The paradox in this situation is that these foreign assignments are highly compensated with hefty perks.
Despite some meticulous recruitment procedures, employees still cut short the international tour of duty hence putting to question the nature of the recruitment procedures that are unable to siphon out the restless candidates.
Heneman and Judge (2003) describe recruitment as the, “the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness” (p. 4).
In view of the precarious nature of the international recruitment assignments, most firms out to hire new employees have resorted to demanding a more meticulous selection procedure to eliminate those candidates deemed incapable of surviving the strain and demand of the foreign locations. In this endeavour, the major categories used to garner the correct candidate include the individual’s flexibility; this necessitate the potential employee indicate willingness to endure the expected environmental and social changes in the locale assigned to (Workman, 2008). This criterion has been found to the principal factor other than the usual professional acumen that employers expect from the potential candidates. A hardy employee must demonstrate his willingness to adapt to adverse climatic changes, foreign lingua franca, religious beliefs, changes in social activities, or conflicting nutritional practices. Firms operating in the Middle East, Africa, or the North Sea usually require potential employees to express their capability to deal with the anticipated hash conditions required to work in the regions. These include withstanding extremely cruel weather, religious intolerance, no social activities among other adverse conditions which are not suited for the faint-hearted. Employers therefore decisively