Coca-Cola: International Human Resource Management
University of Cincinnati
INTB 4050 - International Management
Executive summery
International HR departments are mandated to recruit and train employees for foreign duties.
In this provision, selected employees are transferred abroad to serve in foreign subsidiaries.
This paper focuses on Coca-Cola Company (as a case study) in regard to its expatriate
recruitment and selection processes. Concurrently, Coca-Cola can improve its current
expatriate selection and recruitment criteria using a ‘whole-person’ assessment approach.
Contextually, this report describes viable practices that an organisation can embrace when
selecting employees to serve in foreign countries (International Human Resource). This
regards various aspects of expatriation (Aswathappa, 2005). Using ‘whole-person
assessment’ in improving the current HR practices is important. There are critical advantages
and disadvantages characterizing the use of whole-person assessment method. In addition,
there are reasons why some organisations hardly embrace this method in selecting
appropriate individuals for international job provisions.
Introduction
Coca-Cola Company is among the victorious MNCs globally (Workaholic, 2012). It
embraces the provisions of expatriation to enhance its international operations. This allows it
to remain strategic in the market and augment its global presence. The company practices a
viable recruitment and selection process for expatriates prospected to handle foreign
assignments. The concerned expatriates are acquired through pre-set selection procedures,
training, and expatriation provisions for enhanced international performances.
Considering these factors, it becomes very important for the company to adopt proper
selection methods to be able to find the right expatriate. This provision should also consider
familial aspects. Proper selection of an expatriate is the role of the International HRM
(Dowling, Festing & Engle, 2008). Consequently, the company can employ ‘whole-person’
assessment method to enhance its selection procedures in regard to expatriation. Most people
consider this technique to be very effective. In this paper, the advantages and disadvantages
of this method are investigated. Using Coca-Cola Company as the case study, the methods of
selecting the right employees and whole-person approach will be analyzed (Dash, 2007).
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
Definition of the Whole-Person Concept
‘Whole-person’ assessment concept refers to a comprehensive evaluation of an individual’s
characters/abilities (Forbes, 2010). In regard to expatriation, this is helpful in determining the
suitability of an individual (in regard to his/her body, mind, heart, and spirit) for a given
international job. IHRM assesses an individual to ascertain motivation, performance, and
ultimate success among the prospected expatriates (Forbes, 2010).
Advantages of Whole-Person Method in Selecting a Suitable Expatriate
It is costly to higher competent expatriates. Without proper selection of expatriates, a
company might succeed in a foreign country in the business realms. A whole-person method
presents the most thorough method of assessing the suitability of an individual to this kind of
task (Dowling, Festing & Engle, 2008). Considering only few factors such as the level of
expertise and ability to communicate in a foreign language is not enough to make the person
suitable to work overseas. Precisely, the process ensures that the selected candidates are
suitable for the concerned foreign duties.
Disadvantages of using whole-person approach
Although this method is considered to be the best criterion of selecting the most appropriate
person for a foreign duty, it has some shortcomings. Firstly, it is rather expensive.
Additionally, it needs time to know the in-depth characters, feelings, and family issues of the
preferred candidate (McCourt & Eldridge, 2003). Without proper understanding of the whole-
person a less competent individual can be selected and this could result into failure by the
company. This is a vital provision when considered critically in various contexts.
Criteria used by Coca-Cola Company in Selecting Expatriates
According to Sharon, Steven & Corinne (2002), Coca-Cola has set selection standards to be
used by its HR management when selecting expatriates. The aspects of job analysis, work
design, recruitment, and selections are applicable in the context of expatriation (GBSG,
2003). Coca-Cola considers the following provisions when recruiting expatriates. These
incorporate career development, political conditions, living conditions, spousal adjustment,
and assignment duration (Sharon, Steven & Corinne, 2002). Prospective candidates must
meet such provisions in order to expect any consideration into the expatriation dockets
(Sharon, Steven & Corinne 2002).
The first step adopted by the company is the selection of appropriate expatriates. This occurs
through viable mechanisms including structured interviews, a panel of interviewers, and a
predetermined score guide (GBSG, 2003). The criteria have been standardized to ensure
equality, viability, and appropriateness of the prospected expatriates. At this stage, the
company assesses extraversion, emotional stability, agreeableness, meticulousness, and
tolerance to diversity among the interested applicants (Dlabay, Scott & Calvert, 2010).
Concurrently, the company considers biographical information in order to evaluate the
appropriateness of the concerned expatriate (Sharon, Steven & Corinne 2002). Bio-data
inventories encompass information pertaining to preceding experiences, beliefs, and
considerable virtues (Sharon, Steven & Corinne 2002). From this information, Coca-Cola can
easily determine appropriate candidates for expatriate jobs. These are helpful in recruiting
and hiring the right employee for foreign duties (Onkvisit, 2008).This helps the company to
find the most suited person for any position within the organisation.
Sharon, Steven & Corinne (2002) indicate that training is an important provision for the
Coca-Cola’s expatriate acquisition. The selected candidates who meet the required standards
for expatriation must be trained to induct them into the company and define the concerned
job roles. This is a critical provision when considered critically. Training occurs not only in
the technical aspects but also in the concerned cultural environment where the selected
expatriate will work. Training helps the concerned expatriates to know rules and regulations
of Coca-Cola regarding expatriate jobs. According to Sharon, Steven & Corinne (2002),
training is a continuous process in Coca-Cola and it depends on various contexts. The
company defines the job roles, conducts a periodic appraisal, and provides an accurate
feedback plus viable recommendations.
Since Coca-Cola is a company that operates globally, it prefers to work with people who are
able to communicate in multiple languages. Because they are fluent in foreign languages,
they are able to work effectively in their prospected work stations. The board of directors
demonstrates this standard very clearly. Only 4 individuals out of 21 are from America
(Vance & Paik 2010). Concurrently, Coca-Cola Company uses a recruitment program
intended to identify potential individuals. This occurs right from colleges (Aswathappa,
2005).
For example, Coca-Cola continues to look for college students from foreign countries either
in local universities in the United States or those who are studying abroad (McCourt &
Eldridge, 2003). The student who is recruited into the program is trained then sent back to
their homeland. In addition, the company has an internship program that is aimed at foreign
students who seek to work during their holidays either at home or within the United States.
For example, during the internship period, the interns are allocated work in projects that
requires them to discuss their likes as well as their dislikes of that kind of work (Stahl &
Bjorkman, 2006). Evaluation of each and every intern then follows. This is useful to the
management as they are able to select a potential worker for their company. These standards
really help Coca-Cola Company to find the most talented and suitable expatriates that can
work worldwide (Aswathappa, 2005).
How Whole-Person Assessment will improve the Practices of Coca-Cola Company
Critically, there are several factors to be considered in determining if an individual (an
expatriate) is the best candidate for a given foreign job (McCourt & Eldridge, 2003). It is also
important to improve expatriate selection by using whole-person method. This can be done
by emphasizing on factors including skills for the job, fluency in the foreign language, self-
esteem, family issues, and relationship skills (NeelanKavil & Rai, 2009). For example, it is
critical to understand that viable selection structures for an individual to work in a foreign
country incorporate practical skills.
For instance, Coca-Cola Company selects an expatriate with management skills. It is likely
that such individuals will advance very well in a foreign location. Additionally, if he or she
has strong relationship skills, he or she is likely to develop good relations with the host
country as well as the headquarters of the company. This will help in making the assignments
of this individual even more productive (Perkins & Shortland, 2006).The dexterity for
conflict resolution should also be considered. An individual selected to work overseas can
only be successful to the extent that they advance their careers. Critically, these indicate how
it is possible to improve expatriate selection by using whole-person method.
Critically, in selecting expatriates, Coca-Cola Company (for example) considers the aspects
of self-esteem as indicated earlier. Concurrently, the right person for a foreign task should be
prepared to acquire new attitudes as well as behavioural patterns to suit the kind of working
conditions he or she is likely to face. An expatriate will consequently be more successful if
they are up to the task of working in a completely new environment. In addition, they should
be comfortable in developing networks and making new social contacts (Sparrow, 2010).
Good motivation is not only important to an expatriate but also his or her family. If Coca-
Cola company this factor into consideration they are more likely to be successful in their
foreign missions (McCourt & Eldridge, 2003).
For example, for Coca-Cola Company to avoid chances of terminating an assignment
prematurely, it selects individuals with strong relationship skills (Martin & Chaney, 2012).
Critically, there are some characteristics they should look at in an individual. Individuals who
are likely to be successful are tolerant to ambiguous situations, flexible, and possess strong
social skills and outgoing characters (Stahl & Bjorkman, 2006). Additionally, having high
cultural compassion also contributes to the effectiveness of expatriates. If an individual
believes that his or her own culture is superior to other cultures, then he or she is described as
Ethnocentric. People who are ethnocentric will have more difficulties to adjust to the cultures
of foreign countries. Consequently, they will be perceived negatively by the local people of
that particular country.
Another important factor that Coca-Cola considers is communication skills. An individual
who can serve as an expatriate successfully should be fluent in the working language of the
host country. Nonverbal communication is equally more essential for an expatriate. Besides,
the company understands that an expatriate should understand that different kinds of cultures
have different kinds of nonverbal communications. Therefore, they should be prepared to
learn and get acquainted with the kind of common practices of nonverbal communication of
the different country (Stahl & Bjorkman, 2006).
Coca-Cola Company realizes that family cohesion is important. This can help in enhancing
the performance of an expatriate (Stahl & Bjorkman, 2006). The transition of the family of an
expatriate should be considered thoroughly. On his or her personal capacity, an expatriate
have to be comfortable with the kind of arrangement for transition to a foreign country.
Something that is considered very petty (for example, moving with a family pet) can result
into a serious stress for the whole family of the concerned expatriate. On the other hand, the
spouse of an expatriate should be absolutely willing to live in the foreign country. Precisely,
whole-person assessment approach in selecting the right person for a foreign assignment is
very important. Simple factors ignored by the company can result into diminished
productivity.
Areas that require further research
Benefits of making a preliminary stay in the foreign land
Expatriates might not be aware of the cultures and the living conditions in the foreign
countries. This area needs further research to unveil its coherency, appropriateness, and
relevancy in regard to foreign expatriates. Evidently, it is crucial to determine whether
staying in a foreign land can affect an individual’s performance or not (Aswathappa, 2005).
This could affect his or her initial adjustments. Consequently his/her level of motivation can
be low and can affect successful completion of the assigned work. Critically, it is crucial to
unveil this in regard to foreign expatriates. Additionally, it is important to know why there is
need for an expatriate to make a pre-visit to the foreign land to access the living conditions.
Performance in a New Environment
Some individuals perform poorly in new environments. It is important to research why this
phenomenon happens. Since a foreign country could be a new environment to an expatriate,
the most suitable expatriate should be able to perform under strange working conditions
(Stahl & Bjorkman, 2006). Also a different culture can make an individual acquire different
characters. This might him/her more competent (Ahlstrom & Burton, 2009). Limited research
has been done to help in assessing how each and every individual can perform in unusual
working environment.
Area of Controversy
Controversy in assessing the whole family of an expatriate
Critically, it is controversial to apply the ‘whole-person assessment’ approach on the entire
family of an expatriate. The solution can emerge from using other viable methods that can
cater for family issues in regard to whole-person assessment method. It is critical to
understand that since family conditions of an expatriate determines his or her success in work
(foreign assignment), comfort and adaptability should be considered (Briscoe, 2008).
However, there are numerous discussions as to whether members of the expatriate families
should accompany them abroad. For example, some argue that if an expatriate is
accompanied with their family members, who cannot adapt or do not have the right
characteristics of living in foreign country, performance might be compromised (Vance &
Paik 2010). Critically, an expatriate should be accompanied with his or her entire family
without any screening as this will enable him or her to work comfortably. This is a crucial
provision when considering various controversies that might emerge when discerning
IHRM’s provisions.
Controversy in Using Women Expatriates
Critically, using women expatriates is a considerable controversy in the Coca Cola Company.
Presently, the number of women expatriates is quite low (Stroh, Varma & Valy-Durbin,
2000). For example, most people feel that foreigners might be unfair to women. As such, they
might hardly complete the company assignments successfully. However, it is arguable that,
women, if endorsed with foreign assignments, can change the perception of the local people
regarding the roles of women in the society. Thus, women should be given a fair chance to
serve in foreign assignments just like men. Additionally, most societies have not accepted
women to work on critical positions due to cultural issues and prejudicial provisions (Stahl &
Bjorkman, 2006).
Conclusion
Conclusively, International HRM departments promote viable expatriation provisions in the
realms of recruitment, training, and evaluation of prospective employees. This paper focused
on Coca-Cola Company as a case study discerning recruitment and selection processes for
expatriates. Concurrently, Coca-Cola endeavors to improve its current selection and
recruitment criteria using whole-person assessment.
Whole-person assessment approach is an important consideration in selecting workers for
international duties. As indicated earlier, Coca-Cola Company has been taken as a case study
to demonstrate the aspects whole-person assessment approach in selecting the right
expatriates for foreign assignments. Without proper selection and induction of expatriates,
Coca-Cola might hardly achieve proper implementation of its aims and objectives in a
foreign country. A whole-person method presented the most painstaking method of assessing
the suitability of an individual for foreign duties.
