2 Adopt a sophisticated approach to the determination of criteria for effective
international managers. Competencies should be developed and debated in as
wide and diverse a forum as possible.
3 Monitor their selection processes for international management assignments to
ensure access is not unfairly restricted to specific sections of employees. This
includes auditing career development systems leading up to international
assignments for potential unintended bias.
4 Run selection skills training for all employees involved in selection for interna-
tional assignments. This training should include raising awareness of the advan-
tages of using diverse groups of employees on international assignments and
challenging existing stereotypes relating to women and other non-traditional
groups.
5 Avoid assumptions as to the likely motivation of women to accept overseas
assignments and the likely success rate of women expatriates.
6 Provide flexible benefits packages which will cater for single employee and dual-
career couples as well as the traditional ‘married male with family’ expatriate.
7 Define the international assignment in such a way that the chances of success
are high: that is, establishing full-status, permanent assignments.
8 Provide full support for alternative arrangements for the domestic aspect of
international assignments which might influence women’s perceptions of
accessibility.
9 Work with relocation companies to ensure the female expatriate’s new residence
will facilitate the possibility for social interaction.
For women themselves, there are a number of important action points, as follows:
1 Adopt an ‘educative’ approach to organisational resistance to sending women
abroad; do not assume it is the result of direct prejudice.
2 Ensure excellence in the professional field to aid selection. Also, try to be in the
right place at the right time.
3 Address private life issues directly.
4 Use networks wherever possible.
5 Ask for international assignments!
The growth of international business is a continuing phenomenon and, by its
nature, will need to incorporate the most talented human resources. It is
unlikely that these will be found within the ranks of male employees only.
Adler (1993) looks to the transnational corporation as a fitting role model in
terms of hiring and promoting women to significant international manage-
ment positions as a result of competitive advantage considerations. These
Women’s Role in International Management 377