招聘选择外派人员的要求
Select the requirements of recruiting expatriates
在国际人力资源管理研究范畴中,人才招募、招聘、训练、发展、薪酬、外派、
回任及劳资关系,任一环节对企业国际化之成败均具举足轻重之重要性.外派主管,
除了必须在文化、政治、经济、法律条件与母国截然不同的环境中独立作战外,
还须具备较一般员工更高之抗压性及领导智能.跨国企业外派人员的遴选,除传统
的遴选方式外应针对驻在国的特殊国情如语言、政治、社会、文化及抗压性分别
加权评核。伴随全球经济的发展，跨国经营企业对外派人员的需求量日渐增加，
选择合适的外派人员已成为决定跨国经营成败的关键影响因素。招聘招聘是人力
资源管理的基础工作，是企业招募人才的主要途径。为此，跨国经营企业外派人
员的招聘要从具体需求出发，以期能为跨国经营企业外派人员的选择提供有益的
参考。
International Human Resource Management in the category, talent
recruitment, recruitment, training, development, compensation,
assignment, back office, and labor relations, any part of the
internationalization of enterprises have a vital importance of the
success or failure. Expatriate director , in addition to the cultural,
political, economic, legal articles and home country completely
different environment, fighting alone, be with more than ordinary
members of the resistance to stress and intelligent leadership . State
enterprises expatriate selection, in addition to the selection, methods
of transmission should be special conditions for host countries, such
as language, political, social, cultural and compression, respectively,
the weighted assessment. With the development of the global
economy, China Business enterprise outside the growing demand for
school staff, choose the right business expatriates into the country
decide the success or failure of key factors. Recruitment Recruitment
is the foundation for human resource management is the main way
companies recruit talent. To this end, state enterprises of the
recruitment of expatriates to the specific needs of start of state-run
enterprise for the choice of expatriates provide a useful reference.
factors. Recruitment Recruitment is the foundation for human
resource management is the main way companies recruit talent. To
this end, state enterprises of the recruitment of expatriates to the
specific needs of start of state-run enterprise for the choice of
expatriates provide a useful reference.
外派人员的定义是外派人员(Expatriates)是指由母公司任命的在东道国工作的母
国公民或第三国公民，也包括在母公司工作的外国公民，其中以在东道国工作的
母国公民为主。由于外派成为了跨国公司人力资源制度的特殊组成部分，因此研
究如何选拔恰当的外派人员成为了跨国公司的一道难题。外派人员的重要性是在
全球化浪潮中的跨国公司，不仅满足于母国的控制权，更因为各种战略因素，将
公司的发展路径开辟到其他地区。对外扩张的不仅仅是材料、资金，还有人力资
源——外派人员，从而为公司赢得远方竞争的战略优势。外派人员的招聘与招聘
是跨国经营管理中的核心环节是外派人员在外的作用，不仅仅是引导帮助东道国
的经营生产，更重要的是维持跨国公司在东道国与母国的联系与整体运作，是跨
国经营管理中的重要因素。因此，对此重要因素的选取应十分谨慎与科学，从外
派人力资源的来源开始，就应该选择最合适的人选。外派人员的招聘与招聘，对
跨国公司全球战略的成功实施十分重要。跨国公司的员工配备有三个来源：
The definition of expatriate expatriates (Expatriates) is appointed by
the parent company's home country in the host country as citizens or
third country citizens, but also in the parent company for foreign
citizens, which in the host country mainly for the home country
citizens. As the assignments became the company's human resources
system in the country as part of the special, so study how to select
the right company expatriates into the country a difficult problem.
The importance of expatriates in the globalization of multinational
companies, not satisfied with the home country control, but because
of various strategic factors, the company's growth path will be open
to the region. External expansion of the non- The material, capital,
human resources - Expatriates, and won the party struggle for the
company's strategic advantage. Recruitment and the recruitment of
expatriates is the country's nuclear business management aspect is
the role of expatriates abroad, not a boot camp to help the host
country of production, more importantly, held in the host country
and home country for contacts and overall, is the country an
important factor in business management. Therefore, an important
factor in this selection should be very careful with the science, the
source of the beginning of human resources assignment, you should
choose the most suitable candidate. The recruitment of expatriates
and the recruitment of State companies important to the successful
implementation of global strategy. States members of the company
is equipped with three sources:
第一，由总公司派出，称为海外派遣人员；
First, sent by the head office, known as the expatriate;
第二，雇佣东道国公民；
Second, citizens of the host country of employment;
第三，雇佣第三国公民。在跨国公司进入东道国的早期阶段，一般都是从自己国
家派出人员去开展经营活动，并与当地政府进行合作。在进入一段时间之后，跨
国公司往往倾向于雇佣当地员工。但也不尽然，因为跨国公司人员的招募还取决
于它采取的人员配备政策，跨国公司的人员配备政策有四种：民族中心法、多中
心法、全球中心法、地区中心法，每一种策略都反映出跨国公司管理者的国际经
营理念。人员配备的民族中心法是指跨国公司所有的关键职位都由母国人员担任。
在招聘中，重要的管理人员和技术人员都来自母国，当地雇员仅占据低层次和辅
助性的职位。并且在经理和技术员工人力资源配置的各个方面，公司都倾向于遵
循母公司的人力资源配置方式。采取多中心法的人员配备，一般母国公民还是占
据高层管理职位和技术职位，而中层管理职位会招聘一些东道国公民担任。采取
全球中心法则在世界范围选择最合适于职位的人选，而不考虑其国籍。地区中心
法是根据地理区域划分来招聘员工，人员在地区间流动，高层管理人员从母国招
募，中下层管理人员从地区内的国家招聘。不同的人员配备政策有其各自的优缺
点确定外派人员的范围，一方面要考虑到工作性质是否要求外来人力资源，避免
员工外派的时间浪费；另一方面，还要考虑到外派人员所需的高成本。 对于任
何初期建设、并购的企业而言，总经理和财务总监是必须的外派核心人员，规模
稍大的企业则需要派出人力资源总监。这些外派人员是一个企业管理的核心团队，
这些人能够真正在新的企业中形成有利于母公司的价值理念和管理体系。因此，
跨国公司外派人员的综合素质之分重要——科学的外派人员招聘标准有助于识
别最合适的外派人员。John 提出了选拔与招聘的五个标准，分别为工
作因素、交际能力、国际动机、家庭状况及语言技巧。在招聘选拔过程中，跨国
公司会广泛使用面谈、标准化测试、评估中心、简历、工作试用、推荐等方法，
其中面谈是最广泛使用并被认为是最有效的方法。
Third, the employment citizens of third countries. Company in the
country into the early stages of the host country, usually from
countries which are to carry out business activities and with local
government. In the entry for some time, multinational companies
tend to hire local workers. But not entirely, because the country
depends on its corporate staff recruitment policy adopted staffing,
staffing policy of the country's four: national in France, more than in
France, the world of Law, law areas, all reflect the state of each
strategy management and international business management
company. Nation in staffing France is the country's key positions in
the company of all officers by the home country. In recruitment, the
key management personnel and technical personnel from the home
country, the local employees hold low-level and auxiliary positions.
And technicians in the management and all aspects of human
resources, companies tend to follow the parent company's human
resource allocation. To take over the law, staffing, general citizens of
the home country is occupied level management positions and
technical positions, while the middle management positions will
recruit a number of host country citizens. To take the world in Rule
in the world choose the most suitable candidates in the job,
regardless of their nationality. Region method is based on
geographic area to recruit members, staff mobility between regions,
the home country level management recruitment, middle and lower
management staff recruitment within the region countries. Different
staffing policies have their own advantages and disadvantages of the
scope of Ding expatriates, on the one hand, to major 性 质 to
consider asking the external human Zi Yuan, to avoid the
assignment of the time Lang Fei Yuan; the other hand, taking into
account the cost of expatriate personnel. For any initial set up,
mergers and acquisitions of enterprises, the total Management and
Chief Financial Officer is required assignment of nuclear personnel,
the scale of larger companies will need to send Director of Human
Resources. Some expatriates is a business management of the
nuclear team, some people can really form a new enterprise
management conducive to the value of the parent company and
management system. As such, the quality of the company a
combined expatriate distinction important - scientific expatriate
recruitment criteria help to identify the most suitable expatriates.
John B. Cullen Proposed five criteria selection and recruitment, job
factors, respectively, communicative competence, international
motivation, family status and language skills. In the recruitment
selection process, multinational corporations will be widely used
interviews, standardized tests, assessment centers, resume, work
trial, recommended by other methods, in which the interview is the
most widely used and is considered the most effective method.
Michael Harveya, Milorad , Timothy Kiessling（2002）提出了一个具
有应用性的多元 IQ 选拔量表。他们将 IQ 分为三大类：分析性智力（Analytical
intelligence），即对解决方案的计划、执行、评估，包括认知 IQ、情感 IQ；实践
性智力（Practical intelligence），即从常识、直觉和智谋中获得隐性知识以适应未
知的环境，包括行政 IQ、文化社会 I Q 、组织 I Q 、网络 I Q ；创造性智力（Creative
intelligence），即对新问题和环境发展革新性的解决方案的能力，包括革新 IQ、
直觉 IQ。这三类 IQ 共计为 8 个 IQ 衡量因素，他们在此基础上进一步分析了在
哪 种 外 派 环 境 下 更 应 注 重 哪 类 IQ ： （ 1 ） 认 知 I Q （ C o g n i t i v
eintelligence）：一种传统的对智力的衡量，它主要关注推理、学习和分析性思
考的能力。当察觉国外市场机会存在很高的复杂性时，该 IQ 因素在选拔过程中
会更为重要。（2 ）情感 I Q （E m o t i o n a lintelligence）：包括感知他人的感
觉并在不同的环境下有效控制感情的能力，能处理压力以致绩效不被感情影响，
具备充足的能量并努力达到目标，在独特的环境中能做决策以及根据复杂环境调
整决策的能力，与主流文化相适应的行为，对处于不同文化背景的人的敏感和同
情等。当尤其要求具备情感控制和解决技巧来解决内外部利益相关者的价值冲突
问题时，就尤其需要更高的情感 IQ。（3）行政 IQ（Political intelligence）：指在
公司中使用正式或非正式权力以达到目标的能力，以及知道在公司中如何谨慎地、
明智地并巧妙地使用权力的能力。当尤其要求需要非正式资源和手段来管理内外
部利益相关者时，越是要求具备这种 IQ。
Michael Harveya, Milorad M. Novicevicb, Timothy Kiessling
(2002) proposed an application of multi-scale IQ selection. They IQ
into three categories: analytical intelligence (Analytical intelligence),
that is the solution of planning, implementation, evaluation,
including cognitive IQ, emotional IQ; practical intelligence
(Practical intelligence), that is, from common sense, intuition and
resourcefulness to obtain tacit knowledge to adapt to unknown
environments, including administrative IQ, cultural and social IQ,
organizational IQ, network IQ; Creative Intelligence (Creative
intelligence), which issues and environmental development of new
innovative solutions capabilities, including innovation IQ, intuitive
IQ. These three categories for a total of eight IQ IQ Measure factors,
they further analyzed the basis of environment in which the
assignment should pay attention to what kind of IQ: (1) cognitive IQ
(C ognitiv eintelligence): a traditional measure of intelligence, it is
mainly concerned about the reasoning , learning and analytical
thinking. When the perceived market opportunities abroad, a high
complexity, the IQ factor in the selection process will be more
important. (2) Emotional IQ (E motiona lintelligence ): Includes
perceiving other that the feel of the different feelings of Effective
control ability, can handle the pressure Ying Xiang Yi Zhi
performance not to be emotional, with sufficient energy and towards
achieving goals, in the unique environment in the complex
environment can do Juece Yijigenju adjust the decision-making, and
mainstream culturally appropriate behavior, in different cultures
such as the sensitivity and compassion. When the particular
requirements with emotional control and resolution skills to resolve
internal and external stakeholders of the value of conflict, the more
emotional on the particular needs of IQ. (3) Administrative IQ
(Political intelligence ): Refers to companies that use formal or
informal power to achieve the objectives of the capability and know
how in the company carefully, wisely and skillfully use the power
capacity. When the particular needs of informal resources and tools
required to manage internal and external stakeholders, the more we
ask with that IQ.
（4）社会/文化 IQ（Cultural/socialintelligence）：指一个人在社会、组织或亚文
化中社会化的程度，在不同的环境下对角色、规范、惯例和禁忌的接受和理解。
当尤其要求社会知识来评估由于文化的变化、复杂和敌意造成总部和国外子公司
间 存 在 的 差 异 时 ， 越 是 要 求 具 备 社 会 / 文 化 IQ 。（ 5 ） 组 织 IQ
（Organizationalintelligence）：对组织的功能运作以及什么时候完成什么目标有
细致精确的理解。当越是要求对总部和分公司的正式政策、员工关系和可接受的
管理实践间的兼容性具有特定的知识和系统的理解时，越是要求具备组织 IQ。
（6）网络 IQ（Network intelligence）：与多个组织单位工作时完成事情的能力，
通过有效的认可、理解和管理组织间关系来达成组织目标。当越是要求发展总部
与东道国市场间制度的和个人网络关系时，越是要求具备网络 IQ。（7 ）创新 I Q
（I n n o v a t i v eintelligence）：思想具有分离性和革新性，能产生新奇的思想
和解决问题的方案，具有洞察力并足智多谋，能够找到独特的解决方式。当要求
在总部和国外子公司之间交换隐性知识时，越是要求创造 IQ。（8）直觉 IQ
（Intuitive intelligence）：快速洞察如何解决问题的能力，没有过去的经验或前
人的信息也能提出解决方案。当尤其要求探索性地学习来掌握特定地方习惯、或
推行地方战略时，越是要求具备直觉 IQ。在这些因素的基础上，M i c h a e l
Harveya, Milorad M. Novicevicb,Timothy Kiessling 给出了一个选拔矩阵。
(4) social / cultural IQ (Cultural / socialintelligence): means a person
in the community, organization or sub-culture, the degree of
socialization in different environments on the roles, norms, practices
and taboos of acceptance and understanding. In particular, social
knowledge when asked to assess for cultural change, complexity and
hostility caused by the headquarters and foreign subsidiaries
differences exist between the more demands with social / cultural
IQ. (5) Organizational IQ (Organizationalintelligence ): The
functions of the organization and when the operation of what goals
to complete accurate and detailed understanding. When the
headquarters and branch offices require more formal policy,
employee relations and management practices acceptable to the
compatibility between the systems with specific knowledge and
understanding, the more we ask with organizations IQ. (6) Network
IQ (Network intelligence): number of organizational units with the
ability to do work completed through the effective recognition,
understanding and managing inter-organizational relationships to
achieve organizational goals. When the more the demand for the
market between headquarters and the host system and personal
network ties, the more we ask a network IQ. (7) Innovation IQ (I
nnovativ eintelligence): Separation and innovative thinking is, can
generate new ideas and solutions to the problem, insightful and
resourceful, able to find a unique solution. When asked in the
exchange between headquarters and foreign subsidiaries of tacit
knowledge, the more we ask the creation of IQ. (8) intuition IQ
(Intuitive intelligence): quick insight into how to solve problems, not
the past experience or previous information can also propose
solutions. When the particular requirements of exploratory learning
to master the specific local practices, or implementation of local
strategies, the more we ask with intuitive IQ. Based on these factors,
M ichael Harveya, Milorad M. Novicevicb, Timothy Kiessling gives
a selection matrix.
首先，跨国公司可以根据不同的个人、组织、社会环境给 8 个要素分别打分，
由此可以识别出不同类型的跨国公司、面对不同的海外市场开发阶段，挑选出最
适合的外派人员。
First, TNCs can different individuals, organizations, environment for
eight factors are scoring, It can identify different types of
transnational corporations is confronted with different overseas
market development phase, Select the most appropriate of the
assignment people .
根据上述主要学者的研究，笔者总结出以下几个较为重要的对外派人员选拔的标
准，分别为：
According to the leading scholars in the study, the author
summarizes several of the more important selection criteria for the
expatriate staff were:
（1）技能因素：主要考察外派人员的硬性技能包括技术能力、语言能力、国际
商务知识以及在国内的业绩或曾经的海外业绩
(1) skill factors: mainly on the hard skills of expatriates, has been
including technical ability, language ability, international business
knowledge and performance in the domestic or overseas
performance
（2）跨文化能力：主要考察对异国文化的容忍度、是否善于移情、管理者本人
是否具有种族中心主义、以及是否抱有成见等。
(2) Cross-Cultural Competence: The main study of the exotic culture
of tolerance, empathy is good, the manager whether I ethnocentrism,
and whether such prejudice ect.
（3）管理能力/ 个人特征：该项因素可以用 Michael 等提出的多元 IQ 量表中的
七项 IQ 指标（其中社会/ 文化 IQ 可归属为跨文化能力）进行测量，其涵盖了
大部分的个人特征因素。
(3) management / personal characteristics: the factors that can be
made with Michael and other multi-scale IQ in the IQ of the seven
indicators (including social / cultural IQ could be attributed to
cross-cultural competence) measure, which covers most of personal
characteristics factor.
（4）人格因素：可用传统的“大五”人格因素进行测量，但成形的量表不多，并
且在实践中的效果褒贬不一。
(4) personality factors: can the traditional "Big Five" personality
factors measured, but the shape of small scale, and mixed results in
practice.
（5）家庭因素和个人意愿：考察外派候选人的配偶和子女的职业和教育问题；
人员对外派工作的意愿和自身的职业生涯发展所处阶段，作为重要的选拔辅助因
素。当然，影响外派成功还包括组织、海外环境、以及其他一系列工作，如针对
外派人员的培训和开发，母公司总部的支持和子公司的配合，以及妥善的回国安
置计划等。但只有做好了第一步选拔，才能给外派成功奠定良好的基础。
(5) Family factors and personal preferences: Study the candidates
spouses and children of expatriate employment and education;
personnel sent to work outside their own career aspirations and
development of the stage, as an important supporting factor in the
selection. Of course, the impact of expatriate success include
organizations, overseas environment, as well as other series, such as
for staff training and development assignment, the parent company
headquarters and subsidiaries with the support and proper home
placement plan. But only do the first step selection, to the
assignment to lay a good foundation for success.
7．外派人员的招聘的注意事项
7. The recruitment of expatriates Precautions
（1）准确的工作分析 工作分析是人员招聘的依据和基础。科学到位的工作分析
能帮助企业理顺管理流程，分清管理职责，也能帮助企业确定人员招聘的标准。
企业外派人员的工作分析，不仅仅针对工作职位本身，还应当拓展到对东道国环
境分析、派驻机构环境分析和外派职位工作环境分析。只有做好工作分析，确定
职位对外派人员的要求标准，才能有效实施外派人员的招聘，达到推动企业跨国
经营的目的。
(1) accurate analysis of the work is the basis and foundation for
recruitment. Analysis of scientific work place can help companies
streamline management processes, to distinguish between
management responsibilities, but also can help companies determine
the recruitment criteria. Expatriate staff of companies, not just for
the job itself should also be extended to the host country
environmental analysis, environmental analysis and the presence of
institutional work environment of job assignment. Only do a good
job analysis to determine the positions on the expatriate staff of the
required standard in order to effectively implement the recruitment
of expatriate staff, to encourage enterprises to multinational business
purposes.
（2） 全方位的考核 外派人员招聘是以人力资源部门为主体，业务部门辅助进
行的流程。有许多公司在外派人员招聘中，将员工的国内表现与海外潜力等同起
来，并据此标准选拔担任海外职务的候选人，而当他们真正身处异地时，就发生
了难以适应环境或没有实现公司期望目标等各种问题。因此，考察候选人的在国
内为表现出来的隐性素质条件更为重要。对于候选人的招聘和考评应当是全方位
的，不应仅仅包括工作的技能、专业知识、语言能力、交际的能力，还要考核其
对于外派工作的热情、对东道国文化的兴趣程度以及家庭对于外派工作的支持程
度。
(2) comprehensive assessment is expatriate recruitment of human
resources as the main business processes supporting. There are many
companies in the recruitment of expatriates, the members of the
potential domestic and overseas are equated, and thus the standard
selection of candidates as an overseas office, and when real time are
in different places, they happen the difficulty to adapt to the
environment or not achieved the desired goals and other company
issues. Therefore, investigate the candidate to stand out in the
country's hidden quality is more important article. For candidates to
recruit and evaluation should be comprehensive and should not
include For the skills, expertise, language ability, communication
ability, should be examined for the enthusiasm for the assignment,
the level of interest to the host culture and family for the degree of
support for the assignment.
（3） 加强外派候选人人才库建设 外派人员的招聘需要跨国企业投入大量的人
力、财力和物力支持,重复的人员招聘不仅增加了企业的人力资源管理成本，而
且浪费了企业的经营时间。建立外派候选人人才库，及时记录每次人员测评后的
测评结果,将表现优异、符合外派条件的人员的基本信息登记录入人才库。这样
一方面企业不需要到处寻找，浪费过多的时间和精力，可以节省招聘成本;另一
方面，人才库的信息详细记录的员工的基本情况，可以降低企业人才外派的风险。
(3) to strengthen the pool of candidates for expatriate assignments
based recruitment needs of multinational enterprises invest
considerable human, financial and material support, to repeat the
recruitment of personnel increased the cost of enterprise human
resource management, and a waste of time for doing business.
Expatriate pool of candidates, evaluation and timely records of each
officer's evaluation after the fruit is excellent to meet the assignment
section of the staff input basic information about the registration
pool. While companies do not need to drive around to look like a
waste of time and energy saving recruitment costs; on the other
hand, detailed information on the pool of staff records Basic
information, can reduce the risk of enterprise talent assignment.
（4） 构建“三位一体”的外派人员选拔体系 企业外派的成败直接决定着企业在
东道国的发展。企业进行外派人员选拔时应该考虑其是否能胜任外派的工作。外
派人员的选派应该建立“三位一体”的选派体系，包括文化适应力、专业知识和技
能、个人素质三个方面，从而形成一个整体。此外，由于目前在外派过程中经常
发生外派人员利用职权私自侵吞公司资产的不法行为，因此还应加强对外派人员
基本道德的考核,避免其产生对公司不利的败德行为。但是，这些能力和素质往
往具有隐藏性，不易被识别和测量。
(4) organization "Trinity" corporate expatriates expatriate selection
system determines the success or failure of enterprise development
in the host country. Business expatriates should be considered when
selecting their suitability for assignment. Expatriate personnel
selected should be "one" selected system, including the cultural
adaptability, professional knowledge and skills, personal qualities
are three aspects to form a whole. Moreover, as often occurs in the
assignment process of expatriates used his authority to have
embezzled company assets was illegal, so To the outside to send the
assessment of basic morality, to avoid its formation the company to
negative moral hazard. However, these abilities and qualities are
often hidden and difficult to be identified and measured.
因此企业必须采用科学的方法对员工这些能力和品质进行测试。企业在经过了面
谈，评鉴中心等手段后，可以通过对外派人员进行短期培训加再评估的“逆选派”
方法。此外，企业还可以成立专门负责海外业务的机构，用于选拔培养和培训外
派人员、组织外派团队、协调海外分公司与总部或者公司内其它部门的关系、帮
助驻扎在海外的团队等职责，以促进母公司与海外分公司之间紧密联系和顺畅沟
通。
Therefore, enterprises must adopt scientific methods and quality of
staff to test these capabilities. Enterprises through the interviews,
assessment center and other means, you can send through the
external short-term training of personnel plus a further assessment of
the "reverse selected" approach. In addition, enterprises can set up a
special body responsible for overseas operations, for the selection
and training of expatriate training, organizational assignment team,
coordination of overseas subsidiaries and the headquarters or other
departments within the company's relationship to help the team and
so stationed overseas duty to promote the parent company and
overseas subsidiaries and smooth communication between the close.
