Selecting somebody for an international assignment requires something more than the usual criteria for outstanding performance in a domestic setting. Candidates will face a range of tough challenges, such as those associated with changes in culture, language and lifestyle.
In their review article of research into the characteristics of expatriate managers, Joe Jordan and Sue Cartwright (1) highlight the confusing amount of competencies and personality characteristics available in the existing literature. They therefore propose a coherent set of construct predictors of success in an attempt to form the basis of a psychological profile that may be useful in selecting expatriate managers. Based on recurrent themes in previous literature, they identify three stable personality factors and four core behavioural competencies:
Personality Attributes
- Openness to experience
This personality variable has recurring positive links with successful performance in an international environment. For example, Sieveking et al (2) discuss how broadmindedness will be required to appreciate cultural differences and openness to change will be required to endure inevitable hardships and frustrations
- Extroversion
Evidence from previous research suggests that high extroversion in the form of gregariousness may not facilitate the social skills necessary for expatriate success, and that extroversion is more important in some cultures than others. However, the relational aspects of expatriation do require a social boldness and participative warm-heartedness that is usually associated with extroversion
- Low anxiety/ neuroticism
As individuals move through the process of relocation and culture shock they experience high levels of stress (3). Emotional stability is therefore required to withstand and recover from such short sharp shocks
Competencies
- Relational abilities
Restricting social interaction has been shown to reinforce feelings of alienation in a culture due to the way it inhibits the learning of new languages, values and customs. It is therefore essential that an individual can interact with the host country nationals through management of first impressions and active listening for example
- Cultural sensitivity
Evidence (4) suggests that effective multi-cultural performance abroad is achieved by being able to switch effectively into which-ever host culture one is in. From a more commercial point of view, the expatriate manager will require an understanding of the global nature of the business and recognise cross-border opportunities
- Linguistic ability
The ability to acquire a second language is critical for success. In addition to establishing multicultural communications, it may be related to the ability to respond to second culture influences
- Ability to handle stress
A worrying amount of stress outcomes result from working abroad, providing conclusive evidence for the inclusion of an ability to handle stress as a competence of the expatriate manager. It is likely that stress management techniques such as rational planning strategies will be critical to the coping process
1. Jordan, J.T. & Cartwright, S. (1998) Selecting expatriate managers: key traits and competencies (Leadership and Organization Development Journal, 19, 2, 89-96.)
2. Sieveking, N., Anchor, K. & Marston, R. (1981) Selecting and preparing expatriate employees (Personnel Journal, March, 197-203.)
3. Furnham, A.(1990) Expatriate stress: the problems of living abroad" in Fisher, S. & Cooper, C. (Eds) (On the Move: The Psychology of Change and Transition)
4. Bochner, S (1981) The Mediating Person.
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