SlideShare uma empresa Scribd logo
1 de 15
Analysis on selection policy and
criteria for expatriate selection in
Bangladesh
Who is expatriate?
   Expatriate is a person who leaves his
    country to work and live in a foreign
    country.
Why We Require Expatriate in
Bangladesh?
 The unavailability of the required skills
  and talents takes the organization to
  source talent from other countries.
 To get the job done more efficiently
  and effectively.
Risks Involved in Hiring Expat in
Bangladesh.
 Recruitment of expatriates involves
  greater time, monetary resources and
  other indirect costs.
 Improper recruitment and selection
  can cause the expatriates to return
  hastily or a decline in their
  performance.
Expat Selection Policy in
Bangladesh
   In Bangladesh there is no fixed policy for
    recruiting expatriates and it depends on the
    individual organizational policy.

   The organizations in Bangladesh mainly try
    to follow the European policy for recruiting
    expatriates.

   Companies apply Ethnocentric, Polycentric,
    Regiocentric and Geocentric as per
    requirement.
Selection Criteria
   Technical ability– ensure that the
    person chosen for a given jobs abroad
    has the competencies, abilities,
    knowledge and experiences that are
    required in order to perform well.

   Past international work experience–
    The candidate should be well
    experienced and should have
    expertise skill.
Selection Criteria (cntd.)
   Cross-cultural suitability– ensure
    that the person is knowledgeable of
    the culture of the foreign countries for
    his or her mission. It is important to
    consider that the lack of knowledge
    about the culture of other country is
    one of the primary reasons for failure
    of expatriate jobs. That is, the
    employee should have Adaptability to
    the new culture
Selection Criteria (cntd.)
   Family requirements – this is
    important because, in general, it is not
    just the decision of one person but
    with the couple. Different studies that
    there are great connections and
    correlations between the adjustment
    aspect of the spouse and the
    expatriate.
Selection Criteria (cntd.)
   Country/cultural requirements – it is
    important to focus on the macro-
    environmental factors which can be
    found in the foreign country, which
    include the political and environmental
    risk, which can affect safety of the
    employees.
Selection Criteria (cntd.)
   Language – language is the primary
    aspect connected to communication;
    communication on the other hand is a
    vital factor which causes success of
    relationship in the team, which will result
    to productivity and efficiency. Therefore,
    it is important to send person who is
    experienced and knowledgeable, at the
    same time, can verbally and non-verbally
    communicate using the language of the
    foreign country.
Selection Criteria (cntd.)
   Company requirements – it is
    important to consider the different
    requirements needed by the company
    where to send the expatriate. It is
    important to consider, that there are
    some regions in the world that do not
    accept women for managers and
    leaders. Therefore, it is important to
    consider these aspects.
Selection Criteria (cntd.)
   Empathy towards local culture–
    The candidate should have soft corner
    towards the cultural trend of
    Bangladesh.

   Flexibility– It considers how much an
    employee may be flexible while acting
    as an expatriate in Bangladesh.
Selection Criteria (cntd.)
   Tolerance and open-mindedness–
    the expatriate should be in the habit of
    zero tolerance and open-mindedness.

Recruitment of expatriates should
be followed by cultural and
sensitivity training, and language
training.
Conclusion
   In conclusion we can say that most of
    the processes are not as visible and
    clear as it says in literatures. There is
    no specific policy for recruiting
    expatriates in Bangladesh, companies
    customize policies as and when
    needed; that is, it changes time to
    time, considering situation,
    government rules, organizational
    policies, and other factors.
Analysis on selection policy and criteria for expatriate selection in Bangladesh

Mais conteúdo relacionado

Mais procurados

Recruitment and Selection of HR for Global Assignments
Recruitment and Selection of HR for Global AssignmentsRecruitment and Selection of HR for Global Assignments
Recruitment and Selection of HR for Global Assignments
Ruhi Beri
 
Expatriates and HR Presentation
Expatriates and HR PresentationExpatriates and HR Presentation
Expatriates and HR Presentation
Jon Norris
 
Selection of expatriate managers
Selection of expatriate managersSelection of expatriate managers
Selection of expatriate managers
Irshad Ahmed
 

Mais procurados (20)

International Performance Management
International Performance ManagementInternational Performance Management
International Performance Management
 
Managing expatriates
Managing expatriatesManaging expatriates
Managing expatriates
 
Ihrm
IhrmIhrm
Ihrm
 
International Human Resource Management
International Human Resource ManagementInternational Human Resource Management
International Human Resource Management
 
Chapter 6 performance management
Chapter  6 performance management Chapter  6 performance management
Chapter 6 performance management
 
International HRM & Labor relations
International HRM & Labor relationsInternational HRM & Labor relations
International HRM & Labor relations
 
Recruitment and Selection of HR for Global Assignments
Recruitment and Selection of HR for Global AssignmentsRecruitment and Selection of HR for Global Assignments
Recruitment and Selection of HR for Global Assignments
 
The challenges faced by female expatriate
The challenges faced by female expatriateThe challenges faced by female expatriate
The challenges faced by female expatriate
 
Chapter 3 international staffing
Chapter   3 international staffingChapter   3 international staffing
Chapter 3 international staffing
 
Expatriates and HR Presentation
Expatriates and HR PresentationExpatriates and HR Presentation
Expatriates and HR Presentation
 
Expatriate failure
Expatriate failureExpatriate failure
Expatriate failure
 
Selection of expatriate managers
Selection of expatriate managersSelection of expatriate managers
Selection of expatriate managers
 
Expatriate Training And Development
Expatriate Training And DevelopmentExpatriate Training And Development
Expatriate Training And Development
 
international human resource management - human resource
international human resource management - human resourceinternational human resource management - human resource
international human resource management - human resource
 
IHRM
IHRMIHRM
IHRM
 
Variable that moderate difference bw dhrm and ihrm
Variable that moderate difference bw dhrm and ihrmVariable that moderate difference bw dhrm and ihrm
Variable that moderate difference bw dhrm and ihrm
 
Performance management in international context
Performance management in international contextPerformance management in international context
Performance management in international context
 
Chapter 1 introduction to ihrm
Chapter   1 introduction to ihrmChapter   1 introduction to ihrm
Chapter 1 introduction to ihrm
 
Ihrm chapter4
Ihrm chapter4Ihrm chapter4
Ihrm chapter4
 
Expatriate training
Expatriate trainingExpatriate training
Expatriate training
 

Semelhante a Analysis on selection policy and criteria for expatriate selection in Bangladesh

Running head International Assignments .docx
Running head International Assignments                           .docxRunning head International Assignments                           .docx
Running head International Assignments .docx
charisellington63520
 
Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx
Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docxRunning Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx
Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx
charisellington63520
 
Global Recruitment n Selection (1).pptx
Global Recruitment n Selection (1).pptxGlobal Recruitment n Selection (1).pptx
Global Recruitment n Selection (1).pptx
ruchisingh462615
 
Ihrm staffing-121206000212-phpapp02
Ihrm staffing-121206000212-phpapp02Ihrm staffing-121206000212-phpapp02
Ihrm staffing-121206000212-phpapp02
malikjameel1986
 

Semelhante a Analysis on selection policy and criteria for expatriate selection in Bangladesh (20)

Unit 1
Unit 1Unit 1
Unit 1
 
Future of hrm
Future of hrmFuture of hrm
Future of hrm
 
Future of hrm and international hrm
Future of hrm and international hrmFuture of hrm and international hrm
Future of hrm and international hrm
 
Running head International Assignments .docx
Running head International Assignments                           .docxRunning head International Assignments                           .docx
Running head International Assignments .docx
 
Chap11
Chap11Chap11
Chap11
 
Chap11
Chap11Chap11
Chap11
 
Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx
Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docxRunning Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx
Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx
 
International HRM by Caleb Joshua, MSW(HR), Bishop Heber College, Trichy.
International HRM by Caleb Joshua, MSW(HR), Bishop Heber College, Trichy.International HRM by Caleb Joshua, MSW(HR), Bishop Heber College, Trichy.
International HRM by Caleb Joshua, MSW(HR), Bishop Heber College, Trichy.
 
GLOBAL H R M – Unit - 2.pptx
GLOBAL H R M – Unit - 2.pptxGLOBAL H R M – Unit - 2.pptx
GLOBAL H R M – Unit - 2.pptx
 
IHRM 2.pptx
IHRM 2.pptxIHRM 2.pptx
IHRM 2.pptx
 
recruitment and selection Team islam.pptx
recruitment and selection Team islam.pptxrecruitment and selection Team islam.pptx
recruitment and selection Team islam.pptx
 
Global Recruitment n Selection (1).pptx
Global Recruitment n Selection (1).pptxGlobal Recruitment n Selection (1).pptx
Global Recruitment n Selection (1).pptx
 
IHRM.pptx
IHRM.pptxIHRM.pptx
IHRM.pptx
 
International HRM
International HRMInternational HRM
International HRM
 
Global human resource management gcm
Global human resource management gcmGlobal human resource management gcm
Global human resource management gcm
 
Ppt ch 15 hrm
Ppt ch 15 hrmPpt ch 15 hrm
Ppt ch 15 hrm
 
IHRM-Presentation.pptx
IHRM-Presentation.pptxIHRM-Presentation.pptx
IHRM-Presentation.pptx
 
Ihrm ppt
Ihrm pptIhrm ppt
Ihrm ppt
 
Ihrm staffing-121206000212-phpapp02
Ihrm staffing-121206000212-phpapp02Ihrm staffing-121206000212-phpapp02
Ihrm staffing-121206000212-phpapp02
 
chapt-5-.ppt
chapt-5-.pptchapt-5-.ppt
chapt-5-.ppt
 

Analysis on selection policy and criteria for expatriate selection in Bangladesh

  • 1. Analysis on selection policy and criteria for expatriate selection in Bangladesh
  • 2. Who is expatriate?  Expatriate is a person who leaves his country to work and live in a foreign country.
  • 3. Why We Require Expatriate in Bangladesh?  The unavailability of the required skills and talents takes the organization to source talent from other countries.  To get the job done more efficiently and effectively.
  • 4. Risks Involved in Hiring Expat in Bangladesh.  Recruitment of expatriates involves greater time, monetary resources and other indirect costs.  Improper recruitment and selection can cause the expatriates to return hastily or a decline in their performance.
  • 5. Expat Selection Policy in Bangladesh  In Bangladesh there is no fixed policy for recruiting expatriates and it depends on the individual organizational policy.  The organizations in Bangladesh mainly try to follow the European policy for recruiting expatriates.  Companies apply Ethnocentric, Polycentric, Regiocentric and Geocentric as per requirement.
  • 6. Selection Criteria  Technical ability– ensure that the person chosen for a given jobs abroad has the competencies, abilities, knowledge and experiences that are required in order to perform well.  Past international work experience– The candidate should be well experienced and should have expertise skill.
  • 7. Selection Criteria (cntd.)  Cross-cultural suitability– ensure that the person is knowledgeable of the culture of the foreign countries for his or her mission. It is important to consider that the lack of knowledge about the culture of other country is one of the primary reasons for failure of expatriate jobs. That is, the employee should have Adaptability to the new culture
  • 8. Selection Criteria (cntd.)  Family requirements – this is important because, in general, it is not just the decision of one person but with the couple. Different studies that there are great connections and correlations between the adjustment aspect of the spouse and the expatriate.
  • 9. Selection Criteria (cntd.)  Country/cultural requirements – it is important to focus on the macro- environmental factors which can be found in the foreign country, which include the political and environmental risk, which can affect safety of the employees.
  • 10. Selection Criteria (cntd.)  Language – language is the primary aspect connected to communication; communication on the other hand is a vital factor which causes success of relationship in the team, which will result to productivity and efficiency. Therefore, it is important to send person who is experienced and knowledgeable, at the same time, can verbally and non-verbally communicate using the language of the foreign country.
  • 11. Selection Criteria (cntd.)  Company requirements – it is important to consider the different requirements needed by the company where to send the expatriate. It is important to consider, that there are some regions in the world that do not accept women for managers and leaders. Therefore, it is important to consider these aspects.
  • 12. Selection Criteria (cntd.)  Empathy towards local culture– The candidate should have soft corner towards the cultural trend of Bangladesh.  Flexibility– It considers how much an employee may be flexible while acting as an expatriate in Bangladesh.
  • 13. Selection Criteria (cntd.)  Tolerance and open-mindedness– the expatriate should be in the habit of zero tolerance and open-mindedness. Recruitment of expatriates should be followed by cultural and sensitivity training, and language training.
  • 14. Conclusion  In conclusion we can say that most of the processes are not as visible and clear as it says in literatures. There is no specific policy for recruiting expatriates in Bangladesh, companies customize policies as and when needed; that is, it changes time to time, considering situation, government rules, organizational policies, and other factors.