 जस्गतारी धोभी के लएना है तने मोझ़ा से रहे ने से वंद्यारे नाी चे ने तापाच एश्वाँ. तो भागे नास्या की रए तो समझे में ठानी कोई देखे, ये हमारे पस तरीके हैं खोगे कही भी अपलाह होते खुल दsunग दोगा हैба. लेकन अख्च्छली एन प्रक्टिस क्या होता है, तार्सिब आद बने लग्टा, अग्टीःप तोपीगता लग्टिःप. आख्टीःप आप आप अपने औगा उपनी अप्टिक स्बस्ट्रीए शुलक्चन यह आप प्रक्टिस जोगा. नह cosmosing नह cosmosing नहresso नह सकल यैस नह सेशिक, नह देंग करीटरिया ताना सब प्रश़ने ठाना को जो नह जो दोर, नह जो तरच्चने तेख करीटरिया को नह सओर. नह जो जो च्ष में नह चैलिस, वॉवपण्छो त कि है. ज़ा एक तो पहली बात यह गई जब हम अपना कि अपना सेट्टिस्टेखाल आनालेसिस देखते हैं के अंदर के, what is the foremost reason to appoint a person in an international assignment, we find out that the foremost reason is to fill a position. So, when filling a position is the most important reason why international assignment is created, definitely the technical and managerial skill would be something which would be evaluated to actually fill that particular position. If other things are taken into account, the strategic requirement of a person at a particular place or how the strategic goals of the organization can be achieved by appointing people at different places, trying to be geocentric, trying to be re-geocentric, but that is something which doesn't happen. What happened actually in practice in the real life is that people are appointed to fill a position and when filling a position is there, that means that technical and management skill is something which would be taken into account. Another reason why managerial and technical skill is taken into account is that it is something that is most easy to measure. You can measure a person's technical ability. It is difficult to measure a person's managerial acumen or how a person would respond in cultural situations because you don't know what kind of cultural situations may come up and therefore there is a lot of difficulty to predict how a person would be responding in those particular cultural situations. It is something which is not obviously impossible to assess but is something which is difficult to assess and you need to have experts who can assess the various different subjective aspects of a person's suitability for an international assignment. Technical skill or managerial skill is something which is the most easier to assess and therefore is mostly taken into account for selection. And a research on selection for international assignments by Harris and Brioister they argued that international selection often tends to be a coffee machine system. So coffee machine system is that if you need a suitable candidate for an international assignment then you just talk about it when you go to make coffee and your colleagues and peers, for example if you are working as head of HR, head of finance or marketing is somebody who comes around and you ask, marketing position is required in the location of Pakistan and you have a good person who can send you to Pakistan or to Singapore or to Southeast Asia. So there is a discussion on the coffee machine and the discussion on the coffee machine leads to getting leads for the particular position which person can be available. So discussion starts from there and then for example head of marketing identifies that there is a person who is expecting a promotion and also wants to get some international exposure. So let's send that person to the position which is required in Pakistan or in some other location whatever it is. So it is something which is done very much informally although in the books we read a lot about formal selection systems but it is something which usually happens, research says that it is something which usually happens around the coffee machine. So this is the coffee machine system of international selection and a lot of selection dynamics are based on the informal connections between people who are working in that organization. But on the other hand there are formal selection systems that are taken into account and that are employed to select people for international assignments but they are used or employed in a lesser proportion. For example in Germany, US and UK structured interviews are mostly used as formal selection systems. So the person is interviewed in a structural manner and also recommendations and self-selection self-selection means that a person selects himself. He volunteers that okay he finds out that a position is available in a particular location somewhere outside his own country and he volunteers himself and selects himself himself that he wants to go to that particular position and that is something which is self-selection. So recommendations which I just talked about the thing that happens in the coffee machine system that somebody recommends or then people self-select themselves as well. In Japan recommendations and self-selection techniques and then it is also followed by tests of intercultural skills. So the Japanese firms they test people on the basis of their intercultural skills as well. In comparison psychological and cognitive tests are used much less especially in Germany and the US. So in US multinationals because a large proportion of multinationals belongs to the American multinationals. So a lot of data is always available about the US multinationals. So in US multinationals cognitive and psychological tests are something which are used in lesser proportion. Usually it is about technical and managerial skill that is used to employ and select people for international assignments. So in actual in practice what happens is that people are selected informally and if the formal systems are employed usually it is recommendations or it could be interviews and self-selection is also something which is employed for informal selection systems. And in Japan there is a little bit of difference that they do focus on a person's intercultural ability so that the person can go and successfully manage a position in a different culture. So this is the situation of expatriate selection in actual practice.