Why Do Some Global Assignments Fail

Some of these reasons for failed assignments were given by participants in a study by the National Foreign Trade Council and Selection Research International:

• Urgent need to fill position may lead to selection of the best available candidate as opposed to the best choice (81 percent).

• Companies often send someone who has been with the company for many years and is a known entity, but not necessarily a star performer (33 percent).

• Management overrides the advice of human resources (21 percent).

• Assignments are used as rewards for accomplishments having little to do with requirements of a new position (12 percent).

• Individuals are untrained for international assignments (10 percent).

Common practices in another 1995 survey by the two groups found:

• Only 25 percent of organizations responding have a global talent pool integrated with other human resources strategic planning.

• Approximately 50 percent identified technical, managerial and interpersonal competencies that contribute to success.

• Only 31 percent used a formal competency study to identify key international competencies.

• While 94 percent of companies’ line managers assess suitability of candidates, 76 percent also conducted interviews with HR staff; but less than 18 percent used structured interviews.

• Approximately 56 percent said line managers relied on their own judgment in final selection.

• Ninety-six percent stated technical requirements as the most important selection criteria, and 60 percent included the candidate’s personal attributes or ability to adjust.

SOURCE:“Expatriate Failures: Too Many, Too Much Cost, Too Little Planning,” by Reyer A. Swaak, Compensation & Benefits Review, Nov/Dec 1995, pages 50-52.