Virtual reality as HR firewall: using simulation performance to de-risk global venturing
Subrata ChakrabartyPurpose
This paper aims to address international assignment failures during global venturing. It shows how chief human resources officers (CHROs) can transition pre-departure evaluation from an administrative checkbox into a data-driven barrier that protects corporate investments.
Design/methodology/approach
This paper bridges research with practice. It extends empirical findings on international service performance to a new corporate framework where candidates are evaluated in immersive virtual reality environments to establish uniform readiness metrics.
Findings
Traditional resume screening and passive orientations fail to predict international success. This paper demonstrates that an individual’s virtual reality (VR) simulation performance could help predict on-the-ground capability. Strategic HR can systematically de-risk global mobility budgets by using specific performance metrics as deployment gatekeeping mechanisms.
Practical implications
Practitioners gain a visual framework to automate global mobility pipelines. The paper outlines operational metrics for using VR simulation tests to halt high-risk deployments before field costs occur.
Originality/value
This paper reframes global talent mobility as a strict financial risk discipline. Instead of using virtual reality purely for training, it introduces a model where VR performance scores serve as an HR firewall, giving the CHRO a measurable tool to protect cross-border venturing assets.