International Expatriate Selection Process

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There are three main processes regarding international expatriate selection (H. Hays, 1974). The first process comes from the HR Department that provides realistic previews concerning the international assignments. The second process is a self-selection or self-assessment process that allows the candidates to determine if the mission fit with his or her personal situation, family situation, career stage and general expectations. The third process is the traditional and formal candidate evaluation that should include the several measurements identified in the previous section, such as personality, past or related experience and language control. First, during the selection phase, companies should provide information about the international…show more content…
Self-selection tools enable candidates to evaluate themselves on dimensions such as personality and individual characteristics, family issues such as spouse and children integration, and career issue (Caligiuri & Phillips, 2003). For this concern, intranet interface with “candidate pools” are commonly used by companies to include information such as the availability of the employee, preferred countries, skills references, technical knowledge, abilities or even international contacts. Finally, to assess potential expatriates with valid formal selection methods many possibilities exist. Internal processes such as “paper and pencil tests”, motivation letter and curriculum assessment, physical interview or on-phone interview are commonly used by many companies. External processes such as the use of assessment centers that provide personality test, IQ test, general knowledge test or collective assessment to make behavioral observation, are less commonly used but have to be…show more content…
Today, in many companies, the selection organization of the relevant expatriate ‘falls under what we came to call the `coffee-machine system’’ (H. Harris and C. Brewster, 1999). The ‘coffee machine selection system’ is the most common form of expatriate selection nowadays (H. Harris and C. Brewster, 1999). In fact, the selection becomes informal, based on criteria described by a third person who does not know in detail either the assignment or the necessary skills for the mission abroad. The candidate is therefore selected on the basis of recommendations. Indeed, most international assignee selection generally happens using the most informal methods: recommendations of peers or supervisors (Brewster & Harris, 1999) with few dimensions assessed such as work experience and willingness to relocate. Another dimension that have to be taken in consideration is the sector in which the company operates. For instance, B. A. Anderson (2005) has demonstrated the limited role of HR managers in public and private sector: selection is mainly based on technical competence, with minimal attention being paid to the interpersonal skills and domestic situations of potential international

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