Expatriates The main difference between traditional human resource management and international human resource management (IHRM) is that some staff are moved from one country to another internationally. These employees who have moved across national borders are known as expatriates (Dowling & Welch, 2005). Expatriates may work for the organization already in their home country or may be recruited externally. Their tasks assigned by the organization may vary in duration and scope. The length of assignments requiring travel to other countries also varies from short visits of days or weeks to longer periods of months or years. The cost of using expatriates is high; so the organization carefully selected and developed an expatriate. Furthermore, the organizations also provide effective pre-departure training, which is essential to support expatriates in adapting to a new culture and job title. However, expatriates struggle to survive with the demands of an overseas assignment in a different culture, new business relationships, and ethical standards that may vary from their home country (Delios, Beamish, & Lu, 2010). Selecting the right expatriates is essentially important as the selection process is expensive. The selection can be made internally, externally, or both. For the executive level position, the organization usually selects internally. To select internally, the selection process can be open to all employees in the organization or to the best selected employees. Conversely, external selection can be outsourced to provide greater objectivity. Selecting employees as expatriates can be done through various methods. Expatriate employees or candidates can be interviewed via formal in...... middle of paper ......if of multinational companies in Poland. International Conference on Management, Knowledge and Learning 2013, 1147–1155. Tayeb, M. H. (2005). International human resource management: A multinational business perspective. New York: Oxford University Press Inc. Tiwari, P., & Saxena, K. (2012). Human resource management practices: A comprehensive review. Pakistan Business Review, (January 2012), 669–705. Twarowska, K., & Kakol, M. (2013). Reasons for international business strategy and forms of expansion in foreign markets. In International Conference on Management, Knowledge and Learning 2013 (pp. 1005–1011). Zadar, Croatia.Weyzig, F. (2004). GlaxoSmithKline Company Profile. Amsterdam.Zhang, Y., Dolan, S., Lingham, T., & Altman, Y. (2009). International strategic human resource management: A comparative case analysis of Spanish companies in China. Review of management and organization, 5(2), 195–222.