ropeans and cannot go back to their overseas bosses and educate them. It just doesn't happen that way. Sandra's response is the one that makes the most sense to me at this point.
The Asian cultures have a different way of operating than we westerners. You can educate a Saudi, you can educate a Dane or a Lithuanian. You can educate a Japanese, Korean, Chinese businessman, and they will say yes, but it does not mean yes. Have any of you ever gone for dinner with a group of Japanese business men when the chairman is around and all his minions take a drink each time he takes one? We simply do not do business that way and it would be an insult to try to tell an Asian that they are not doing it our way.
Valentino's comment is correct in that we have to try to find candidate's who are self-assured and willing to take the risk. We all know that employees are almost always "at will" even with a contract. However, the best candidates may be working or successfully consulting and, with a probationary period hanging over their head, may not be willing to give up what they have, especially given the tenuous nature o the economy. I would hate to limit the candidate pool to just those who are out of work.
That is why I posted this and asked the question. It is a complicated and thorny issue.