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t is quite natural that companies base their selection on technical and managerialskills for a particular position.
f candidates are recruited internally, the company can thenverify the performance completed during their last missions.
However, many studies showthat selection based on expatriate expertise is often overvalued by firms (Dowling, 1999)
(Swaak, 2005), (Chew.J, 2004).
However this criterion alone does not ensure the success of the mission. The second criteria refers to the personal competences of the expatriate(Tung,1981) .
The expatriate personality is recognized for being a dominant element of success (Tung cited by Dowling, 1999) (Harvey, 2001).
t is however important to stress onthe difficulty in defining the capabilities of an individual. Above all, the candidate must bemotivated to emigrate and have a real desire to work abroad and experience a newculture
in this way
he could perform his task with pleasure and tend to work harder to reachhis goal. The personality and tenacity of candidate should be dominant criteria to checkduring the selection. Expatriate has to be flexible, possess relationship skills (Ronen 1989) beopen-minded, self-confident (Mendenhall and Odou, 1985) and be interested in othercultures, especially the culture he is going to meet. Empathy is another key issue inexpatriation; it represents the ability of the expatriate to be in a non-judgmental approach.
Thanks to empathy
the individual may understand why people from other cultures thinkdifferently from him
The flexibility and the resistance to uncertainty permit the expatriateto adjust its behaviour in different situations.
n intercultural situations, it is necessary to beable to adapt to the practices of host countries and not to apply the methods learned andapplicable in its native country. A non-judgmental approach is an important means to workwith people different without prejudice. This capability should be implemented whenexpatriate interact with local people. The family status acts directly on the adjustment of expatriates (Dowling, 1999).
Multinationals should include in the selection process thefamily dimension in order to detect any reluctance for the family to expatriate.
Briody andChristman (1999) stated that spouses encounter more difficulties in adapting thanexpatriates.
ndeed, the adaptation of the partner and the adaptation of the expatriate areclosely linked.
Lots of expatriation mission failed because of inadaptability of the partner inforeign countries.
Thus, some companies should interviews the expatriate partner's in thefinal stages of selection in order to identify possible risks of reluctance of the mission.
t is also that the company evaluate language skills as an important factor of key success forthe expatriate (Dowling, 1999).
Language barrier is a disability that reduces the quality of work by increasing the risk of not being understood.
Understand and being understood is abasic but important issue for expatriates.
Language differences are considered a majorobstacle to communication between individuals from different backgrounds and also areason of amplified culture shock. Once the company has identified the most importantcriteria to be met by candidates in order to be in line with the company strategy, the nextstep is how to evaluate the criteria and how doing the selection.
Most companies tend touse just a few recruitment tools when there are many (L. Stroh, 1998).
The internationalrecruitment method and tools used by HR are largely the same as for a national recruitment.The first one will be the study of the curriculum vitae which permits to analyse the