What do managers look for in candidates for international assignments?

Abstract

Globalization of business highlights the need for individuals with the right skills and experiences for international assignments. Gender, age, ethnicity, family situation, professional qualifications, past international experiences, as well as psychological characteristics can be counted among the selection criteria of a candidate for such assignments. This current study examines the role of assignment context and selecting manager characteristics in the selection process. First, these candidate characteristics are considered together with features of the assignment such as duration, destination, and task performed to examine if their consistency are critical. Second, whether managers draw from their own past and consider their own family situation and international experiences, or select a candidate with same gender, age, or ethnicity is investigated. The findings suggest that without matching manager characteristics and assignment features, candidate characteristics are of little importance.

Recruiting Business Expatriates in Portugal: The Moderating Role of Employee Willingness

“…Considering the study findings and the research key questions, two major streams of results exploration and discussion are suggested. First, in what concerns recruitment and staffing approaches to expatriation assignments observed in the multinational business contexts considered by the study, the findings are in part consistent with the existing literature on the topic (Anderson, 2005; Cheng & Lin, 2009; Harris & Brewster, 1999; Kandogan, 2018; Makela et al, 2010; Shen & Lang, 2009; Tungli & Peiperl, 2009; Zhu et al, 2017). The preferential use of internal recruitment options guided or bounded by closed and informal coordination systems and staffing criteria is documented for mature multinational companies and Anglo-Saxon developed economies (Brookfield, 2016; KPMG, 2020; Shen & Lang, 2009; Tungli & Peiperl, 2009).…”

“…Analytical work was theoretically driven. Expatriate recruitment systems and practices were analysed considering two dimensions: (a) degree of formality and (b) openness/inclusiveness of existing systems (Anderson, 2005; Harris & Brewster, 1999; Kandogan, 2018; Makela et al, 2010; Shen & Lang, 2009; Tungli & Peiperl, 2009). Expatriate willingness screening was driven by the existing expatriate opt-in motivation literature (de Eccher & Duarte, 2016; Dickmann & Baruch, 2011; Doherty & Dickmann, 2009; Froese & Peltokorpi, 2011; Halberger & Brewster, 2009; ; McNulty & Brewster, 2019Mol et al, 2009; Pate & Scullion, 2010; Peltokorpi & Froese, 2009; Suutari & Makela, 2007; Tharenou, 2008; Waxin et al, 2019), and it focused on checking the existence of tensions between structural conditions and personal positionings (Bourdieu, 1972/1990; Costas, 2013; Deleuze & Guattari, 2004; Ehrenberg, 1998; Elliot, 2015; Lindgren & Wåhlin, 2001; Sainsaulieu, 1985), possibly moulding employee motives and opt-in/out decisions.…”

“…By involving people in an international work assignment who aren’t able to do or don’t want to do the work, everything involved in their management becomes more difficult (Bonache et al, 2021). In the case of business assigned expatriation and in less developed contexts, one may say this issue is exacerbated, as the needed change and adjustment, essential for assignment and firm internationalisation success, complicates the picture even further (Anderson, 2005; Haslberger et al, 2013, 2014; Harris & Brewster, 1999; Kandogan, 2018; Makela et al, 2010; Shen & Lang, 2009; Tungli & Peiperl, 2009).…”

Business (un)usual: Critical skills for the next normal

“…DeLong & Elbeck, 2018; Goleman, Boyatzis, & McKee, 2001;Graf, 2004;Kandogan, 2018), this delicate balance between technical and interpersonal skills has become increasingly important in changing business environments. Therefore, it is vital that human resource practitioners ensure the accurate measurement and assessment of soft skills throughout the recruitment process to ensure the effective evaluation of these skills given their importance in the next normal.…”

Japanese expatriates' management in global assignments: A review and research agenda

“…One issue that has not been examined in the context of Japanese expatriates is the influence of family on their willingness or the decision to undertake global assignments. The selection of and the capability to attract the right candidates is critical to successful expatriation (Kandogan, 2018). Given the context of global war for talent and boundary-less labor market, it is important to understand how families can influence the Japanese expatriates' decision-making process of expatriation so that practitioners can act upon the findings.…”