Recruitment and Selection

INTERNATIONAL
RECRUITMENT &
SELECTION
1
APPROACHES TO STAFFING
• Ethnocentric approach: few foreign subsidiaries have any autonomy and
strategic decisions are made at headquarters. Key positions in domestic and
foreign operations are held by managers from headquarters.
• Polycentric approach: the MNE treating each subsidiary as a distinct national
entity with some or a lot of decision-making autonomy.
• Geocentric approach: the MNE is taking a global approach to its operations,
recognizing that each part (subsidiaries and headquarters) makes a unique
contribution with its unique competence.
• Regiocentric approach: utilizes a wider pool of managers but in a limited way.
Staff may move outside their home countries but only within the particular
geographic region. Regional managers may not be promoted to headquarters
positions but enjoy a degree of regional autonomy in decision making.
• Definition of expatriate:
• PCN: Parent Country Nationals
• HCN: Host Country Nationals
2
• TCN: Third Country Nationals
3
REASONS FOR INTERNATIONAL ASSIGNMENTS
4
5
ROLES OF EXPATRIATES
6
ROLES OF EXPATRIATES (1)
• The expatriate as an agent of direct control. The use of staff transfers

can be regarded as a bureaucratic control mechanism, where the
primary role is that of ensuring compliance through direct
supervision.
• The expatriate as an agent of socialization. The expatriate assists in
the transfer of shared values and beliefs, and corporate beliefs.
• Expatriates as network builders. This is viewed as a way of
developing social capital by fostering interpersonal linkages that can
be used for informal control and communication purposes
7
ROLES OF EXPATRIATES (1)
• Expatriates as boundary spanners. Boundary spanning refers to

activities, such as gathering information, that bridge internal and
external organizational contexts. Expatriates are considered boundary
spanners because they can collect host country information, act as
representatives of their firms in the host country, and can influence
agents.
• Expatriates as language nodes
• Transfer of competence and knowledge. International assignments do
assist in knowledge sharing and competence transfer, and encourage
adoption of common work practices which may strengthen elements of
corporate culture.
8
EXPATRIATES FAILURES
9
INTERNATIONAL
SELECTION
10
11
OVERVIEW OF SELECTION SYSTEMS
• THREE MOST IMPORTANT SELECTION

SYSTEMS:
• TEST
• ASSESSMENT
• INTERVIEW
12
TYPES OF EMPLOYMENT TESTS
• Cognitive aptitude
• Psychomotor abilities
• Job knowledge
• Work-sample
• Vocational interests
• Personality
6-13
COGNITIVE APTITUDE TESTS
• Measures individual’s ability to learn, as well as to

perform a job
• Form of IQ test
• Helpful in identifying job candidates who have
extensive knowledge bases
6-14
PSYCHOMOTOR ABILITIES TESTS
• Strength
• Coordination
• Miniaturization in assembly operations
6-15
JOB-KNOWLEDGE TESTS
• Measure candidate's knowledge of duties of position

for which he or she is applying
• Based on job analysis information
6-16
WORK-SAMPLE
• Perform set of tasks representative of job

• Job related
• Produces high validity
• More acceptable to applicants
6-17
PERSONALITY TESTS
• Self-reported measure of:

-Traits
-Temperaments
-Dispositions
• Tap into softer areas, such as leadership, teamwork,
and personal assertiveness
6-18
ONLINE ASSESSMENT
• Organizations are increasingly using the Internet to test

applicants.
• Makes it faster and easier to process applications
• Can check job applicants on their technical abilities
ASSESSMENT CENTERS
• Require candidates to perform activities similar to

those on the job
• Examples:
• In-basket exercises
• Management games
• Leaderless discussion groups
• Mock interviews
21
https://www.youtube.com/watch?v=yqGE78VLL_A
PEOPLE DIMENSION 22
INTERVIEW
23
EMPLOYMENT INTERVIEW
• Goal-oriented conversation where interviewer and

applicant exchange information
• Continues to be primary method used to evaluate
applicants
• At this point, candidates are assumed to be
qualified
UNSTRUCTURED INTERVIEW
• Asks open-ended questions

• Encourages applicant to do much of the talking
• Is often time consuming
• Potential legal issues
6-25
STRUCTURED INTERVIEW
• Series of job-related questions asked of each

applicant
• Increases reliability and accuracy by reducing
subjectivity and inconsistency of unstructured
interviews
BEHAVIORAL INTERVIEW
• Behavioral questions prompt applicants to relate actual incidents
relevant to target job.
• Look for three main things:
• Description of a challenging situation
• What the candidate did about it
• Measurable results
• Example: Describe a situation where you were responsible for
motivating others.
SELECTION IN A GLOBAL PERSPECTIVE
• Country’s culture plays a major role in determining

whether an executive or an employee will be
successful or not
• Majority of firms are deeply rooted in the culture of
their home countries and thus affect selection
processes
Strategies for breaking the expatriate glass ceiling
29

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INTERNATIONAL

• The expatriate as an agent of direct control. The use of staff transfers

• Expatriates as boundary spanners. Boundary spanning refers to

• THREE MOST IMPORTANT SELECTION

• Measures individual’s ability to learn, as well as to

• Measure candidate's knowledge of duties of position

• Perform set of tasks representative of job

• Self-reported measure of:

• Organizations are increasingly using the Internet to test

• Require candidates to perform activities similar to

• Goal-oriented conversation where interviewer and

• Asks open-ended questions

• Series of job-related questions asked of each

• Country’s culture plays a major role in determining

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