Managing Expatriates in Stressful and Difficult Situations

by Allon S. Bross

The success of any expatriate assignment - in terms of work performance, achievement of company goals, career development, and family welfare -- depends in large part on the support given to the expatriate by both home- and host-country managers. Without their encouragement and guidance through supportive conversations and referral to available resources and programs, a stressed employee may not successfully complete the overseas assignment.

To offer assistance in the most effective manner, the assignee's manager must first understand not only what the family may experience on assignment, but also the extent to which personal and family situations may be exacerbated by the pressures of living and working abroad. With this knowledge, managers -- both at home and in the assignment location -- can appropriately intervene in an assignment before it fails, on either a work-related or personal basis.

The stages of an expatriate's adjustment
Contrary to what some people may think, the pre-departure stage is not the only period in which expatriate families experience stress. The transition begins prior to the family's departure from home, continues throughout the assignment, and lingers after they have returned to their home country - or, perhaps, accept another international assignment, in which case the transition starts all over again.

Expatriate families typically experience emotional highs and lows, depending upon their stage in their "cycle of adaptation:" Pre-departure, often extremely tumultuous and stressful, has implications for personal and family life - uprooting the family from relatives and friends, work environments and colleagues, school curriculum and friendships, cultural events, religious affiliations, volunteer organizations, and so forth.  Upon arrival, it is common to experience a "honeymoon" or "tourist high" of excitement and confidence to deal with initial challenges.  Transitional problems often follow, requiring adjustment to the new culture, workplace demands, daily activities, and local population. Most expatriates experience culture shock at some point no matter how well prepared. A variety of symptoms appear, and the more negative aspects of a person's behavior often intensify. The symptoms gradually dissipate over time, though may last between two weeks and eight months.

Repatriation and reverse culture shock can be more difficult than the initial move.  At any stage, expatriates experience a number of challenges that include personal and work issues, which may adversely affect their job performance (and vice versa). Meanwhile, supervisors are caught in the difficult position of putting out fires or managing conflict for the 20 percent of expatriates who will use up 80 percent of their time -- and affect a minimum of four other employees until their problems are resolved.

What home- and host-country managers can do
Despite the tendency of some supervisors to deny the facts, a troubled expatriate really is a managerial concern. An employee's behavior may impact workplace effectiveness and productivity, resulting in serious consequences to the company's profits or reputation, the individual's colleagues, customers and clients, and the assignee's family. Both home- and host-country managers, along with the appropriate HR staff, can play a pivotal role in helping the expatriate effectively adjust to the assignment and reintegrate into the home environment, especially when the individual is dealing with pressures unrelated to the assignment. For a manager to effectively assist an assignee experiencing problems, it is first important to recognize a few key distinctions (see"Distinguishing Trouble from Trouble").

1. Distinguishing Trouble from Trouble

   The expatriate with a trouble - someone not normally difficult to deal with, yet, in a particular conversation may be irritated or frustrated. This individual has a problem, is looking for a solution, and will be responsive to help. Once that occurs, managers and colleagues are not likely to experience difficulties with this individual again. A troubling expatriate - a difficult person to deal with no matter where they are. Previous work experiences will probably confirm similar problems. Draw a hard line and enlist the support of superiors and other team members, if necessary. The troubled expatriate - someone experiencing symptoms that have begun to negatively affect the individual's home or professional life, or both. Behind the apparent symptoms is a story. This individual, who may or may not respond to a manager's assistance, is likely to experience a change in personality or performance, with problems tending to be psychological or emotional.

   Source: FGI

Once the genuinely "troubled expatriate" is identified, the manager should:

• Understand the unique issues facing expatriates and their families -- culture shock, loneliness, sense of alienation, insecurity in a foreign land with a new job or new school, loss of spousal employment and so forth.
• Recognize the symptoms of troubled expatriates (see "Identifying Trouble in the Workplace") and look for a change in the behavior pattern, not isolated incidents, factoring in the expatriate's stage in the cycle of adaptation. It is important to rule out the effects of illness or medicinal interaction.
• Document in writing any specific instances of job performance and work patterns that have changed and declined below company expectations. Be aware of the cross-cultural implications of documentation and adjust your procedures accordingly.
• Consult with appropriate managers, keeping them informed of the situation and obtaining guidance if they have had similar experience. Be aware of cross-cultural implications of documentation and adjust your procedures accordingly.
• Consult with appropriate managers, keeping them informed of the situation and obtaining guidance if they have had similar experiences.
• Meet with the employee to determine the source of the difficulty.
• Intervene appropriately to successfully guide the employee to a resource that can offer a solution.

Meeting with the troubled expatriate
Depending on the individual's circumstances and the severity of the problem, the manager should schedule a private meeting with the expatriate. Allowing sufficient time for an uninterrupted discussion will encourage the employee to share information. The manager's role is to listen carefully and ask the right questions in order to find the link between the sources of the symptoms and the apparent decline in performance.  Is the problem related to the employee's specific job, the company's organizational structure, or interpersonal relationships with co-workers and managers?  Does it, instead, involve a personal or family problem exacerbated by the assignment -- cultural adjustment, marital problems, ill or elderly parents left behind, financial and legal difficulties, emotional problems, substance abuse, and so forth?
Rather than demand an explanation for poor performance, it is more effective to show concern and express interest in the individual's international experience, current career and future plans, and the assignment's impact on both work and family. If appropriate, express appreciation for any past good performance and contributions to the company. 

When discussing work issues, remember that performance should be the basis for the discussion -- not the employee's behavior. Be fair and honest, referring to the documentation if necessary, and allow the employee an opportunity to explain the work-related problem. Suggesting possible solutions with active input from the employee is more likely to encourage the individual's commitment to taking the next step -- whether it be additional training to deal with cross-cultural adaptation, repatriation services and so forth.

If the problem is based on a personal difficulty and the employee does not wish to share such information, respect the individual's privacy and indicate company support through a referral to an EAP or any other such assistance that will help resolve the problem. If no creative solutions are available -- or, if the employee is unwilling to cooperate in any efforts to improve the situation -- set clear expectations about his or her future job performance and monitor the expatriate's behavior over an extended period. If problems persist, treat the employee in accordance with normal managerial protocols and disciplinary action.

Troubles rarely stay behind
Along with families and household furnishings, expatriates not only take along their personal problems but may also become enmeshed in work difficulties in the unfamiliar overseas environment. To offer assistance before such problems adversely affect work performance (and family life), a manager needs a firm grasp of what the employee may experience on assignment, when problems are likely to blow up out of proportion, and how to appropriately intervene -- solving problems before the become unsolvable.

Allon S. Bross is president and CEO of FGI, a global relocation solutions support firm headquartered in Toronto, Ontario, Canada.

This article is reprinted with the kind permission of Organization Resources Counselors, Inc., a leading international HR consulting firm headquartered in New York. Using the world's largest database on expatriate compensation and practices, ORC provides more than 1,800 organizations with information on home and assignment location costs. ORC develops and reviews expatriate policies, and shares information through worldwide seminars and roundtables.