I appreciate Leonidas thoughts and like to add one more: don't underestimate the question of cultural fit. Even if you think global in your business, it is very likely that most of your people are local and share a cultural basis. Watch out for the cultural fit if you want to keep things as they are or search for a candidate that is able to change the culture if this is one of your goals.
I would say that to a large extent it depends on what kind of SME it is. If you consider International New ventures and, espessially, Born globals and Micromultinationals, then global staffing would certanly be a widespread option among them.
The geocentric policy approach to staffing assigns job positions to any person best suited for the position, regardless of the employee’s background, culture or country of origin. The main advantage of this staffing policy approach is that it is highly flexible. It can increase the firm’s cultural knowledge about the different markets and countries. However, a disadvantage of this staffing policy approach is that it could be difficult to apply. Immigration policies, costs of worker relocation and diversity management create pressure on HR management.
A geocentric staffing policy seeks the best people for key jobs throughout the organization, regardless of nationality. The advantages of a geocentric approach are: (1) Uses human resources efficiently, (2) Helps build strong culture and informal management network. The disadvantages of the geocentric staffing policy are: (1) National immigration policies may limit implementation, and (2) It is expensive to implement. A geocentric approach is typically appropriate for firms unitizing a global or transnational strategy. Thus mainly its depend on what kind of small and medium enterprises you took about, if SMEs working in international market,then the GSP can applied in SMEs