Introduction:

In the field of human resource management the most controversial and challenging part is
international human resource management. Because of complex international management it is
essential to place the right person on right position with right skills.
In international HRM the most challenging the issue is the management of the expatriates. The
organizations should try to minimize the cost of expatriate assignment; the organizations should
screen the individuals which are most suitable for international assignments in order to increase
the chances of a successful assignment and the organizations should provide comprehensive
compensation and benefits that are competitive in nature and should considers the needs of the
expatriate manager and his family.
Due to globalization company should pay more attention towards the selection process. Different
research studies have concluded several factors that should be incorporated in the selection
process to hire suitable international employees. These factors may include: intellectual capacity,
self-confidence, openness to experiences, emotional stability, ability to handle stress, linguistic
ability, cultural sensitivity, relational abilities (Dowling & Welch, 2005; Anderson, 2001).
Also the organization should train the expatriates to perform their responsibilities in an effective
way therefore the cost of expatriate is well justified (Scullion, 1991).
The aim of this presentation is to identify how Coca Cola select and train its expatriates.
HR Challenge:
An important challenge for the Coca Cola Company is selection of expatriates. Firstly the
company has to decide the suitable criteria for selection. Once the company has decided the
suitable selection criteria, now it has to develop a mechanism in order to evaluate the potential
candidates on those selection criteria. The common methods used to select the applicants include
biographical and background data, work samples and interviews. Each of these methods has its
own strengths and weaknesses therefore it is recommended by the research scholars to use
combination of these methods (Black et. al. 1999). Another important factor that should be

considered in selection phase is that who is going to evaluate the applicants. Usually the line
managers play active role in this act. The human resource management departments role is
usually suppressed and it plays an after-the-fact role, this means they are involved after the line
manager confirmation about the technical knowledge, skills and abilities of the potential
candidates. They decide upon his remuneration package and other terms and conditions (Black et
al., 1999).
Analysis:
The selection of Expatriate at Coca Cola Company starts when there is some vacancy abroad due
to lack of some local talent or the vacancy should be filled by a manager with international
experience. The selection process is not defined with set rules and standards in Coca Cola
Company. Different international assignments have different selection criterion. Most of the time
the selection criteria is that experience of exact or similar international experience is required.
Moreover, Coca Cola Company has altered its method of selecting expatiates. Earlier the
company use to send experienced executives as expatriates now the company is interested in
sending capable younger employees of the organization.
Coca Cola typically considered the suggestion and recommendations of candidates for
expatriation. Significant characteristics of the candidates enhance his opportunity to be chosen,
and can likewise raise the issues for example, losing some employee within the department or
whether it can give advantage later on. Coca Cola Company informs the expatriates that toward
the end of assignment they will return home and they will have their occupation back, which
gives expatriates secure feeling once they leave the international assignment.

HR Challenge:
The research studies have depicted that cross-cultural trainings are very useful for expatriates. It
was depicted in research studies that these training programs have positive influence on the
performance of expatriates (Tungli & Peiperl, 2009).
Ferraro (2007) indicated that expatriate perceive cross-cultural training as superficial and its time
duration as limited. This is very challenging for international human resource managers as they
have to decide that the type of training they are providing to expatriate is meaningful or not. The
HR managers also have to motivate and convince the expatriate about the need and objectives of
training to make the training program more effective and valuable. This is also a major reason for
expatriate failure as he does not take the training seriously.
Analysis:
International training and development is an important aspect of IHRM. This activity provides
the training that is necessary to ensure that employees have the knowledge and skills needed to
accomplish their tasks. Training includes concepts and techniques for developing more capable
employees, managers and organizations. Employee development includes the techniques for
appraising the performance of an employee and also involves his career planning and promotion
within the organization. Career development helps employees to achieve their potential and to be
treated fairly in the organization (Dessler, 2002).
Feldman and Tompson in 1993 depicted that expatriates need a set of specific abilities related to
context like knowledge specific to the industry, certain skills for performing tasks. These skills
include sensitivity towards the culture of host country, capable of handling responsibilities,
ability to develop subordinates and ability to demonstrate skills to others. These skills are
measured as significant international competencies at Coca Cola and all can be developed
through effective international training and management development. Moreover, pre-departure
training will help expatriate success more than failure (Katz & Seifer, 1996).

Coca Cola emphasize on human resources development by focusing on the education and
training of its employees. The company considers it as an integral part of their development.
Coca Cola apparently spent millions of dollars every year for training its employees. On the
other hand, Coca Cola undertook a cost cutting drive, and started looking for methods to train its
staff effectively at lower Costs. After noteworthy inquiry and researches, Coca Cola In 2007,
launched Coca Cola University (CCU) a virtual, global university for all learning and capabilitybuilding activities across the Company. E-Learning was used to train Coca Cola newly recruited
managers and expatriates.
The company applied four types of training for expatriates:
1.
2.
3.
4.

Pre-departure training
On-site training
Repatriation
Training for (HCNs) and (TCNs)

Conclusion:
International training and development is considered significant step of IHRM. Training
enhances and develops employee skills and behavior, whereas development emphasizes to
increase abilities in relation to some potential position, generally managerial skills.
The Coca Cola Company always used suitable and effective methods to train the expatriates. The
company considers the fact that training of expatriate will lead to his success.
The selection of expatriates is a real job for the company but due to some failures during
international assignment now the company has changes its selection criteria. Now the Company
is eager to sender young employees of the organization.

References:
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