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Weekly UpdatesThis 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.
Management Standards
This checklist has relevance to the MSC National Occupational Standards for Management: Key Role C--Manage People.
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 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 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, maturity and technical competence
* 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 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.
* job experience, seniority and qualifications
In some countries, qualifications--as a 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 and aloofness 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, 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
--trends in changing technology and communications, demography, 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. 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 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 during what could be an otherwise traumatic, worrying or frustrating 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
Journal articles
Related checklist
* Preparing for business abroad
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?
Further information
Checklists are available in the following formats:
* Individual checklists.
* A complete set of 195 on CD-ROM or in hard copy.
* Checklists with permission to photocopy.
Full details of the range of checklists available can be obtained from:
Lavis Marketing, 73 Lime Walk, Headington, Oxford, OX3 7AD Tel: 0845 702 3736 (local rate call) Fax: +44 1865 750079 or from Checkpoint on the Chartered Management Institute's website at www.managers.org.uk
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