider.

Overall, Kazakhstan’s future economic development strong points include, “country’s steady economic growth, which allows education and higher education spending power to increase without pain elsewhere” (OECD, 2007) Above factors have shown that the education system may by challenging, it can still be both beneficial to Kazakhstan and Bosch in the future.

1.1 Chosen Staffing Strategy

The strategy that our group chose is Geocentric. It is truly based on Bosch’s long-term focus that is solely based on international scale rather than only regional scale. Although Bosch was established in Germany, it has expanded worldwide. Furthermore, Bosch also engages employees from different nationalities. This is evident in the case study that states that there are more than 2200 expatriates working for Bosch worldwide. Bosch also encourages employees in managerial ranks to have at least two years of international working experience. 400 Bosch employees who are working in Germany are also mixture of expatriates and Third Country Nationals (TCNs) are required to work outside their country. Hence, Bosch truly encourages its staff members to work overseas and gain experience.

1.2 Advantages of Chosen Approach

Geocentric, which involves filling positions at both HQ and subsidiary level with the “best person for the job” regardless of their nationality (Morris, S, Gunter K, 2012) 

2.1 Corporate Philosophy

Corporate Philosophy of Bosch Kazakhstan is namely “Leading various industries with a distinctive management system with the special ownership structure. Bosch’s independence lives globally.” Any company can market their products or services but ultimately what differentiates them is the company philosophy.   The three main aspects are the unlimited sense of responsibility, with global understanding and lastly respect for mankind for both employees and customers.

2.2 Environment Conditions 
Internal environment factors that Bosch-Kazakhstan face are Human Resource, Organization Structure and Financial Strength.  Knowledge, experience and capability of Bosch is determining factor of success as most organization pay special attention to recruitment of staff and engage them in training staff to build the organization’s capability. In relation to the case study, Bosch mainly relies on hiring and developing talent from within the firm.

3. Staffing Plan

In relation to the case study, only Diesel industry is forecasted to have an increase of thirty percent for the next three years. Given this fact, and based on the demand and supply analysis from Bosch in Kazakhstan, we came up with a staffing chart for the next eight years.

3.1 Current 2013 – 2016 (Short Term Planning)

In reference to the above chart, Geocentric Approach has been incorporated in this Bosch case study. In the current year 2013- 2016, the development phase of the Diesel Industry would be critically whereby Bosch Group is the current leading firm in the market, which results ability and specialty as their main recruitment criteria.