international staffing
Post on 09-Dec-2014
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StudsPlanetLeading Education consultant in India www.StudsPlanet.com
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
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