According to the latest survey by (Chestnut Global Partners), proven failure rates for American employees on international outside the United States missions are as high as 40%; this failure is closely related to the ability of Americans to adapt to different cultures outside the US, (Yu, Subramaniam & Cannella, 2013).
In this paper, I will discuss the criteria that I must consider when selecting employees for a global assignment that is different from their country of origin and the criteria for selecting the personnel who will help me as an international manager in this task.
International Staff Selection Criteria:
First criterion: Priority may be given to employees who are fluent in the language of the country in which they are assigned to work and personnel who have experience dealing with the culture of the same country before. These people will be ideal for tackling the new business destination (Harzing, 2004).
Second criterion: people who have certain leadership qualities, such as initiative, creativity, and the ability to communicate well with others regardless of their cultural differences, in addition to persons who understand well the laws, regulations, and customs of the host country, will surely be well suited for this task, employees who have previously worked or studied in foreign countries will be able to respect difference more than others, (McNamara, 2017).
Third criterion: According to (Eckhard & Steinebach, 2021), there are several tests that employees who are candidates for the job can answer; this is to show their ability to adapt and integrate into international business and deal with cultures different from their own; those tests can measure their ability to sense the differences between their culture and the culture of the host country, and their ability to solve the problems they will encounter as a result of these differences.
Selection Of HR Staff:
First Choice: According to Welch & Welch (2012), HR staff who select people for international assignments are preferably from the same host country, where they can find the right people for the job. They have detailed knowledge of the country as a whole. They will have a measure of cultural empathy, language ability, positive attitude, and emotional stability. These are essential skills for this framework.
Second Choice: choosing human resources employees who enjoy accepting the cultures of others and being open to others who have a genuine passion for people's skills and not prejudge them, the racist HR staff make the work environment really so bad.
Third Choice: Choose them according to their knowledge of the workers' safety and workers' compensation laws in this country, as well as safety requirements, working age restrictions, and anti-discrimination laws.
Conclusion
According to (WHO, 2018), Global Staffing in foreign countries fails not because personnel cannot carry out their duties or workloads but because of the problems of adapting to cultural differences. So, in a world where international work has become a necessity for companies to grow, diversify their businesses, and gain the most significant number of customers, it became clear that the importance of the appropriate selection of employees who are actually able to adapt to the culture of the host country, for example, international companies are hastily sending the most qualified employees abroad without considering the ability of these employees to adapt to a different culture than them. Therefore, these employees may fail to achieve any achievement and may quickly resign to return to their countries.
References
Eckhard, S., & Steinebach, Y. (2021). Staff recruitment and geographical representation in international organizations. International Review of Administrative Sciences, 87(4), 701-717.
Harzing, A. W. (2004). 10 Composing an International Staff. International human resource management, 251.
WHO. (2018). Collaborative Migration Management Strategy, 15. Retrieved from EBSCO multi-search.
McNamara, A. (2017). The importance of working abroad. Logistics & Transport Focus, 19(9), 38–39. Retrieved from EBSCO multi-search.
Welch, C. L., & Welch, D. E. (2012). What do HR managers really do?. Management International Review, 52(4), 597-617.
Yu, T., Subramaniam, M., & Cannella Jr, A. A. (2013). Competing globally, allying locally: Alliances between global rivals and host-country factors. Journal of International Business Studies, 44(2), 117-137.