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We identified two key sources of bias that hinder female representation in international assignments. Both home and host country managers appear to expect a lack of availability, suitability and willingness from women to take international assignments.
These assumptions may result in women being overlooked before the selection process has even begun. Interestingly, these assumptions do not stand up to scrutiny. Women are no less interested than men in international assignments. The use of formal or structured candidate recruitment and selection in global mobility is surprisingly low.
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When we asked expats how they knew of their current international assignments, The second most common means of securing the international opportunity was through personal networks and informal communication This closed and informal approach to candidate selection negatively impacts female candidates. Women in management are often denied information about policies, opportunities, contacts and social support.cysixetumeru.tk
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When there is a pressing need to fill an overseas role, managers will typically select someone on their immediate radar, and someone similar to them. Similarly, lack of formality in support provided to expats means those who are more likely to negotiate, typically men, will get a much better deal.
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Finally, when there is no definite process for repatriation, those with stronger informal social networks in the organisation are more likely to be taken care of. Interestingly, women are more likely to reject an international assignment because of fear the repatriation process might negatively impact their careers.
International assignments should no longer be isolated projects assigned in a hurry.
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It is crucial to formalise recruitment and selection processes. Organisations need to start openly advertising international assignments to all employees. International assignments are a developmental task. They should be factored into the career plans of workers with high potential.