International Assignee Selection an

International Assignee Selection and Cross-Cultural Training and Development
Paula Caligiuri
Rutgers University (USA) and Università Bocconi (Italy)
Ibraiz Tarique
Pace University (USA)
Multinational firms today compete on the effectiveness and competence of their core human talent around the world. Increasingly, these core individuals are being required to operate effectively across a variety of national borders and in a greater number of cross-national job assignments. These international assignees, including all employees working outside of their own national borders (e.g., parent country nationals, third country nationals, host country nationals), have collectively become vital for the success of multinational firms. These international assignees fill critical staffing needs in subsidiaries, manage key projects, transfer knowledge and corporate culture across geography, work on multinational teams, and perform many other critical tasks for their firms.
International assignments can be very challenging personally. While immersed in new cultural environments, international assignees are out of their own comfort zones and are susceptible to a variety of challenges such as the inability to speak the host national language, the inability to cope with the stress of culture shock, the inability to interact effectively with host nationals, and the like. Past research suggests that individuals who are not predisposed or prepared to confront these challenges may perform poorly, be maladjusted, etc.
Given the criticality of their roles and the associated challenges of living and working in another country, maximizing the cross-national effectiveness of international assignees has become an increasingly important function for researchers and human resources (HR) practitioners alike. From a strategic perspective, optimizing the effectiveness of international assignees – core talent for most multinational firms’ is a significant HR activity. Within an entire HR system, two specific functions which promote cross-cultural effectiveness among international assignees will be the focus of this chapter: (1) selection and (2) training and development. Other HR activities, such as compensation, performance management, and repatriation, will not be discussed in this chapter yet should be integrated into a comprehensive HR program for managing international assignees.
Within the selection and training functions, there are three major areas that have emerged in both the research and practice of managing international assignees. The first includes the individual-level antecedents of international assignee success, such as personality characteristics, language skills, and prior experience living in a different country. The second includes the process issues for effectively selecting global assignees, such as realistic previews, self-selection, and assessment. The third includes training and development issues for preparing international assignees to live and work in new cultural environments such as designing effective crosscultural training programs. This chapter will cover these important areas and offer some suggestions for future research.

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Pilihan pengalihan internasional dan pelatihan lintas-budaya dan pengembanganPaula CaligiuriRutgers University (USA) dan Universita Bocconi (Italia)Ibraiz TariquePace University (USA) Perusahaan-perusahaan multinasional hari bersaing pada efektifitas dan kompetensi inti mereka bakat manusia di seluruh dunia. Semakin, orang-orang inti ini yang diperlukan untuk beroperasi secara efektif di seluruh berbagai batas-batas nasional dan di sejumlah besar lintas pekerjaan tugas. Ini assignees internasional, termasuk semua karyawan yang bekerja di luar batas-batas nasional mereka sendiri (misalnya, orang tua warga negara, warga negara ketiga, warga negara tuan rumah), secara kolektif telah menjadi penting bagi keberhasilan perusahaan multinasional. Assignees internasional ini mengisi kebutuhan staf kritis pada anak perusahaan, mengelola proyek penting, transfer pengetahuan dan budaya perusahaan di geografi, bekerja pada tim multinasional, dan melakukan banyak tugas-tugas penting lain untuk perusahaan mereka. Tugas internasional bisa sangat menantang secara pribadi. Sementara tenggelam dalam lingkungan budaya baru, internasional assignees keluar dari zona kenyamanan mereka sendiri dan rentan terhadap berbagai tantangan seperti ketidakmampuan untuk berbicara bahasa nasional host, ketidakmampuan untuk mengatasi stres budaya shock, ketidakmampuan untuk berinteraksi secara efektif dengan warga negara tuan rumah, dan sejenisnya. Penelitian sebelumnya menunjukkan bahwa orang-orang yang tidak cenderung atau siap untuk menghadapi tantangan-tantangan ini mungkin berkinerja buruk, akan menyesuaikan diri, dll. Given the criticality of their roles and the associated challenges of living and working in another country, maximizing the cross-national effectiveness of international assignees has become an increasingly important function for researchers and human resources (HR) practitioners alike. From a strategic perspective, optimizing the effectiveness of international assignees – core talent for most multinational firms’ is a significant HR activity. Within an entire HR system, two specific functions which promote cross-cultural effectiveness among international assignees will be the focus of this chapter: (1) selection and (2) training and development. Other HR activities, such as compensation, performance management, and repatriation, will not be discussed in this chapter yet should be integrated into a comprehensive HR program for managing international assignees. Dalam pemilihan dan pelatihan fungsi, ada tiga bidang utama yang muncul dalam penelitian dan praktek pengelolaan assignees internasional. Yang pertama termasuk pendahulunya individu-tingkat keberhasilan internasional pengalihan, seperti karakteristik kepribadian, keterampilan bahasa, dan pengalaman hidup di negara yang berbeda. Kedua mencakup masalah proses efektif memilih assignees global, realistis preview, pilihan diri dan penilaian. Ketiga meliputi pelatihan dan isu-isu pembangunan untuk mempersiapkan internasional assignees untuk tinggal dan bekerja di lingkungan budaya yang baru seperti mendesain program pelatihan crosscultural efektif. Bab ini akan mencakup bidang-bidang penting ini dan menawarkan beberapa saran untuk penelitian.