Self-Initiated and Assigned Expatriates: Talent Management and Career Considerations

There has been growing interest in self-initiated expatriates (SIEs) as evidenced in this book. Notwithstanding, assigned expatriates (AEs), where organizations support individuals to move and work abroad, remain a key population of international workers used by firms to enhance their competitive position. Using AEs develops their capability to function successfully in a global environment (Collings, Scullion and Morley, 2007). While it has been noted that SIEs may be a potential resource in the global context (Mayrhofer, Sparrow and Zimmermann, 2008), there is little focus on this group in organizational resourcing strategies (Collings, Scullion and Dowling, 2009). Overall, major challenges to the management of global talent remain. These challenges go beyond the problem of varying talent management definitions (Lewis and Heckman, 2006). They encompass strategic talent management activities and processes, including the resourcing, development, management and retention of talented individuals in the global context (Doherty and Dickmann, 2012). Collings and Mellahi (2009) suggest that the talent required to operate successfully need not be restricted to the top echelons of the organization, relating to high-potential and high-performing employees — the premise on which many expatriates have been traditionally identified and appointed in global roles — but should be recognized as a resource at lower levels as well. Thus, organizational talent needs may vary across situations and can fluctuate over time. Talent development does not necessarily focus exclusively on the top level of the organization, where most resource is currently invested.