View
1.081
Download
1
Category
Tags:
Preview:
DESCRIPTION
Citation preview
Chapter 4
Recruiting and Selecting Staff for International
Assignments
Chapter Objectives
In Part I, we demonstrated how people play a central role in sustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved.
In Part I, we demonstrated how people play a central role in sustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved.
Chapter Objectives (cont.)
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 manager The debate surrounding expatriate failure Factors moderating intent to stay or leave the
international assignment Selection criteria for international assignments Dual-career couples Gender 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 manager The debate surrounding expatriate failure Factors moderating intent to stay or leave the
international assignment Selection criteria for international assignments Dual-career couples Gender 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 Profile
Category 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.
Expatriate Failure Definition: Premature return of an expatriate Under-performance during an international
assignment Retention upon completion
Recall Rate Percent Percent of CompaniesUS Multinationals
20 - 40% 7%10 - 20% 69
< 10 24
European Multinationals
11 - 15% 3%
6 - 10 38 < 5 59
Japanese Multinationals11 - 19% 14%6 - 10 10
< 5 76
Expatriate Failure Rates
Reason for Expatriate Failure
US FirmsInability of spouse to adjust
Manager’s inability to adjust
Other family problems
Manager’s personal or emotional immaturity
Inability to cope with larger overseas responsibilities
US FirmsInability of spouse to adjust
Manager’s inability to adjust
Other family problems
Manager’s personal or emotional immaturity
Inability to cope with larger overseas responsibilities
Japanese Firms Inability to cope with
larger overseas responsibilities
Difficulties with the new environment
Personal or emotional problems
Lack of technical competence
Inability of spouse to adjust
Japanese Firms Inability to cope with
larger overseas responsibilities
Difficulties with the new environment
Personal or emotional problems
Lack of technical competence
Inability of spouse to adjust
European Multinationals: Inability of spouse to adjust.European Multinationals: Inability of spouse to adjust.
Costs of Expatriate Failure
Direct costs: Airfares Associated
relocation expenses Salary and benefits Training and
development Averaged $250,000
per early return
Direct costs: Airfares Associated
relocation expenses Salary and benefits Training and
development Averaged $250,000
per early return
Costs vary according to: Level of position Country of
destination Exchange rates Whether ‘failed’
manager is replaced by another expatriate
Costs vary according to: Level of position Country of
destination Exchange rates Whether ‘failed’
manager is replaced by another expatriate
Indirect Cost of Expatriate Failure
Damaged relationships with key stakeholders in the foreign location
Negative effects on local staff Poor labor relations Negative effects on expatriate
concerned Family relationships may be affected Loss of market share
Factors Moderating Expatriate Performance
Inability to adjust to the foreign culture Length of assignment Willingness to move Work-related factors Psychological contract/employment
relationship
The Employment Relationship
The nature of the employment relationship Relational: broad, open-ended and long-term
obligations Transactional: specific short-term monetized
obligations The condition of the relationship
Intact: when employee considers there has been fair treatment, reciprocal trust
Violated: provoked by belief organization has not fulfilled its obligations
The Dynamics of the Employment Relationship
Likelihood of Exit
International Assignments: Factors Moderating Performance
The Phases of Cultural Adjustment
The Phases of Adjustment
The U-Curve is not normative The time period involved varies between
individuals The U-Curve does not explain how and why
people move through the various phases It may be more cyclical than a U-Curve Needs to consider repatriation
Organizational Commitment
Affective component Employee’s attachment to, identification with
and involvement in, the organization Continuance component
Based on assessed costs associated with exiting the organization
Normative component Employee’s feelings of obligation to remain
Why consider the psychological contract?
Nature, location and duration of an international assignment may provoke intense, individual reactions to perceived violations
Expatriates tend to have broad, elaborate, employment relationships with greater emphasis on relational nature
Expectations and promises underpin this relationship
Selection Criteria Technical ability Cross-cultural suitability Family requirements Country-cultural requirements MNE requirements Language
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
Mendenhall and Oddou’s Model
Self-oriented dimensionPerceptual dimensionOthers-oriented dimensionCultural-toughness dimension
Harris and Brewster’s Selection Typology
Formal Informal
Open Clearly defined criteria Clearly defined measures Training for selectors Open advertising of vacancy
(internal/external) Panel discussions
Less defined criteria Less defined measures Limited training for selectors Open advertising of vacancy Recommendations No panel discussions
Closed Clearly defined criteria Clearly defined measures Training for selectors Panel discussions Nominations only (networking/reputation)
Selector’s individual preferences
determine selection criteria and measures No panel discussions Nominations only (networking/reputation)
Solutions to the Dual-career Challenge
Alternative assignment arrangements Short-term Commuter Other (e.g. unaccompanied, business travel,
virtual assignments) Family-friendly policies
Inter-company networking Job-hunting assistance Intra-company employment On-assignment career support
Barriers to Females Taking International Assignments
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.
Equal Employment Opportunity Issues
Cultural Variations Law and enforcement Social values Corporate practices
The United States EEOA within the country International approach
Chapter Summary
Four myths related to the concept of a global manager
The debate surrounding the definition and magnitude of expatriate failure.
(cont.)
This chapter has addressed key issues affecting recruitment and selection for international assignments. We have covered:
This chapter has addressed key issues affecting recruitment and selection for international assignments. We have covered:
Chapter Summary (cont.)
Cultural adjustment and other moderating factors affecting expatriate intent to stay and performance.
Individual and situational factors to be considered in the selection decision.
Evaluation of the common criteria used revealed the difficulty of selecting the right candidate for an international assignment and the importance of including family considerations in the selection process.
(cont.)
Chapter Summary (cont.)
Dual-career couples as a barrier to staff mobility, and the techniques that multinationals are utilizing to overcome this constraint.
Female expatriates and whether they face different issues to their male counterparts.
It is clear that, while our appreciation of the issues surrounding expatriate recruitment and selection has deepened in the past 20 years, much remains to be explored.
The field is dominated by US research into predominantly US samples of expatriates, although there has been an upsurge in interest from European academics and practitioners.
It is clear that, while our appreciation of the issues surrounding expatriate recruitment and selection has deepened in the past 20 years, much remains to be explored.
The field is dominated by US research into predominantly US samples of expatriates, although there has been an upsurge in interest from European academics and practitioners.
Chapter Summary
It is also apparent that staff selection remains critical. Finding the right people to fill positions, particularly key managers – whether PCN, TCN or HCN – can determine international expansion. However, effective recruitment and selection are only the first step. We will explore in the next chapter that maintaining and retaining productive staff are equally important.
It is also apparent that staff selection remains critical. Finding the right people to fill positions, particularly key managers – whether PCN, TCN or HCN – can determine international expansion. However, effective recruitment and selection are only the first step. We will explore in the next chapter that maintaining and retaining productive staff are equally important.
Chapter Summary
Corporate philosophy on recruiting and selection Selection criteria and issues of concern Local and home countries’ policies on foreign labor Variations in national labor law and labor markets Inter-company networking Intra-company arrangement Career assistance programs Training and continuous adaptation
Corporate philosophy on recruiting and selection Selection criteria and issues of concern Local and home countries’ policies on foreign labor Variations in national labor law and labor markets Inter-company networking Intra-company arrangement Career assistance programs Training and continuous adaptation
Chapter Summary (cont.)
Will the factors affecting the selection decision be similar for multinationals emerging from countries such as China and India? If more multinationals are to encourage subsidiary staff to consider international assignments as part of an intra-organizational network approach to management, we will need further understanding of how valid the issues discussed in this chapter are for all categories of staff from different country locations.Another area that remains ignored is the selection of non-expatriates, that is, the international business travelers we discussed in Chapter 3. In our survey of current literature, there is a paucity of recognition of this group. (cont.)
Will the factors affecting the selection decision be similar for multinationals emerging from countries such as China and India? If more multinationals are to encourage subsidiary staff to consider international assignments as part of an intra-organizational network approach to management, we will need further understanding of how valid the issues discussed in this chapter are for all categories of staff from different country locations.Another area that remains ignored is the selection of non-expatriates, that is, the international business travelers we discussed in Chapter 3. In our survey of current literature, there is a paucity of recognition of this group. (cont.)
Chapter Summary (cont.)
The various consulting firm surveys conducted into relocation trends in 2002 that we draw on in this chapter indicate that more multinationals are resorting to replacing traditional assignments with business travel as a way of overcoming staff immobility. Likewise, there is a need for further work into the performance–selection link surrounding non-standard assignments, including commuter and virtual assignments.
The various consulting firm surveys conducted into relocation trends in 2002 that we draw on in this chapter indicate that more multinationals are resorting to replacing traditional assignments with business travel as a way of overcoming staff immobility. Likewise, there is a need for further work into the performance–selection link surrounding non-standard assignments, including commuter and virtual assignments.
Recommended