Our TEAM

MUHAMMAD RIAZ KHAN

MIRZA ZAHEER UL HAQ

FARHAN KHAN

MUBASHAR
 In This presentation……
 Expatriate??
 Advantages of Expatriation
 Disadvantages of Expatriation
 Roles of Expatriates
 Factors Involved ….
 Expatriate Selection Process
 Who Will Be The Selectors?
 Reasons For Expatriation
 Typology Of Expatriates’ Selection Process
 Eight Steps Expatriates’ Selection Process
 Factors Influencing Expatriate Selection
 Literature Review
Expatriate
A person who is
currently living and well
established in a foreign
country but will be hired
by another foreign
country is considered an
expatriate
 Advantages
 Better Equipped with understanding of
Values, attitudes and priorities of the HQ.
(Phatak et al. , 2005)
 Familiar to the products & procedures of
the MNC.
(Deresky, 2003)
 Contributes to the establishment of MNC
objective & policies in foreign Subsidiaries.
(Dowling & Welch, 2004)
 Disadvantages
 Less opportunities for local managers, which can
influence their work morale & motivation
(Derresky, 2003)
 Expatriates are unable to adapt quickly host
country’s culture.
(ibid)
 That result in the ineffectiveness of Expatriates if not
dealt with.
(Dowling & Welch, 2004)
 Not aware of details regarding Local Labor Markets,
Local Education Systems, Specific Techniques &
practices of Host Country, Often lack proper
language skills of host country
(Hutchings, 2002)
 Cost of sending Expatriates is high
(Collings et al. , 2007)
 Roles of Expatriates
 Agent of direct  Bears
control (Harzing,2001c)
Dowling &Welch,2004

Expatriate's Agent Socialization  Bumble bees

Foreign
home (ibid) (ibid) Location
location
 Network Builder  Spiders
(ibid) (ibid)
 Boundary Spanner
(ibid)
 Language node
(ibid)
Expatriate Selection Process
Factors Involved……
 MNC’s Need
 Business line (Area of Business)
 Strategic Goals
 External Market Capturing
 Match between Employee MNC’s Culture

(Harris & Brewster, 1999)

 Who will be Selectors????

 Immediate Supervisor (proposing)

 Group of Senior Manager (Evaluating) (From

place where person works)

 Parent Company Personnel Department

(Evaluating)
 Top Management of HQ (Selecting)

(Harris & Brewster, 1999)

 Reasons For Expatriation
 No suitable HCN

 Opportunity for Managerial Development

 A mean to achieve Organizational Development

 Need for Knowledge Transfer

(Colling et al. ,2007 )

 Typology of Expatriate’s Selection
Systems
Formal Informal
Open  Clearly defined criteria  Less defined criteria
 Clearly defined  Less defined measures
measures  Limited Training for Selectors
 Training of Selectors  No Panel Discussion
 Open Advertising  Open Advertising
(Internal/External)  Recommendations
 Panel Discussion

Closed  Clearly defined criteria  Selector’s individual

 Clearly defined preferences determine Criteria
measures & Measures
 Training for Selectors  No panel discussion
 Panel Discussion  Nominations only
 Nominations only (Networking/Reputation)
(Networking/Reputation

(Harris & Brewster, 1999)

 Eight Step Expatriate Selection
Process
I. Identification of potential expatriate pool of
Candidates
II. IQ assessment of that pool of candidates
III. Determination of Learning Styles of candidates
IV. Determination of Thinking Style of candidates
V. Determination of Assignment Task & Its
Environments
VI. Assessment of Family characteristics
VII. Development of Repatriation program prior to
expatriation
VIII. Selection of expatriate candidates & Assignment
IX. (Harvey & Novicevic, 2001)
 Factors Influencing Expatriate
Selection
Cross-Culture
Re Fam
ili cal

Suitability qu
ire ily
Ab ni
ty

me
ch

nts
Te

Selection
Decision
Co
un

s
Re tr

t
qu y /

en
ire C
ire Cu

m
qu MN
m ltu
e n ra
t l

Re
Language

(Dowling & Welch, 2004)