The PPT is for reference purpose.

1. Strategic Human Resource Management – KMB HR04
Topic: Leadership and Strategic Issues in
International Assignments (Part 2 of 2)
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

2. A Model for the Strategic Management of
International Assignments (Source: Waxin 2008a)
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

3. Step 1: Strategic Planning and Job Analysis
According to Waxin (2008), the first step for each international
assignment consists of establishing:
(1) the goals
(2) the job description
(3) the job specification
(4) the ownership for the responsibility of managing the full
expatriation/repatriation cycle.
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

4. Step 2: Recruitment
According to Waxin (2008) the main objectives of international
recruitment are:
(1) elaborating the ways and means which permits the organization to
attract an adequate number of motivated and qualified
international candidates
(2) identifying candidates who are ready for filling foreign positions at
the lowest possible cost
(3) Deciding upon the source and method of recruitment.
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

5. Step 3: Selection
According to Waxin (2008) the main objectives of the selection process
are:
(1) enabling the choice of right fir for international assignment
(2) minimizing the risk of assignment failure and all types of related
costs
(3) assigning candidates to suitable positions in order to maximize the
organization’s and the candidate’s benefit.
The choice of expatriate selection
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

6. Typology of Expatriates Selection Processes
(Source: Harris and Brewster 1999)
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

7. Step 4: Preparation
Before sending the expatriate on international assignment, he/ she is
given training (pre-departure training):
(1) Language Training
(2) Cultural Training
(3) Consultancy for managing personal and family life
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

8. Step 5: Adjustment
Expatriates’ adjustment to their new role and environment is of great significance,
both to the organization and to the managers themselves. From the organization’s
perspective, expatriates’ degree of adjustment partially predicts performance and
completion of the mission. From the managers’ perspective, adjustment is a factor
of job satisfaction and psychological well-being.
There are three specific aspects of adjusting to the assignment expatriates can
struggle with:
• Work adjustment refers to the expatriate’s level of comfort with his or her work
environment
• Interaction adjustment involves the extent to which an expatriate is comfortable
with his or her interpersonal contact with host country nationals
• General adjustment encompasses the comfort of an expatriate with the cultural
environment in the host country
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

9. Step 6: Performance Appraisal
When designing a performance appraisal system, at least four elements
should be taken into account: the objectives of the organization, the
staffing perspective, the internationalization strategies, and the
particularities of the local context.
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

10. Step 7: Compensation
The Components of Expatriate Compensation are:
• Home Leave & Travel Allowance
• Children’s Education Allowance
• Currency Differential Payments
• Relocation Allowance
• Housing Allowance
• Cost of Living Adjustments (COLA)
• Payment to protect from negative tax consequences
• Hardship Posting Allowances
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW

11. Step 8: Repatriation & Retention
Repatriation is the process of bringing the expatriate back to the home
organization after they have completed the international assignment.
Although it is now widely recognized by managers and researchers that
repatriation needs careful managing, this step is generally neglected.
Organizations who manages their expatriates successfully, follows following
practices:
i. Create knowledge and develop global leadership skills
ii. Ensure that expatriates have cross cultural skills to match their technical
abilities
iii. Prepare people to make the transition back to their home offices
These three practices makes international assignments successful.
ACHLA TYAGI, ABES EC (032), AKTU, LUCKNOW