The initial phase of setting up criteria for global selection, then, is to consider which overall staffing approach or approaches would most likely support the company's strategy, as discussed above, such as HCNs for localization (multifocal) strategic approach and transpatriates for globalization. These are typically just starting points using idealized criteria, however; in reality other factors creep into the process, such as host-country regulations, stage of internationalization, and - most often - who is both suitable and available for the position. It is also vital to integrate long-term strategic goals into the selection process and development process, especially when rapid global expansion is intended. Insufficient projection of staffing needs for global assignments will likely result in constrained strategic opportunities because of a shortage of experienced managers suitable to place in those positions.
The selection of personnel for overseas assignments is a complex process. The criteria for selection are based on the same success factors as in the domestic setting, but additional criteria must be considered, related to the specific circumstances of each international position. Unfortunately, many personnel directors have a long-standing, ingrained practice of selecting potential expatriates simply on the basis of their domestic track record and their technical expertise.15 Too often overlooked is the need to ascertain whether potential expatriates have the necessary cross-cultural awareness and interpersonal skills for the position. It is also important to assess whether the candidate's personal and family situation is such that everyone is likely to adapt to the local culture. There are five categories
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