Chapter # 5

Recruiting and Selecting Staff for

International assignment

Presented By
Prof. Dr. Md. Mayenul Islam
 Chapter Objectives
• We focus on the ‘Managing the people’ aspect
of IHRM:
• Issues relating to staffing foreign operation.
• The resons for using international assignments:
filling positions and developing managers and
organizations.
• Various types of international assignment.
• Various non-standard arrangements
• The role of expatriates and non-expatriates in
supporting international business activities.
• Return on investment of international
assignments
• The role of the corporate HR functions in MNEs.
 Issues in International Staff Selection
• 1. The myths of Global manager: We believe that a global
manager is simply a myth. They don’t exist, in our experience. Simply,
everyone that we have worked with is rooted in a particular country and
culture. Where we grow up has a profound impact on how we view the
world. For most this means where you were born. The major
exceptions may be the U.S., Canada, Australia, New Zealand and the
U.K. which are the great immigrant nations of the world.
• Multinationals depend on being able to develop a pool of
international operations from which they can draw as
required. Such individuals have been variously labeled
‘international managers’ or global manager appears to be
based on the following myths or assumptions:
• (a) There is a universal approach to management.
• (b) People can acquire multicultural adaptability and
behaviors.
• (c) here are common characteristics shared by
successful international managers.
• (d) There are no impediments to mobility.
 Issues in International Staff Selection
• 2. Profile of an expatriate: Table 5-1shows
the current profile of an expatriate, drawn
from results of a 2005 GMAC GRS
worldwide survey of 125 multinational
representing both small and large
organization. Given the important roles
commonly assigned to expatriate. It is logical
to assume that MNEs take great care in their
selection process.
Table
5-1
Current expatriate profile

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Figure International assignments:
5-1 factors moderating performance

IHRM Chapter 5 6
 Issues in International Staff Selection
• 3. Expatriate Failure: There are three questions related to failure: Its
definition, the magnitude of the phenomenon and the costs associated
with failure.
• (a) What do we mean by expatriate failure? The term expatriate failure
has been defined as the premature return of an expatriate because of
selection error.
• (b) What is the magnitude of the phenomenon we call expatriate
failure? Main causes is inability to handle an international assignment.
• (c ) What are the cost of failure? These can be both direct and indirect.
Direct costs include airfares and associated relocation expenses, salary
and training. The indirect costs are harder to quantify in money terms
but can prove to be more expensive for company. Many expatriate
positions involve contact with host-government officials and key client.
• Failure has an effect on the expatriate concerned who may loss self
esteem, self-confidence and prestige among peers. Failure
performance may be marked by decreased motivation, lack of
promotional opportunities, or even increased productivity to
compensate for failure. These are additional cost to organization. .
 Factors Moderating Performance
• There has been considerable research that has
attempted to identify factors that moderate
performance (Figure 5-1).
• 1. Inability to adjust to the foreign culture:
This factor has been a consistent reason given
for expatriate failure. Reasons for failure are:
• Family concerns
• Accepted new position in the company
• Completed assignment early
• Cultural adjustment challenges
• Security concerns
• Career concerns
Figure
5-2
The phases of cultural adjustment

IHRM Chapter 5 9
 Factors Moderating Performance
• 2. The process of Adjustment
• The concept of an adjustment cycle or curve, depicted in figure 5-2,
is helpful in demonstrating the typical phases that may be
encountered during cultural adjustment. The curve on based on
psychological reactions to the assignment and comprises certain
phases:
• 1. Phase # 1: Commences with reactions prior to the
assignment, the expatriate may experience a range of positive or
negative emotions such as excitement, anxiety, fear of unknown or a
sense of adventure. There can be upswing of mood upon arrival in
the assignment country that produces what has been referred to as
the tourist phase.
• 2. Phase # 2: Period of Crisis: This can be critical time, and how the
individual copes with the psychological adjustment at this phase has
an important outcomes in terms of success or failure.
• 3. Phase # 3: Pulling Up. As the person begins to adjust to new
environment.
• 4. Phase # 4: This levels of off over time to what has been
described as healthy recovery.
 Factors Moderating Performance
• 3. Length of assignment: There is some evidence that
length of assignment does not contribute to adjustment
and performance.
• 4. Willingness to move: In a situation where an
employee is a reluctant expatriate or accompanied by
reluctant family members, it is more likely that they may
interpret negatively events and situations encountered in
the new environment. An expatriate posting as a
desirable appointment-an opportunity to travel and live
overseas leading to positive outlook on the foreign
assignment.
• 5. Work environment related factors: Adjustment to
work role itself however, was negatively associated with
intent to stay. Effective skill utilization was significantly
related to job satisfaction, organization commitment and
intent to finish the international assignment.
 Selection Criteria
• It should be noted that selection is a two-way process between the
individual and the organization. A prospective candidate may reject
the expatriate assignment, either for individual reasons, such as the
perceived toughness of a particular culture. It is a challenges for
those responsible for selecting staff for international assignment to
determine appropriate selection criteria. Figure 5-3 illustrates the
factors involved in expatriate selection:

• 1. Technical ability: Technical and managerial skills are and

essential criterion. Multinational place heavy reliance on relevant
technical skills during the expatriate selection process.

• 2. Cross-cultural suitability: Expatriate required cross-cultural

ability that enable the person to operate in new environment.

• 3. Family requirements: The contribution that the family, particularly

the spouse. Makes to success of the overseas assignment is now
well documented. Spouse opinion, involvement of the spouse is
important.
Figure
5-3
Factors in expatriate selection

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 Selection Criteria
• 4. MNE requirements: MNE may consider the proportion of
expatriate to local staff when making selection decisions, mainly as
an outcome of its staffing philosophy. In multinational three
situational factors are involved such as
• (a) the mode of operation involved,
• (b) the duration and type of assignment and
• (c ) the amount of knowledge transfer.

• 5. Language: The ability to speak the local language is an aspect

often linked with cross cultural ability and it is importance factor in
selection decision.

• 6. Country/ Cultural requirement: International firms are usually

required to demonstrate that a HCN is not avaiable before that host
government will issue the necessary work permit and entry Visa.
Many developed countries are changing their legislation to facilitate
employment related immigration.
Table
5-2
Harris and Brewster’s selection typology

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 4 Dimensions for successful Expatriate Selection
• 1. Self-oriented
Expresses adaptive concern for self-preservation, self-
enjoyment, mental hygiene.

• 2. Perceptual
Accurately understands why host nationals behave the
way they do.

• 3. Others-oriented
Cares about host national co-workers and affiliates with
them.

• 4. Cultural-toughness
Able to handle the degree to which the culture of the host
country is incongruent with that of the home country.
Table
5-3
Barriers to females taking international assignments

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