Ensuring that your Assignees are Prepared for their UK Home Search
The home search process varies greatly from country to country. As the UK continues to be one of the top global destinations for assignees, we offer relocation practitioners and global assignment managers the following tips for your employees moving to the UK.
- Needs Assessment: Your assignee will be asked to complete a needs assessment to provide the Destination Services Provider (DSP) with as much information as possible about the home they are currently living in, their lifestyle in general and the home they ideally seek to secure in the UK. Time and effort spent on completing this form can significantly impact the success of the initial home search, as it provides the DSP with all of the basic information and requirements that the assignee is seeking, which will expedite their research process and ensure that they are meeting the needs of your assignee.
- Housing Budget: We recommend that assignees be realistic with regards to their housing budget and, if necessary, conduct some preliminary research on the types of properties that have recently been available in the area where they are hoping to live. If four bedroom homes are renting for £3,000 per month. it's not recommended to request a four bedroom home for £1,500 in the same area as making a request of this kind will only stall the process for the assignee.
- Internet Research: Although there are some wonderful sites on the internet to research neighborhoods and housing, please be aware that the information is often out of date and not reflective of the current conditions. Also, there are some agents who are much more qualified than others, especially as it pertains to working with assignees, so we strongly advise mobility leaders to stress the needs to their assignees to work with the designated DSP agent(s).
- Types of Accommodation: Housing in the UK may be very different from what your assignee is accustomed. Often the rooms are much smaller; some may be older style properties with very high ceilings. In town centers, assignees should expect to find apartment style living normal and homes with gardens in short supply, or outside of budget. In rural areas outside of the larger cities, family homes will be available at an equivalent cost to what they would pay for a city apartment. We also recommend that the assignee consider the types of furniture they are shipping prior to their final move as it may not work in their new residence.
- Appliances: If your assignees are considering bringing their electrical items, please ensure that they confirm that the voltage will be compatible in the UK. Also, most rental properties are equipped with large kitchen appliances: fridge/freezer, washer/dryer, oven and, in some circumstances, a microwave.
- Air Conditioning: Homes in the UK rarely come with air conditioning and it not something typically requested of the landlord.
- Home Search Day:
- Punctuality is key; appointments will have been made with various agents who will not wait should the assignee arrive late
- The assignee should be prepared to numerous stops and we recommend that they wear comfortable clothing
- The days are long and hectic and bringing children, especially younger ones, is not typically recommended
- Once the Assignee has found their 'Dream Home': The DSP will assist the assignee with the lease negotiation. In the UK, leases typically run for 12 months with a possible break after six months, but this varies significantly.
- Utilities: The assignee should expect to pay for utilities as these will not be included in the rent. Therefore there will be gas, electric, water and council tax to be paid over and above the monthly rental charge. Assignees can expect to receive the first bills three months after then move in, as utility companies charge quarterly, or they may set up a monthly direct debit.
A little extra preparation goes a long way in ensuring a successful home search process and reducing the overall stress associated with the relocation for the assignee and their family. Life in the UK may be a little different from the assignee's home country, buy the experience is sure to be a rewarding and wonderful one, especially if they are prepared in advance.
Posted on 02/22/2010 in Global Mobility | Comments (0)
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EXPAT: Advice on how to survive and thrive while living abroad
The challenges of living in a foreign country are numerous and can affect an individual’s professional and personal life, yet the results of living abroad can be thoroughly enriching. We’ve gathered the following thoughts and words of advice from expatriates we have helped relocate around the world for our clients, and while they are organized in a playful take on the word, “Expat,” the sentiments are genuine.
Explore your surroundings
Don’t sit at home, wishing you were somewhere else. Walk around the neighborhood: get to know what is available at the neighborhood butcher, fruit stand, or mini-mart. Eat at the local restaurants to taste the flavor of the country’s cuisine, and spend time looking at the scenery to appreciate the architecture, cityscape or country side. Assuming personal safety is not an issue; take every form of public transportation, which may include buses, subways, ferries, tuk-tuk, trams, metro, cable car, etc. You will be able to mix with the local population and experience daily life as they do.
(E)Xamine the culture
Read as much as you can before you leave for your assignment, and while in the host country, continue your education. Take language lessons to learn at least the simple key phrases, and then use them. Join a book club that focuses on reading works by local authors or highlights books about the country you are living in to gain an understanding of the history, customs, and practices of those who live there. Plan to visit museums, houses of worship; watch a theater or musical production to experience living history and be exposed to contemporary thoughts. Read the newspaper or internet blogs to become familiar with the issues that matter to the neighbors on your street, and your neighbors around the world.
Put yourself out there
Don’t expect people to seek you out – you need to demonstrate your interest in meeting people, both locals and other expatriates. Find groups of other expatriates, but don’t limit yourself to folks from your own country. You can learn so much about a culture by comparing it to what you know, and what others know. Get a job if laws permit or volunteer if work is difficult to find. Join a church, recreational club, sports team, special interest group, or travel club so that you can convene with others who share your wonder of living away from home.
Accept the differences
Embrace what is different about your birth culture and the culture where you live now. Don’t spend a lot of time complaining about what annoys you, such as how the locals eat, queue up in the bank, or drive their cars – rather spend your energy on recognizing the differences, acknowledging the diversity of what is cultural acceptable, and learning about what makes each person special. No one culture is correct about everything, so gather interesting facts, be captivated by your environment, and appreciate the experience.
Think of your future
Realize that your time abroad will probably be short and that you will endure. What seems difficult will help you grow, will change your outlook on life, and will enrich your perspective as a citizen of the world. Relish the opportunity to live somewhere else, appreciate the chance to live in another society, take pleasure in being exposed to new traditions and beliefs, and do not fear to incorporate what makes sense into your way of life. You will never be the same – and that is commendable.
Posted on 01/11/2010 in Global Mobility | Comments (0)
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Candidate Assessment: Critical to the Success of an Expatriate Assignment
One of the most crucial aspects of a successful international assignment is selecting the right candidate(s) for the job. Too often, the decision is made to send the most technically capable employee, or one that speaks the local language, rather than the right employee. Another fallacy is to assume that completing a previous expatriate assignment will predict success on another assignment. According to Barry Kozloff, President of Selection Research International (SRI), cultural flexibility, family conditions, and level of company support are factors useful in screening candidates, but it is also clear that the successful international assignment should be part of a global talent development system.
Cultural flexibility refers not only to the candidate’s ability to adapt to new surroundings, but his/her innate cultural sensitivity and honesty. A resume/CV may describe years of international experience, but it is important to delve deeper to gain a sense of how the candidate will deal with the complex and perhaps unpredictable nature of the assignment, and, if the posting is a managerial position with local reports, how the candidate will interact with colleagues. In addition, a careful evaluation of the accompanying spouse/partner should not be overlooked. Companies that specialize in the candidate selection process use various self-assessment and self-selection tools to help candidates and spouses/partners crystallize their opinions and mindset with regard to a potential international relocation. Kozloff warns that only those companies that use standard, published psychological instruments with national norms are able to ensure adherence to U.S. Federal guidelines to avoid possible liability.
Self-assessment tools and a formal interview with the employee, their spouse/partner, and older children, conducted by a well-qualified assessor with the correct professional credentials, will outline the family conditions and the situational readiness of the candidate and his/her family. Each candidate should think thoroughly about whether the particular time in his/her life – and that of the family – is a good time in which to relocate abroad. Sometimes, the result is that the candidate will pull out, or perhaps delay interest in taking an international assignment, but the company is assured that a potentially unsuccessful assignment, and very expensive venture, is avoided.
Measuring the readiness of the company to support employees who move abroad is another factor in predicting the success of an expatriate assignment. Working with a third-party relocation company to provide various support services is essential. Benefits should include Destination Services to assist the family in finding appropriate housing, schools, and social networks, as well as helping with the home country property by financially supporting home sale or property management. Using reputable international household goods movers to transport or store valuables, in addition to offering cross-cultural training and language instruction, are all relevant support services most global companies provide. In-country counseling and follow up on a regular basis are also recommended as unexpected problems may arise that require different kinds of support.
Successful expatriate assignments do not necessarily mean a company is managing a successful global talent management program. Kozloff states that the single most important aspect is what happens to the employee after the assignment. A deliberate repatriation process, coupled with mentoring while on-assignment and regular visits to the home location and company office, demonstrate that the corporation is thinking of the future. “Planning for the individual’s next job should be part of the international assignment decision,” states Kozloff. The commitment the company makes to these employees places even more importance on the selection process whereby finding employees who demonstrate, “flexibility, judgment and maturity,” three key personality traits of a successful expatriate assignee, is achieved. The intersection of a concise and purposeful selection process with the overarching goals of the corporation can help lead to success across borders.
Posted on 12/8/2009 in Global Mobility | Comments (0)
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Repatriation: an Assignee’s Perspective
One of our Strategic Directors recently spoke with an old friend from their days as expatriates living in Hong Kong. Colleen and her family lived a peripatetic expatriate lifestyle for almost 15 years, beginning in London, moving to Hong Kong, returning to London, then three years in Madrid, capped off by another few years in London. The family moved back to the United States a couple of years ago, settling in suburban Connecticut. Colleen commented that, after living in London for almost nine years, she felt as if she was “leaving home,” in a way, when they moved back to the U.S. She loved living in London with the city’s vibrant and exciting lifestyle accessible just steps outside her door. While living in London they also travelled frequently throughout Europe, resulting in the sentiment that while lovely, Connecticut, by comparison, is a “sleepy” place to live.
When asked to explain her feelings after repatriating, Colleen described a “funny sensation that I was not really special anymore.” She elaborated by telling a story about grocery shopping: she finds the task of going to Stop & Shop rather mundane, as opposed to food shopping abroad, where every occurrence gave her an opportunity to discover new foods, deal in foreign currency, and learn a new language (as in Spain). While daily life abroad was an adventure, life in suburbia became “the same old thing rather quickly for me.” Colleen also recalls the feeling that she was “special” in a foreign land, whether it was because of her accent, complexion, or culture, but back in the U.S., she fits in seamlessly with her new neighbors. She admits that the car culture of the U.S. surprisingly makes her miss the jam of humanity on the buses and subways of London, Hong Kong, and Madrid. Another element of expatriate life that Colleen pines for is the frequent travel, and the excitement that enveloped the preparation and pleasure of exploring new places.
Despite missing city living and the whirlwind life of an expat, the family was happy to be back, as one child was in college and the other about to go, and aging parents were in need of more care. “Reconnecting with old friends and being able to attend family events without a Trans Atlantic flight is a real bonus of being back in the U.S.” Colleen also enjoys being a homeowner again, having the freedom to decorate a permanent home, rather than a rental.
Even though the family moved several times to different countries, her husband’s company did not provide cross-cultural training, which would have been extremely valuable as they settled in vastly dissimilar locations, yet no thought was given to preparing the family appropriately beyond reimbursing language lessons during their time in Spain. Upon her return to the U.S., Colleen was offered the chance to attend a one-day repatriation session but did not find time to do so. Instead, she simply received a packet of brochures on the Fairfield/Westchester County area.
Her advice to someone repatriating is to think deeply about the type of lifestyle they prefer, and to recognize that choosing a place to live is dependant upon the stage in life one finds themselves at this critical juncture. She recommends going on a trip a few months after returning to alleviate the feeling that the excitement was over now that the expatriate assignment had ended. She also cautions, “Don’t blame your husband for moving back; the expat life is bound to end.” She says that connecting with other expatriate friends, and finding a group of similar women in your new community would go a long way in hastening the re-acclimation process. Finally, she emphasizes that life is short, “Put yourself out there, make new friends; enjoy what you had, but learn to appreciate what you have now, as that is what makes life interesting.”
While expatriate life can be very exciting, the very nature of the program implies that the assignment will end, and helping assignees prepare for their return is a critical, but often overlooked, part of the repatriation phase. We suggest that companies provide Repatriation Training through their cross-cultural partner, as well as Destination Services to include Orientation and Settling-in, in addition to House Hunting assistance, to ensure the returning family finds what they need in their new community. The attrition rate of employees returning from expatriate stints is extremely high, and is a high-cost challenge for many employers, but helping the returning family to assimilate back home is one way to stem the tide.
Posted on 11/11/2009 in Global Mobility | Comments (0)
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International Assignments: Expatriates with Families Versus Empty Nesters
One of our team members recently reconnected with an old friend from her expatriate days in Hong Kong during the 1990s via Facebook. The friend is now on a subsequent expatriate assignment in Shanghai and, upon reconnecting through technology, they lamented about the differences from the 1990s to today and also about the experience as an ‘empty-nester’ versus a mother with school-aged children.
While in Hong Kong during the 1990s, the friendship blossomed because both women lived in the same 40-story apartment complex and their children attended pre-school and first grade at the Hong Kong International School. At that time, the social life of an expatriate in Hong Kong was rich, helped by the sheer proximity of so many people in the same situation – living in a culture that was unfamiliar, no extended family nearby, and a delightful degree of freedom afforded to mothers with live-in help. It was a recipe for developing deep friendships as expatriate wives and partners sought to make the transition as easy as possible for their spouse and their children.
Now joining her husband, a top executive running the China operations for a U.S. based computer hardware manufacturer, in Shanghai for another assignment, the friend is realizing a completely new and unique experience. Their two children are now college students and have remained in Texas. She now spends the majority of her time, “learning about the city, culture, etc., instead of concentrating on the kids’ schooling and other needs.” No longer tethered to an American school, she has found her circle of friends widening, meeting more people from other countries as opposed to the almost exclusive American-centered life in Hong Kong. And she noted that there are a lot of ‘empty nesters’ also on assignment. She refers to Shanghai the ‘New York City’ of China because of its large and varied population and, as a result, she has joined several expatriate groups, including the Shanghai Expatriate Association, Brits Abroad, and The American Women’s Club of Shanghai.
She and her husband live in a serviced furnished apartment, unlike Hong Kong, where they lived in a high rise with most of their personal belongings shipped over from the U.S., recreating as closely as possible the home they left in California. The ability to leave without a moment’s notice has provided her with the opportunity to travel frequently, whether it is to accompany her husband, visit her children in the U.S., or explore locally on her own. For this assignment, they also made the decision to keep their home in Texas instead of putting it into a property management program, providing a home base for the entire family, resulting in a genuine sense of comfort knowing that there they will return home once this assignment is completed.
Another significant difference between expatriate live today and that of fifteen years ago is the prevalence of the internet and the various forms of e-communication. In addition to traditional means like email and online chat, expatriate families also rely on Skype and Facebook, even though the latter is blocked by the Chinese government. Leveraging technology she comments that, ‘Staying in touch has never been easier.”
When considering the benefits package for an expatriate couple with children not accompanying, we do recommend that companies allow more than one home leave trip per year, and include student visits at least twice a year. Also, we always recommend that both the assignee and their spouse/partner have complete medical examinations before their departure, which should be a mandatory requirement in any policy, but is critical in these instances to ensure that the assignee and their spouse/partner have their medical needs met in the foreign location. We also suggest that companies include a robust Emergency Leave benefit, as aging parents at home may require immediate response from the boomer expatriate on assignment.
Over the past few years we have witnessed a decrease in the number of families offered long-term international assignment, primarily due to a conscious effort for the company to reduce costs. When relocating a couple rather than a family unit tuition payments are non-existent, housing and COLA allowances are smaller, household goods may not be shipped, and travel is less expensive. While we have not seen factual date to support a corresponding increase in sending older couples as opposed to younger couples, it seems quite clear that the mature expatriate can enjoy and relish the experiences of living abroad. Boomers bring a unique viewpoint, and if offered the opportunity, companies should not be concerned that expatriate life is for the young, but rather for the “young at heart.”
Posted on 10/9/2009 in Global Mobility | Comments (0)
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International Frequent Traveler Assignments: What’s Going On?
Over the past twelve months third party relocation management companies have seen an increase in the use of frequent traveler assignments, also referred to as “rotator programs,” by clients with global business needs. Reasons for the recent increase include the need to manage shorter-term knowledge transfers, the difficulty in convincing employees to move more permanently to certain locations, and in some situations, general cost containment. Technology companies that need to set up complex systems or train customers often adopt this type of assignment as do major international consulting firms and companies in the energy field who require experienced personnel to travel and stay for limited periods in hardship locations. This segment of the employee population is very unique in their willingness to travel constantly for work, and many companies continue to experience ongoing challenges in hiring the appropriate candidates for these specific assignments. In fact, a Deloitte Tax LLP survey claimed the most significant challenge in managing a rotator program was attracting qualified candidates, with the second biggest challenge being “legal, tax, and regulatory compliance issues in home and host location.”
We caution clients that complying with tax and immigration standards and requirements around the world is critical to maintaining a viable program, one that remains invulnerable to hidden costs due to unpaid tax bills or employees stopped at borders because their visa and/or work permit paperwork is incomplete. We recommend designing a relocation policy tier to specifically address this type of assignment, inclusive of details on how the corporation will provide extra support towards compensation (such as housing, auto, per diem allowances; foreign service premiums and hardship pay), health and welfare benefits, tax obligations, immigration prerequisites, and travel policy while on assignment. Outsourcing some components, such as paying per diems or processing expense vouchers, acquiring short-stay accommodations, and the tracking of the time and expense of these assignments, is quickly becoming a ‘best practice’ in the industry as clients streamline internal human resource functions.
Regardless of how the program is structured, we always remind clients that a critical protocol is to ensure that frequent travelers are tracking days in-country, days traveling, and days at “home,” enabling tax partners to properly gauge tax liabilities, and to forewarn of any impending entry or exit issues. We suggest that tracking travel is actually a good practice for any employee who travels abroad because whether they are on a rotator, commuter, short-term or long-term assignment, they will need to recreate a travel history for the year when preparing tax returns. We also recommend that the traveler ask authorities to stamp their passports with entry/exit dates, even if not deemed necessary, to facilitate this process at the end of the year.
Have you witnessed an increase in rotational assignments within your global talent pool, of that of your clients? What has your experience been in tracking these assignments?
Posted on 09/9/2009 in Global Mobility | Comments (0)
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Expatriate Perspective: A Tale of Two Cultures, My Experience as a Trailing Spouse
One of MSI’s Strategic Services Directors had the opportunity to interview a recently returned expatriate regarding her experiences as a trailing spouse who had lived in two overtly different locations, Guadalajara, Mexico and Geneva, Switzerland. Not surprisingly, Lori related that there was much that was dissimilar between the two cultures; however, there were many instances she cited in which the overall consequences of being a foreigner in a foreign land seemed to cross all cultures.
When asked to describe a few examples of the differences, the first that came to mind about life in Mexico versus life in Switzerland was that the Mexicans are warm, welcoming, smiling people, whereas the Swiss are closed and cold. Lori said, “Mexico is unruly and loud, while in Switzerland there are rules for everything – it's illegal to cut the grass on Sundays or during lunch hour, homes' windows must have curtains, hedges have to be trimmed a certain amount by a certain time of year, lest the neighbors report you to the police.” She went on to relate that the Swiss are known to take a good idea and legislate it. For example, there is a law dictating that chimneys have to be swept annually. In contrast, Mexico's laws, as described by this American expatriate, seem like mere suggestions to follow. Lori later intimated, “… all one needs is a pocket-full of pesos to remedy any transgressions south of our border...”
After living on these expatriate assignments for some time, Lori began to feel that there were many notable similarities of expat life in Mexico and Switzerland. For example, other expatriate wives were the dependable source of information, comfort and friendship, no matter where she lived, no matter where they were from originally. She summarized this bond by saying, “I will always cherish my international assortment of friends from far-flung places.“
Lori said that the old adage, “A picture is worth a thousand words,” held true when trying to describe how to have your hair cut, colored and styled when language is a barrier. She also fondly recounts that meals the world over are slower, and include more conversation, and more time-consuming preparation, than in the U.S. “Eating tamales at the home of the woman who spent two days preparing them, or eating a multi-course French feast in the home of a wine maker, is not an experience that can or should be rushed.”
She missed some conveniences of American life, describing an incident when she was eight months pregnant, trying to pay utility bills in person in Guadalajara. Lori joked, “…who knew that 'the check is in the mail' is a uniquely American phrase?”
Lori’s spirit of adventure carried her through these two disparate expatriate assignments. The challenge of learning new languages and acclimating to new customs helped her empathize with those going through, or about to enter into, these exciting experiences. As many trailing spouses have admitted, the opportunities afforded them because of their husband’s assignment abroad helped them grow and thrive beyond what they may have experienced had they stayed home. While there are myriad differences in world cultures, as Lori can attest, there are still many similarities when one is the stranger in a strange land.
Posted on 08/14/2009 in Global Mobility | Comments (0)
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What are Localization, Local, and Local-Plus Assignment Packages?
As organizations continue to expand their global presence, there is still a need to export corporate culture as part of a knowledge transfer to offices based far from corporate headquarters. The traditional long-term expatriate assignment of one to five years is still one of the most prevalent compensation methods to entice employees to move abroad. The expatriate receives above-base compensation elements and tax equalization assistance that ensures the employee remains on a relatively equal financial plane had they not moved and worked abroad. However, expatriate assignments are admittedly expensive for corporations to support, which has resulted in the creation of several different assignment types that bring the expatriate more in line with local employees.
Localization Packages are provided to employees who are moved abroad with some extra benefits, such as a household goods shipment, housing allowance, school tuition allowance, or tax preparation for the year of the relocation, that is decreased over time until the employee is on the same compensation and benefits level as a local hire. We have seen this type of relocation as an effective way to bring locals “home.” These individuals may be non-Americans who have studied or worked in the U.S. and are interested in returning to their home country, but have become accustomed to the lifestyle they enjoyed in the U.S. The Localization Package can help the employee with re-entry and re-acclimation, though, of course, this option is not exclusive to returnees, and is applicable to a variety of globally mobile employees. An important element of a Localization Package is that the employee intends to live permanently in the host location. They will be transferred to the host country payroll immediately upon the termination of any additional benefits, and social security and retirement shift to the host location as well.
A Local Assignment Package is more often offered to a non-native to live in the host location. In instances where the employee is the driving force behind the relocation, many companies will provide only a local package; whereas if the employer is initiating the move, the package may include additional incentives. We have witnessed an increase in this type of mobility package in regions where there is a considerably large expatriate population already present, as in Hong Kong, mainland China and Singapore, resulting in a more competitive hiring environment where a traditional expatriate package may not be necessary. In these countries, the expatriate population is largely comprised of younger people and the jobs are more technical in nature. This method is also more easily applied to non-Americans who are not subject to taxation in both the home and host country, or to Americans with incomes not significantly affected by their global tax liabilities. Employees under a Local Assignment Package may also remain in their home country social security system and other long-term plans during their time abroad, and by definition, an employee on a Local Assignment Package intends to return to their home country.
While the definition of Local and Local-Plus Assignment packages is fairly fluid, the distinguishing feature of a Local-Plus Assignment Package is that the company provides more above-base compensation benefits, such as a subsidy towards housing, school tuition, tax assistance and/or preparation, or some other negotiated element, that places the employee in a similar, but not equivalent, level with local employees. These employees also remain on their home country social security program, and do not intent to move permanently to the host location. The Local-Plus concept has become more popular as a way for companies to bridge the gap between a full expatriate assignment and a true local package that may not be attractive enough to entice the very best candidates for the position.
Even in today’s economic climate, companies continue to have organizational needs that require global mobility. As companies continue to expand their global presence we will see continued evolution of assignment types in terms of both traditional expatriate assignments and business travelers.
Posted on 07/15/2009 in Global Mobility | Comments (1)
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Host Country Tips for Promoting a Successful Global Assimilation
Whether large or small, companies in today’s economic climate must ensure that their global mobility program is as effective as possible, regardless of financial resources. Even as organizations reduce their overall volume and change the profile of some global assignments, the average cost of an assignment is still well over US$1,000,000. As such, it’s critical for companies to protect this investment, a process that begins with a successful assimilation into the host country.
In larger organizations, successful assimilation is supported by the company’s relocation program, through the inclusion of benefits including language assistance, cross-cultural training and settling-in services. In smaller organizations, the assimilation process is sometimes more challenging. With fewer financial resources and often no structured policies, host country managers are left to their own accord to work with employees and help them with their assimilation.
In working with your employees, regardless of your relocation program elements, here are a few suggestions which will help your global assignees as they assimilate into the new environment.
If your company has other expatriates in the area, set up a “mentor” program whereby one of the current expat families provides assistance to the new family. If there are no expats, then ask for locals to offer their assistance. Mentoring programs don’t just benefit the employee but also his/her spouse/partner and any accompanying children. We recommend initiating the mentoring as soon as the employee agrees to the assignment because answering questions upfront can help set expectations appropriately. When the assignee arrives in country, make sure that the families meet in person, and that follow up continues throughout the first few months of the assignment. You may even want to create a ‘tip sheet’ or ‘critical list’ for mentors to serve as a guide as you launch the program. Of course any mentoring should be complimented by regular follow-up by host country human resources as well.
Host country human resources can also conduct both general and assignee specific research on the area and present an information package with details about shopping (groceries and other sundries), medical care (general practitioners, dentists, etc who work with the expatriate community), how to open a local bank account, how to register with the consulate, how to use public transportation, and information about joining general expatriate associations and clubs. We recommend that the local human resource manager invest time in visiting expatriate schools and garner the basic information so that they can provide that information to their incoming assignee/family. We also suggest that they take a tour with a local agent to view potential expatriate housing, familiarizing themselves with the typical areas, styles and available inventories.
Organizations can also sponsor periodic lunches for expatriate spouses/partners to create a sense of unity amongst the group. The lunches are often modeled after ‘newcomer’ events and include basic networking and general introductions. If available, a human resource leader may also want to moderate discussions around challenges faced etc. providing a forum for those who are further along in their assignment to share their experiences.
While it’s always optimal to provide these services through a relocation management company, it’s not always practical, but it always important. Successful assimilation is a critical key to the overall assignment and the return on the investment for your organization.
Posted on 06/2/2009 in Global Mobility | Comments (0)
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No Room for Failure…Successful Global Assignments
In a recent post we introduced the topic of ensuring a return on investment from global assignments and how we can influence that return during pre-assessment and assignment preparation phase of the relocation. That is one-half of the equation. Repatriation is the second-half. A staggering 48% of all returning expatriates leave their company within 2 years of repatriation. And, the majority of those individuals are leaving to work for the competition. Companies are making an investment of over $1.25M in an assignees two- to three-year global assignment, but what are they doing to ensure that they remain with the company? Honestly, some are not doing anything at all.
Most companies focus the majority of their investment pre-assignment and on-assignment through housing allowances, education stipends, cost of living adjustments etc. Few organizations focus on repatriation and the ongoing work with the assignee that needs to occur around career path and their eventual return to the home country. Repatriation brings significant emotional concerns for the assignee and his/her family including adjusting to an ‘old’ workplace, the change in culture, the lack of ability to practice their learned global skills, and a return to normalcy. Global assignees have been treated to something special, and now it’s gone and often they do not or cannot reclaim that energy or feeling within their existing company.
What can we do to keep these people at our organizations and productive and happy? Ensure that the assignee has a plan from the pre-assignment through repatriation and include a decisive career path, which is committed too by both parties prior to initial assignment acceptance. And, offer professional repatriation services. Amazingly, with repatriation services, the 48% attrition rate noted above, drops to under 20%.
Global assignments aren’t just about the COLA and the housing allowance. With an investment this large, it’s critical to look at the emotional elements and ensure that your global assignees are set up for success. It’s the one way to ensure that you and your company will get a return on the investment.
Posted on 03/27/2009 in Global Mobility | Comments (1)
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