Author: Michael Coates, managing director, Protostar Leadership Development

Topic: Search and selection

About: Protostar Leadership Development

Michael Coates is the founder of Protostar Leadership Development and has many years experience of managing, recruiting and training employees around the globe, particularly in Europe, USA and Southern Africa. All Protostar’s consultants have experience of managing in an international environment and can coach, train and assess managers who work globally.

OVERVIEW

• Moving a new or existing employee to another country, is a potentially expensive and risky venture. Aside from the obvious issues such as visa's, contracts, salary package, expat benefits and the practicalities of managing them from a distance; the fundamental issue is selecting the correct person in the first place.

• With a typical expatriate package averaging at 3-4 times annual salary, selecting the wrong person is an expensive mistake, but more than that, you could be placing an entire family into a highly uncomfortable situation.

WHEN TO USE THIS GUIDE

• Organisations who are venturing in to international hiring or expat moves, for the first time. By avoiding the most common pitfalls when selecting the employee, you are far more likely to have:

• an effective, motivated employee
• an employee with a happy and secure family
• less cost for the organisation
• less HR time required for support.

10-STEP ACTION PLAN
 
There are a number of areas that you should consider before selecting a candidate

1. Do you really need to move someone internationally? 

What is your rationale? Hiring a local often means that:

• they are cheaper
• they are more comfortable in the local environment
• they have a support network
• they speak the language
• they are more likely to be culturally sensitive.

Assuming that you intend to hire a new employee and move them internationally, consider:

2. How do you intend to find them?

While expensive, I would always recommend using a search and selection firm that has an office in both the home and host countries. 

Local expertise is key for:

• finding good candidates
• knowing the legal issues (sometimes adverts must be written in the local language)
• undertaking first interviews
• avoiding any culturally insensitive actions.

3. Advertising

Placing a printed advert assumes that you know:

• Most appropriate media
• preferred layout
• legal restrictions
• your translation will not be embarrassing.

Online advertising reduces these risks. Get statistics to identify market leaders in that country. Monster.com is often a safe bet, although ensure they place it in all regions of the country. Remember also that online recruiting is not as common place in some countries. Withdraw or change the advert if a candidate informs you of an error.

4. Selecting a suitable candidate

There are a number of factors that you should research thoroughly through interview, psychometrics and casual chats with the candidate and their family.

There are some specific online analysis tools for international moves:

• overseas assignment inventory (OAI)
• global assessment inventory (GAI) 
• major relocation companies also have a wealth of tools, practical advice and checklists.

5. Have they fully discussed as a family, the implications of an international move?

• While it may seem exciting, the reality is often; loneliness, inability to get a job for the other family members, disruption to education, home sickness and a massive practical upheaval. (Obviously not all end up like this.) 

• Talk with the family and ensure that they have as much information as possible about the area they will be living and the practical aspects of the move.

6. How sociable is your candidate?

Psychometrics such as OPQ32 or MBTI can back up your behavioural interview in terms of how easy they find it to communicate with others: make friends and build social and business networks. They will need these skills if they are to avoid living in a solitary environment. Many other cultures are far more expressive, sociable and family orientated than in the UK. Would they find this uncomfortable?

7. How patient are they?

Again psychometrics can help, however at an interview ask for numerous examples of:

• situations that have frustrated them.
• where they have experienced delays or obstacles.

Look to see how they handled these situations. In many cultures, British promptness is simply alien and agreeing to have something completed by the end of the week, is just a nice thought. How would your candidate react?

8. Cultural fit

Obtain evidence that they have experienced and been sensitive to other cultures. Maybe they have friends or colleagues from other countries or possibly they have travelled extensively.

• Look for examples of how they interacted
• Did they immerse themselves into the country or simply stay in the western style hotel?
• Have they ever witnessed extreme poverty, and what was their reaction?
• If moving to the 'developing world' provide examples of what they might experience and see how it affects them.

Those who genuinely seem to value those differences and have previously immersed themselves into unfamiliar places or situations, are more likely to fit culturally.

9. Religious sensitivity

In USA, Africa, Latin America or Southern Europe, you will find a far greater emphasis on the Christian church being a major part of life and your employee must be conscious of this. Similarly the other main religions prevail in many regions and this may not match their own religion, whether they are devout or not. Do they understand the differences? Do they understand the implications regarding behaviour such as:

• dress code
• language (calling a bear Mohamed)
• role of women.
• praying at work
• importance of faith.

10. Ability to change

• Psychometrics, behavioural interviewing and talking to their boss are key to identifying how easy they find change. Can they prove that they relish change? Moving internationally is a massive change. Are they ready for it?

EXPECTED OUTCOMES | RESULTS
One year in..

A year has passed and your employee’s international assignment is proving to be a success. You know this because:

• the HR and payroll department hardly ever hears from them
• you have made an unannounced call to speak to their partner and feedback was positive about the move. (Yes, risky but worth it)
• you have spoken periodically to the employee and also received little or no negative feedback
• appraisal ratings are high (get them to seek feedback from colleagues)
• no other expat has come to you demanding something because this initial expat was given it.
• you don’t consider them to be an HMEP 'High Maintenance Ex Pat!'

FOR MORE INFORMATION 

Protostar Leadership Development
Contact: Michael Coates
T: 0191 3855455
E: info@protostar-dev.com 
                                                      www.protostar-dev.com

In addition, advice and support is provided on expat policies, visa requirements, international payroll and all other administrative requirements by Global HR Consultants.

Global HR Consultants
Contact: Alan Marshall
T: 01325 339058
E:: enquiries@globalhrc.co.uk
www.globalhrc.co.uk
www.expatexpert.co.uk