Planning overseas assignments.[check] This checklist provides planning guidance to organisations sending, and to individuals being posted, on overseas assignments. For organising short-term business travel, there is a separate checklist. Selecting, appointing, supporting and developing managers abroad can be highly complex. Failure rates, or non-completion of assignments, have been put as high as 40 per cent. In addition to this, the cost to the employing organisation may be considerable, as may the professional and personal price paid by the individual. Both for the organisation and the individual, there is a need to reduce uncertainty and ineffectiveness as far as possible, and to create a sense of direction, purpose and control. Definition For the purposes of this checklist, working overseas means outside the United Kingdom. An assignment means a posting overseas for a defined period (of over six months) with the current employer. Advantages of planning assignments Planning postings means: * the employee and employer will both benefit through minimising culture shock and through attention to detail * the potential for failure, for reasons of cultural adaptation, is minimised * the risk and cost of premature repatriation Repatriation The process of converting a foreign currency into the currency of one's own country. Notes: If you are American, converting British Pounds back to U.S. dollars is an example of repatriation. is reduced. Disadvantages of planning assignments * The cost of such preparations are expensive and time-consuming, but not as expensive as a badly planned assignment. * Rapid detours or u-turns due to unforeseeable Un`fore`see´a`ble a. 1. Incapable of being foreseen. Adj. 1. unforeseeable - incapable of being anticipated; "unforeseeable consequences" unpredictable - not capable of being foretold political, economic or environmental changes of circumstances can throw preparations out of the window. Action checklist 1. Prepare for the road ahead Be aware of local language requirements and cultural issues, and allow time to prepare mentally and domestically for the transition. Preliminary visits for the employee and family (with the organisation's full support) are invaluable for gaining an initial perspective, making early introductions and learning about local facilities, or the lack of them. Just as the transition is the joint responsibility of both employee and employer, it is vital that both: * understand the task to be accomplished * recognise the need for levels of adaptability a·dapt·a·ble adj. Capable of adapting or of being adapted. a·dapt  a·bil , maturity and
technical competence technical competence,n the ability of the practitioner, during the treatment phase of dental care and with respect to those procedures combining psychomotor and cognitive skills, consistently to provide services at a professionally acceptable level. * understand the need for organisational and family support. 2. Be aware of rights Be aware of the rights of individuals and of the employing organisation in the country of destination, especially any existing or pending legislation. For example, the Posted Workers Directive, adopted by the European Commission European Commission, branch of the governing body of the European Union (EU) invested with executive and some legislative powers. Located in Brussels, Belgium, it was founded in 1967 when the three treaty organizations comprising what was then the European Community in September 1996, guarantees employees sent to work temporarily in another EU state the same pay and working conditions as those recruited locally. 3. Define the personal characteristics and requisites for the job specification As with any recruitment and selection process for any job, it is important to have a clear view of the skills, experience and personal qualities that are needed for the post. In the case of an appointment for an overseas posting, additional factors need to be taken into account. These are: * knowledge of languages A good working knowledge of the main language of the host country, particularly if English is not widely spoken there. * international experience Previous experience can help mental preparation and reduce culture shock. Preliminary visits and existing organisational networks can help the process of familiarisation Noun 1. familiarisation - the experience of becoming familiar with something familiarization experience - the accumulation of knowledge or skill that results from direct participation in events or activities; "a man of experience"; "experience is the best . * job experience, seniority and qualifications In some countries, qualifications--as recognition and acknowledgement of expertise--are very important. * flexibility, learning and lack of prejudice There is a need to be aware of and overcome stereotypical British superiority, insularity in·su·lar adj. 1. a. Of, relating to, or constituting an island. b. Living or located on an island. 2. a. and aloofness Aloofness Bartleby refuses to associate with others or even to mingle with other employees. [Am. Lit.: Melville Bartleby the Scrivener] Chapin, Joseph and to be able to cope with unfamiliar people in unfamiliar surroundings. * motivation factors --the need to gain foreign experience for career advancement --interest in other cultures and customs --interest in communication and language learning. * competence, effectiveness and capabilities --initiative and high levels of activity --ability to handle stress --respect for different opinions and values --interest in and liking for people --autonomy of action. 4. Draw up the short list for candidate selection Certain criteria are essential for the selection and elimination process. * Is the candidate stable, self-reliant and able to cope with crises? * Is (s)he willing to adjust to a new way of life? * Can (s)he relate well to people and communicate effectively in the destination culture? * Has (s)he the required technical knowledge and competence? * What is his/her health record? * Are problems likely to arise concerning family responsibilities? The selection process should not just focus on technical competence but also assess personal characteristics such as flexibility, emotional stability, and learning and relational skills. Widely differing conditions between the home and host country, beyond the control of the company or individual, can impact on the effectiveness of any appointment. These include factors such as the degree of economic and industrial development of the host country, political stability, physical infrastructure, including transport, telecommunications Communicating information, including data, text, pictures, voice and video over long distance. See communications. , health facilities, social and cultural differences and extremes of climate. These should be taken into account. 5. Devise an appropriate training programme Organisations may prefer job-related opportunities such as international transfers or assignments, followed by exchanges or secondments, but there can be no substitute for a practical, tailor-made and flexible programme which should expose the candidate to a variety of elements, including: * language training Self-learning tapes and intensive crash courses (eg Berlitz) have good track records of success if the learner is willing and committed. * general, national and business orientation Awareness of: --the global economic order and terms of trade Terms of trade The weighted average of a nation's export prices relative to its import prices. --trends in changing technology and communications, demography demography (dĭmŏg`rəfē), science of human population. Demography represents a fundamental approach to the understanding of human society. , religion and the environment --the country's historical, religious, ethnic and political background --the country's attitude to foreign business --the efficiency of transport and communications --facilities for health-care, housing, education and leisure --social and cultural expectations and requirements --a grasp of international business strategies. * family consultation A stable family life is usually seen as an asset. Where the assignment is for two years or more, the family usually expects to move with the appointee APPOINTEE. A person who is appointed or selected for a particular purpose; as the appointee under a power, is the person who is to receive the benefit of the trust or power. . Consider the whole range of domestic arrangements (which on home ground would usually remain the private reserve of the individual). Consider too, what the spouse will do with him/herself in a situation where the employee is, in effect, cushioned by the very fact of employment, and the spouse is exposed to life without corporate trappings. * career development preparation View this experience as a stage of development and not the end of the road. Both employee and employer should give thought to how this experience will be of mutual benefit and what will follow. * pay and benefits Information should be provided on issues such as the total benefits package during the overseas appointment, tax implications both at home and abroad, UK national insurance contributions, medical insurance, effects on any UK pensions arrangements (particularly important), hardship and other allowances, for example, for inhospitable in·hos·pi·ta·ble adj. 1. Displaying no hospitality; unfriendly. 2. Unfavorable to life or growth; hostile: the barren, inhospitable desert. climates, accommodation costs, private transport facilities if necessary, leave and travel allowances for home visits, and security of job tenure on final return. 6. Support the manager overseas An on-site line manager, subordinate, superior or peer who acts as a trouble- shooter, mentor and guide in the early stages can be a boon Boon A general term that refers to a benefit or improvement for investors. This can include such things as increased dividends, a stock market rally and stock buybacks. Notes: during what could be an otherwise traumatic, worrying or frustrating frus·trate tr.v. frus·trat·ed, frus·trat·ing, frus·trates 1. a. To prevent from accomplishing a purpose or fulfilling a desire; thwart: experience. 7. Prepare for repatriation This is as important for the career path of the employee as for the avoidance of 're-entry shock' for the family. Re-integration, or the coming home phase, may also require some training, familiarisation and updating from the company, as well as personal effort. Useful reading Books Best practice for managers and expatriates : a guide on selection hiring and compensation Stan STAN Stanchion STAN Stärke- und Ausrüstungsnachweis (German) Stan Standard Man (human patient simulator) STAN SEMCIP Technical Assistance Network STAN System Trace Audit Number STAN Star Trek Area Network Lomax New York New York, state, United States New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of NY: John Wiley John Wiley may refer to:
Developing global business leaders: Mark E Mendenhall, Torsten M Kuhlmann and Gunter Stahl eds Westport Conn: Quorum A majority of an entire body; e.g., a quorum of a legislative assembly. A quorum is the minimum number of people who must be present to pass a law, make a judgment, or conduct business. Books, 2001 Communicating across cultures: Maureen Guirdham West Lafayette West Lafayette, city (1990 pop. 25,907), Tippecanoe co., W Ind., a suburb of Lafayette, on the Wabash River; inc. 1924. A primarily residential city, it is the seat of Purdue Univ. Ind: Ichor ichor flows through the veins of gods instead of blood. [Gk. Myth.: Brewer Dictionary] See : Immortality Business Books, 1999 Journal articles An integrative view of international experience: Riki Takeuchi and others Academy of Management Journal Feb vol 48 no 1, 2005 An exploratory investigation of the relative importance of cultural similarity and personal fit in the selection and performance of expatriates Sunkyl Jun James W Gentry Journal of World Business Feb vol 40 no 1, 2005 Flexpatriate assignments a neglected issue in global staffing Helene Mayerhofer and others International Journal of Human Resource Management Dec vol 15 no8, 2005 The development of political skill and political capital by global leaders through global assignments Michael Harvey For Michael Harvey, the type designer and calligrapher, see Michael Harvey (lettering artist) For Michael Harvey, the software executive, see Michael Harvey (software executive) Michael Harvey, aka MC Harvey and Milorad M Novicevic International Journal of Human Resource Management Nov vol 15 no 7, 2004 Working away: Sue Mann Professional Manager May vol 12 no 3, 2003 Useful addresses Centre for International Briefing, Farnham Castle Farnham Castle is a castle in Farnham, Surrey, England (grid reference SU839474). First built in 1138 by Henri de Blois, grandson of William the Conqueror, Bishop of Winchester, the castle was to become the home of the Bishops of Winchester for over 800 years. , Farnham, Surrey, GU9 0AG Tel: 01252 721194 www.farnhamcastle.com/ Employment Conditions Abroad, Anchor House, 15-19 Britten Street, London SW3 3TY Tel: 020 7351 5000 www.eca-international.com The Association of Language Excellence Centres, IALC IALC International Association of Language Centres IALC International Arid Lands Consortium IALC International Association of Lions Clubs IALC Instrument Approach and Landing Chart IALC Interpersonal Action-Learning Cycle Secretariat Secretariat, 1970–89, thoroughbred race horse. Trained by Lucien Laurin and ridden by Ron Turcotte, Secretariat won the Kentucky Derby, Preakness, and Belmont Stakes to capture the Triple Crown in 1973. Secretariat (foaled 1970) U.S. , Lombard House Business Centre 12/17 Upper Bridge Street Canterbury, Kent CT1 2NF 01227 69007 www.ialc.org Thought starters * Have the political, economic, social, cultural and market fronts been thoroughly researched? * Have facilities and support-lines in the foreign country been researched? * Is there a proper training and familiarisation programme? * Has adequate thought been given to what follows the foreign posting for the employee? |
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