Selecting employees for expatriation involves matching aptitude and experience to job needs. But multinationals are also increasingly taking other factors into consideration before sending staff on foreign assignment.

"Four to five, or even 10 years ago, we were looking much less at intercultural and interpersonal skills and focusing mainly on technical skills. Now we're looking at intercultural and interpersonal skills, and whether a person is a good representative for the company overseas. We're focused more on the softer side," says Achim Mossmann, director of international HR for Siemens, one of the world's largest electrical engineering and electronics companies, which is headquartered in Berlin and Munich.

A certain level of maturity is a plus

When choosing an employee for expatriation, Siemens initially bases its decision on three areas: personal development, management need, and pure transfer of know-how. Then the firm considers whether a person will be able to assimilate within a new culture, and if he or she has a willingness to deal with change. In addition, the company requires that an employee have very good communication skills and strong interpersonal skills.

Although Siemens evaluates employees prior to assignments, skills, including the soft ones, are addressed as part of the company's management review process. Each year, employees are rated on 17 of these kinds of abilities, which include interpersonal and leadership skills. Evaluations are referenced in connection with expat assignments.

The so-called soft skills are crucial to the decision-making process. An impatient, very pushy person, for example, is not likely to be the best employee for an expat assignment, Mossmann explains.

Personal circumstances

By the same token, family issues can be a factor when it comes to selection.

For example, an employee may have a spouse who earns a significant income and loss of that income would be unacceptable. Although Siemens helps to find employment opportunities within the company or with other organisations, spousal income is not the company's responsibility, says Mossmann.

Similarly, an ailing parent may be a factor in relocation. And a situation like this is one the company is not in a position to address.

Employees who are tapped for expat assignments have the opportunity to say yea or nay, Mossmann explains. "An active discussion between the manager and the employee is part of the review process," he says. Nevertheless, employees are often reluctant to state they don't want to go for fear their careers may be jeopardised. Family issues, however, usually give them the opportunity to step back gracefully.

When skills shortcomings or personal circumstances impede an employee from taking an assignment, it doesn't mean the door is shut on future opportunities. Expat assignments, which typically run three years, are the norm at Siemens. At any given time, the firm has approximately 4,000 assignees worldwide.

Serving clients worldwide

Companies now use 'self-selection' tools

Like Siemens, global consulting and financial advisory firm Deloitte Touche Tohmatsu selects employees for expatriation based on a number of factors.

Deloitte has two distinct programmes. One is driven by worldwide global needs, and the other is driven by the company's desire to develop its people globally.

At the senior level, partners within the organisation participate in the strategic expatriate programme. These individuals are highly-skilled professionals with proven track records who are selected for assignments based on their strategic expertise in specific areas. At this level, it is assumed employees have the soft skills required. Placement is driven largely by client need, and is often based on a technical skill set and a particular industry: for example, an expert in accounting with a background in the automotive industry may be required.

Grooming for growth

The firm's global development programme, on the other hand, is for managers who have been with the firm for approximately four to eight years.

Employees can self-select into the programme, provided they meet certain criteria, says Gary Bottfeld, director of international human resources for U.S.-based Deloitte. Some areas of the company also use the programme for high performers, tapping them for assignments with the ultimate goal of putting them on a fast-track career path, he says. Yet even in these situations, assignments, which typically run 18 months, are based on self-selection.

"Although we have to have specific needs, a lot is driven by individuals and what they bring to the table," Bottfeld explains.

One of the prerequisites is an ability to be flexible. Deloitte also seeks individuals with a level of maturity. In the past, when the company has had problems with placements, they were usually with younger expats. "We tend to find more maturity among those who are married," says Bottfeld, though he notes marriage is by no means a requirement for programme selection.

The programme is developmental, from a technical, professional, and personal standpoint, says Bottfeld, pointing out that, as such, participation requires a fairly independent individual. He also cites the importance of good communication skills.

Considering the big picture

Communication is an essential skill, and it's an important part of the expat selection process as well. In addition to the dialogue between management and employees, Deloitte recognises that other conversations are necessary.

With this in mind, the company provides each employee interested in its global development programme with a tool for exploration. A self-assessment workbook, which covers the various professional and personal aspects of expatriation, is designed to be used by the employee and his/her spouse or partner.

Among the book's sections is a case study. As an employee and partner analyse the circumstances of a fictitious potential assignee and his wife, the exercise provides insight into their own readiness for expatriation.

Deloitte's tool is intended to facilitate a dialogue between employees and their spouses. Deloitte finds this conversation is a key component—in making a case for, or against, expatriation.

June 2005

Paula Santonocito is a freelance writer specialising in workforce management issues. She is the author of more than 500 articles on a wide range of topics.

Subject: Expatriate selection, expat assignments