Expatriate Selection, Training and Support Essay

Expatriate Selection, Training and Support - Essay Example Global HRM specialists assert that it is important for MNCs (Multinational Companies) to attract, recruit and retain employees who can work and live successfully in other countries. Various models are used to determine traits of good expatriate managers (Camilleri, 2011:35). The choice of models of characteristics of good expatriate managers for international assignments has been a long and complex affair (Chew, 2004:15). Past models indicated that functional or technical expertise has been the basis of choosing expatriate managers for various assignments (Sonja, 2003:555). Intensified attempts aimed at identifying appropriate expatriate managers were based on recognising personal characteristics of candidates that could enable them serve as better expatriate managers (Fajana, 2011:58). In other words, training improved their survival during the assignments (Camilleri, 2011:35). Though the models selection may vary according different nations, they are all based on potential characte ristics and functional capabilities of prospective candidates (Huang and Lawler, 2005:1670). It can observed that early studies made out specific issues that could influence the success or failure of expatriate managers, originally very little was done to come up with a systemic approach to the expatriate selection process.It is clear that systemic, organisational and environmental issues impact on an expatriate’s success or failure that were observed from research done on expatriate selection  ... On the other hand, the explanatory approach has been recently adjusted to a predictive approach that takes into account a study of personality characteristics of potential expatriate managers (Budhwar and Sparrow, 2002:377). Specifically, researchers pay more attention to the predictive approach using the big five personality characteristics (Jens, 2007:25). The five characteristics for expatriate success include extroversion, agreeableness, emotional stability, conscientiousness, openness, and intellect. Despite the fact that personality characteristics are said to have predictive power in relation to the success of expatriate managers, the practical research to support this position is insufficient (Semerae et al., 2007:71). An all-inclusive study conducted on the big five characteristics found that conscientiousness was concluded to be the best predictor for individual performance (Jackson, 2002:14). In addition to, the link to organisational performance using this approach as the primary selection is somewhat uncertain. Moreover, the big five attributes the development of classification of soft skills that have been used in expatriate manager selection (Azolukwam and Perkins, 2009:23). Various skill classification schemes have been used to demonstrate the objective of practitioners to set up multiple means to forecast the success of expatriate managers (Price, 2000:45). The Ashridge Management Research Centre stated five skill categories with different items in each classification (Harvey and Novicevic, 2001:71). These include language capabilities, openness to different cultures, strategic awareness and adaptability environmental situations. Other studies that support the soft skill model have increased the number of