Expatriate Success and Failure
Executive Memorandum
Re: Expatriate Success and Failure
Under thriving globalization the success of expatriates is more crucial today than ever before. Even though exact expatriate failure rate is not available, it is essential that every expatriate succeeds on foreign assignment due to incurred cost for transfer, accommodation, salary, and trips home. Additional opportunity cost includes loss of future business and reputation in foreign community.
The expatriate failure means either premature return or departure from organization shortly after arriving back. The reasons behind early return are inability to adapt to new culture, family issues, and failure to adjust to a new workplace or find common ground with coworkers. The departure from the organization upon return are caused by failure to adjust to the changed work environment, different than expected position in company, as well as tempting offers from other organizations.
Despite the severity of those problems almost all of them can be prevented and foreseen during selection and orientation processes. The company should look for expatriate that is first of all willing to work abroad, as well as displays human relation skills, has previous overseas experience and knowledge of languages, is open and able to adapt to new experiences. The family situation is should also be taken into account, expatriate should receive help in finding proper educational facility for children and workplace for spouse. After the selection process is complete the company has to provide clear and specific guidelines that grantee consistency in administration of expatriates.
During the orientation expatriate should receive cultural sensitivity training by being briefed on local history, policy, geography, climate, housing, schools and entertainment, as well as, customs, traditions and gender roles within the community. Language courses are required. The orientation should include simulations that will force the employee to
Re: Expatriate Success and Failure
Under thriving globalization the success of expatriates is more crucial today than ever before. Even though exact expatriate failure rate is not available, it is essential that every expatriate succeeds on foreign assignment due to incurred cost for transfer, accommodation, salary, and trips home. Additional opportunity cost includes loss of future business and reputation in foreign community.
The expatriate failure means either premature return or departure from organization shortly after arriving back. The reasons behind early return are inability to adapt to new culture, family issues, and failure to adjust to a new workplace or find common ground with coworkers. The departure from the organization upon return are caused by failure to adjust to the changed work environment, different than expected position in company, as well as tempting offers from other organizations.
Despite the severity of those problems almost all of them can be prevented and foreseen during selection and orientation processes. The company should look for expatriate that is first of all willing to work abroad, as well as displays human relation skills, has previous overseas experience and knowledge of languages, is open and able to adapt to new experiences. The family situation is should also be taken into account, expatriate should receive help in finding proper educational facility for children and workplace for spouse. After the selection process is complete the company has to provide clear and specific guidelines that grantee consistency in administration of expatriates.
During the orientation expatriate should receive cultural sensitivity training by being briefed on local history, policy, geography, climate, housing, schools and entertainment, as well as, customs, traditions and gender roles within the community. Language courses are required. The orientation should include simulations that will force the employee to
Cited: Beitler, M. (2002). Expatriate training and support. Retrieved November 4, 2011, from http://www.mikebeitler.com/freestuff/articles/Expatriate-Training.pdf Brown, E. D. (2006, September 9). Planning for expatriate success. Retrieved November 10, 2011, from http://ericbrown.com/docs/Planning%20for%20Expatriate%20Success.pdf Graduate Institute of Human Resources. (n.d.). The Important Factors for Expatriate Success: A Case Study. Retrieved November 6, 2011, from http://hr.mgt.ncu.edu.tw/conferences/13th/download/1-2.pdf Toh, S., & DeNisi, A. S. (2005). A local perspective to expatriate success. Academy of Management Executive, 19. Retrieved November 12, 2011