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Recruiting and Selecting Staff for International

Assignments

Chapter ObjectivesThe focus of this chapter is on recruitment

and selection activities in an international context. We will address the following issues:The myth of the global managerSelection criteria for international

assignmentsDual-career couplesGender issues

The focus of this chapter is on recruitment and selection activities in an international context. We will address the following issues:The myth of the global managerSelection criteria for international

assignmentsDual-career couplesGender issues

The global manager

Myth 1: There is a universal approach to management.

Myth 2: People can acquire multicultural adaptability and behaviors.

Myth 3: There are common characteristics shared by successful international managers.

Myth 4: There are no impediments to mobility.

Current Expatriate ProfileCategory PCN (42%) HCN (16%) TCN (42%)

Gender

Age (Yrs)

Marital status

Male (82%)

30-49 (60%)

Married (65%)

Female (18%)

20-29 (17%)

Single (26%)

Partner (9%)

Accompanied by

Duration

Location

Primary reason

Prior international experience

Spouse (86%)

1-3 years (52%)

Europe (35%)

Fill a position

30%

Children (59%)

Short-term (9%)

Asia-Pacific (24%)

Source: based on data from global Relocation Trends: 2002 Survey Report, GMAC Global Relocation Services, National Foreign Trade Council and SHRM Global Forum, GMAC-GRS 2003.

Factors Moderating Expatriate Performance

Inability to adjust to the foreign cultureLength of assignmentWillingness to moveWork-related factors

International Assignments: Factors Moderating Performance

The Phases of Cultural Adjustment

The Phases of AdjustmentThe U-Curve is not normativeThe time period involved varies between

individualsThe U-Curve does not explain how and why

people move through the various phases

Selection CriteriaTechnical abilityCross-cultural suitabilityFamily requirementsCountry-cultural requirementsMNE requirementsLanguage

Using Traits and Personality Tests to Predict Expatriate Success

Although some tests may be useful in suggesting potential problems, there may be little correlation between test scores and performance

Most of the tests have been devised in the United States, thus culture-bound

In some countries, there is controversy about the use of psychological tests ( different pattern of usage across countries)

Use of personality traits to predict intercultural competence is complicated by the fact that personality traits are not defined and evaluated in similar way in different cultures

Although some tests may be useful in suggesting potential problems, there may be little correlation between test scores and performance

Most of the tests have been devised in the United States, thus culture-bound

In some countries, there is controversy about the use of psychological tests ( different pattern of usage across countries)

Use of personality traits to predict intercultural competence is complicated by the fact that personality traits are not defined and evaluated in similar way in different cultures

Factors in Expatriate Selection

Solutions to the Dual-career ChallengeAlternative assignment arrangements

Short-termCommuterOther (e.g. unaccompanied, business travel,

virtual assignments)Family-friendly policies

Inter-company networkingJob-hunting assistanceIntra-company employmentOn-assignment career support

External Barrier Self-established Barriers

HR managers reluctant to

select female candidates Culturally tough locations or

regions preclude female

expatriates Those selecting expatriates

have stereotypes in their

minds that influence decisions

Some women have limited

willingness to relocate The dual-career couple Women are often a barrier to

their own careers by behaving

according to gender based

role models.

Barriers to Females Taking International Assignments

Equal Employment Opportunity Issues

Cultural VariationsLaw and enforcementSocial valuesCorporate practices