book report final

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HUMAN RESOURCE MANAGEMENT

TOPIC

Role Of HR In Expatriate Training

Project by : Rohan Shah


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INDEX

WHO IS AN EXPATRIATE.3

ROLE OF HR IN EXPATRIATE TRAINING.5

PROBLEMS FACED BY EXPATRIATES.12

REPATRIATION..17

THE CASE OF WOMEN EXPATRIATES IN THE GLOBAL ARENA...26

INTERVIEWS

INTERVIEW WITH AN HR DEPARTMENT PERSONNEL..35

INTERVIEW OF AN EXPATRIATE

(A FOREIGNER WHO HAS COME TO WORK IN INDIA)40

INTERVIEW OF AN EXPATRIATE

(AN INDIAN WHO HAS GONE ABROAD TO WORK).43

CONCLUSION..46

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WHO IS AN EXPATRIATE?

An expatriate is someone who has chosen to live in a country other than the one in

which he or she legally resides. Most often, an expatriate is a citizen of a Western nation who

has chosen to live in a non-Western country, such as one in South America, Asia, or Africa.

Occasionally, someone who is living in a different Western country than the one in which he

or she has citizenship is referred to as an expatriate, but this usage is less frequent.

An expatriate is different than an immigrant in that most expatriates do not plan on

residing in their new country permanently, and if they do, they plan on retaining their native

citizenship for practical purposes. Immigrants, by contrast, usually plan on residing

permanently in a new country and acquiring permanent citizenship there. The word expatriate

comes from the Latin ex meaning out of, and patria meaning country.

Expatriates are often known simply as expats, and they often form their own

communities in their new host countries. In areas popular with expatriates, such as parts ofAfrica and South-East Asia, there are often services such as hotels and cafes that cater

specifically to the needs of the local expatriate community. Local and national governments

may also be able to offer information and resources to potential expatriates, helping them

navigate the sometimes confusing world of long-term visas and work permits. The

governments of many developing nations are happy to encourage expatriates with decent

liquid assets or a steady source of income, as they view them as a stable financial base.

Expatriates are sometimes looked at negatively, both by citizens of their native

country and by citizens of the country in which they have chosen to dwell. Some people refer

to expatriates who leave their native country as expatriots, indicating that they have a reduced

sense of patriotism reflected in their desire to leave their homeland. Some groups in popular

expatriate destinations consider the expatriate community to be a negative force in their

country, as expatriates often do not pay into the tax base, are not a part of the armed forces,

and may not fully integrate themselves into the local culture.

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For the most part, however, the expatriate community is not only tolerated, but

encouraged in third-world countries. Many expatriates give back immensely to their host

countries, using their relative wealth to support infrastructure and local businesses, and using

their understanding of citizens from their native countries to help expand the tourist industry

and to mitigate many of the negative effects tourism might have. By acting as an intermediary

between tourists and the local culture, an expatriate can help facilitate cultural sensitivity and

environmental respect and assist in translation and communication.

Virtually every country on earth has a decent-sized expatriate community, and people

interested in moving to a new country permanently or semi-permanently may want to make

contact with that community. Many expatriate communities have websites or local meeting

places where they share tips and contacts with the curious, and one can usually find them

through a quick web search or by browsing a good guidebook for the country in question.

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ROLE OF HR IN EXPATRIATE TRAINING

To work and live effectively in a new country, expatriates must know three things:

1. The basics of the new country's history, politics, business norms, education system,

and demographics,

2. How cultural values affect perceptions, values and communication,

3. Why moving to a new country can be difficult and how to manage these challenges

An HR department offers pre-departure and post-arrival cross-cultural and

repatriation training programs for residents going overseas, international newcomers

and individuals and families who are repatriating. Every training program is tailor-

made to meet the individual needs of the trainees and their families. Family

circumstances, special interests and needs, existing knowledge, and time availability

are just some of the factors The HR department take into consideration when creating

an enriching and fully integrated training program for individuals or expatriates and

their spouses/partners.

An HR department offers specialized versions of this cross-cultural training

for:

Spouses and Partners: The spouse or partner's adjustment is one of the secret links

to making any international assignment a successful one for the entire family.

Virtually every study that has examined the causes of overseas assignment success

finds the same thing -- that family and spouse/partner adjustment are the mostimportant factors. Too often spouses'/partners' needs are disregarded, and they are left

to their own devices when it comes time to move. The Interchange Institute's ground-

breaking multinational surveys of accompanying spouses clearly identify a number

of steps that sponsoring organizations and families can take to enhance the chances of

good family adjustment. These steps are incorporated into our training for expatriates

and spouses. Spouses can be trained along with the expatriate employee, however,

The HR department do offer individual programs for spouses only as well.

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Children and Teens: Parents' largest worry is often centered on their child's

adjustment. Children, and especially teens, may be confused and upset with the anticipated

changes, and feel powerless, as they are usually not the ones making the decision to leave.

The HR department work at communicating with children and teens, discussing their fears

and uncertainties, as well as discussing all the new and exciting challenges they will face in

their new country. The HR department discuss the training day with the parents, easing their

concerns and allowing for open dialogue among all participating

Conducted by Dr. Anne P. Copeland or one our network of professional trainers who have

been trained by Dr. Copeland

What is the kind of training that can be given with examples of the same.

1. Multicultural workgroup training

Goals for Multicultural Workgroup Training:

To maximize the cultural sensitivity of real or virtual workgroups that includes people

from several cultures.

To learn how to avoid misunderstandings based on cultural differences.

To learn how to communicate verbally and non-verbally with colleagues in other

cultures.

To understand the role of different cultural values and communication styles in work,

everyday living, and teaching situations, and how to work effectively with people

with differing styles.

To improve understanding of local cultural differences and communication styles that

exist globally and within the United States.

To recognize how culture influences the perceptions, values, attitudes,

communication, behavior, daily life and the practice of business.

To become aware of the limits of any single cultural perspective.

To learn to adjust behavior during interactions with colleagues from other cultures, as

needed.

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To plan for making adjustments to business processes in light of local expectations.

Methods Used In Multicultural Workgroup Training:

- Short lectures

- Perspective-taking exercises

- Role plays

- Simulation game

- Self-reflection and assessments

- Small group discussion

- Group problem-solving and card-sorting activity

- Question and Answer period- Action Planning (application of training to trainees' own situation)

Example of a Two-Day Multicultural Workgroup Program in USA:

1. Introduction and Establishment of Expectations and Needs

2. What We Do (and Don't) Mean by the Word "Culture"

3. Classic Models of the Meaning of Culture

4. How Others See US Americans and How Will Others See Me?

5. Brief Overview of How Cultural Values Affect Workplace Issues, with emphasis on

expectations about leadership, negotiation style, conduct of meetings, and business

writing

6. Simulation of the Experience of Crossing Cultures

7. Cultural Differences in the Workplace: Data and Application from Around the World

8. Communication Styles: The Dangers of Not Understanding the Role of Culture

9. Tips for Business Travelers to Host Country

10. Application of Training: Analysis of trainees' own management approaches in light of

their own cultural values, communication styles, and learning styles, and in light of

current multicultural situations

11. "Ask the Expert" Question and Answer period for covering any unanswered questions

12. Wrap-Up and Evaluation

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2. Staff Cross-Cultural Training

Goals for Staff Cross-Cultural Training

To maximize the cultural sensitivity of professionals who work with global

transferees and their families.

To review the historic, political, educational, and economic background of the host

country, highlighting how to explain the ways these influence current events and

today's social values and problems.

To learn how to avoid misunderstandings based on cultural differences.

To understand the role of communication styles in work, everyday living, and

teaching situations, and how to work effectively with people with differing styles.

To review the common course of culture shock and how to recognize and manage it.

Methods for Staff Cross-Cultural Training


- Short lectures

- Role plays

- Simulation game




- Question and Answer period

- Action Planning (application of training to trainees' own situation)

Example of a One-Day Program Staff Cross-Cultural Trainingin USA



3. The Importance Of Understanding Your Own Cultural Values

4. USA 101: Historic and Political Roots of Current Social Issues, and How to Explain

This to Newcomers

5. Cultural Differences that Affect Service Providers

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7. The Surprising Course and Management of Culture Shock

8. Eleven Reasons Moving to a New Country Can Be Difficult (and What to Do About

It)

9. Ask the Expert" Question and Answer period for covering any unanswered questions

3. Relocation Cross-Cultural Training

Goals for Relocation Cross-Cultural Training

To maximize the cultural sensitivity of relocating employees, in preparing them to

conduct business with colleagues from other cultures.

To learn how to avoid misunderstandings based on cultural differences, understand

the role of communication styles in work, everyday living, and teaching situations,

and how to work effectively with people with differing styles.

To understand the historic, political, educational, and economic background of the

host culture well enough to interpret current news events and social problems.

To learn about the common course of culture shock and how to manage it, for oneself

and one's family.

Methods Used In Relocation Cross-Cultural Training:

- Short lectures


- Role plays

- Simulation game




- Question and Answer period

- Action Planning (application of training to trainees' own situation)

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Example of a Two-Day Program for Relocation Cross-Cultural Training Programme in USA:



3. Classic Models of the Meaning of Culture

4. How Others See US Americans and How Will Others See Me?

5. Host Country 101: Historic and Political Roots of Current Social Issues

6. Brief Overview of Host Country's Cultural Values and Business Approaches, with

emphasis on expectations about leadership, negotiation style, conduct of meetings,

and business writing

7. Cultural Differences in the Workplace: Data and Application from Around the World


9. Tips for Business Travelers to Host Country

10. Application of Training: Analysis of trainees' own management approaches in light of

their own cultural values, communication styles, and learning styles, and in light of

current multicultural situations

11. The Surprising Course and Management of Culture Shock

12. Eleven Reasons Moving to a New Country Can Be Difficult (and What to Do About

It)

13. "Ask the Expert" Question and Answer period for covering any unanswered questions

14. Wrap-Up and Evaluation

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Nature of Planning: Expatriate Selection

Within the abundant research on expatriate managers, certain selection characteristics

or traits have been identified as predictors of expatriate success. Ronen (1989), describes five

categories of attributes of success: (1) job factors, (2) relational dimensions, (3) motivational

state (4) family situation, and (5) language skills. The five categories and their specific

aspects are outlined in Table.

Categories of Attributes of Expatriate Success

Job Factors Relational Dimensions Motivational State Family Situation Language Skills

Technical skillsTolerance for

ambiguityBelief in the mission

Willingness of

spouse to live

abroad

Host country language

Familiarity with host

country and headquarters

operations

Behavioural flexibilityCongruence with career

path

Adaptive and

supportive spouse

Non verbal

communication

Managerial skills Non-judgementalismInterest in overseas

experience

Stable marriage

Administrative competenceCultural empathy and

low ethnocentrism

Interest in specific host

country culture

Interpersonal skills

Willingness to acquire

new patterns of

behavior and attitudes

Ronen (1989) identified these five selection attributes (Table 1) as contributing to greater

expatriate success in international assignments as compared to the customary selection of expatriates

based solely on technical abilities. This paper reports the findings of a study which examined the

selection categories of fifteen organizations

PROBLEMS FACED BY EXPATRIATES

1. Cultural adjustment/Shock:

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'Culture shock' is a term used in differing contexts, occasionally with different

meanings. However, when used with reference to expatriate relocation it refers to the process

of coming to understand and adapt to differences in culture manifest through daily interaction

and situations. At this stage of the relocation people start to interact with the host culture

actively, either through work or in day to day situations. The differences in behavior

combined with the stress of adapting to a new daily routine leads to a dislike and criticism of

the host culture. Symptoms of culture shock start to appear such as homesickness, boredom,

lethargy, irritability and hostility to the host culture

Cross cultural adjustment is adjustment of expatriate with the job, host country

nationals, and to general work and non work environment (Black, Stuart, and Stephens,

1989). Most of the effective global managers often suffer the most severe culture shock

which is a natural response to the stress of immersing oneself in a new environment.

2. Role Ambiguity:

Role ambiguity has been described as the single or multiple roles that confront the

role incumbent, which may not be clearly communicated in terms of behaviors (the role

activities or tasks/priorities) or performance levels (the criteria that the role incumbent will be

judged by). Most research suggests that role ambiguity is indeed negatively correlated with

job satisfaction, job involvement, performance, tension, propensity to leave the job and job

performance variables

The dimensions of role ambiguity include:

1. Goal/Expectation/Responsibility Ambiguity - What is expected? What should I be

doing?

2. Process Ambiguity - How to get things done. The ways of achieving organizational

objectives.

3. Priority Ambiguity - When things should be done and in what order.

4. Behavior Ambiguity - How am I expected to act in various situations? What

behaviors will lead to the needed or desired outcomes?

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3. Tension between parent and host country work set-up:

Formal support systems that are provided by the organization might be of particular

value to the expatriate manager who is facing short, intermediate, and long-term stress

associated with their foreign position. The level of stress could accumulate to a point where it

would be difficult, if not impossible, for the expatriate manager to fulfill their role in the

foreign assignment. Without such support, the expatriate manager may attempt to address the

mounting stress in a number of ways leading to failure or dropping of the assignment. Most

expatriates believe that accepting foreign assignments gives them an advantage over their

colleagues in similar positions in the home country. However, others fear that they will sufferfrom out of sight, out of mind syndrome, and be left out of important communication loops

in the corporate office in parent country.

4. Expatriate compensation:

Expatriate compensation has been found to be a challenging issue to deal with andthus the level of satisfaction among expatriates has been found to be low. Expatriates have

been reported to be often dissatisfied with their compensation packages. For example, Black

(1991) found that 77% of the expatriate managers were dissatisfied with their expatriation

salaries, their benefits and their international compensation packages in general .The cost of

expatriates is typically seen to be very high from the company point of view and thus there

are pressures to decrease such cost. Thus while companies seek to reduce their expatriate

costs, the objective of the compensation package has to remain (i.e., it must continue to

enable the company to recruit its top talents and keep them working productively during the

foreign assignment). Thus, finding an operational balance between the demand of expatriates

and their high cost has become one important area of complex decision making for todays

management

5. Currencies Can Create Expatriate Tax Problems:

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Currency fluctuations and exchange rates are key issues that can have a tremendous

impact on the cost of living allowance provided by companies to their expatriates. For these

reasons, determining the currency in which to pay the expatriates salary is always a delicate

exercise. According to Mercer's International Assignment survey, one in four (25%)

companies usually split the salary payment between the home and the host country currency.

European and Asian companies are more likely to split pay than their US counterparts who

very often pay the whole salary in the home country currency. Finally, a quarter of the

companies (26.3%) prefer to pay the salary in the host country currency.

The expatriate compensation package can be split in two parts: one is used in the host

country for day-to-day living expenses. This is usually called the spendable income. The

remaining part of the salary is for savings and other expenses such as furniture, education,

holidays and housing. It could also include the mobility premium and hardship allowance

paid by the company. This remaining amount, called non-spendable income, would mainly

be spent or kept in the home country but some of it might be used in the host location (e.g.

hardship allowance, holidays).

A survey conducted by Windham International and the National Foreign Trade

Council (2004), revealed that a large number of international assignments are turned down or

interrupted because of spouse and family issues.

The surveys respondents cited:

family adjustment (65%),

spousal resistance (53%) and

spouses career (45%) as the most critical roadblocks to acceptance and success of

international assignments.

6. Family adjustment:

Family of expatriates also experiences stress similar to the cultural shock which the

expatriates face. Adjustment of the expatriate spouse and family to host country may be

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potential problem despite affecting the expatriate and may even lead to assignment failure.

Tung (1981) is of the opinion that lack of support from expatriate families may be

responsible for failure in the assignment. Unlike expatriate, his/her family doesnt undergo

training which would help in their adjustment in host country. Especially, the children find

themselves strange in school and face unfamiliarity of the situations but, must cope with all

social traumas which can actually cause extreme stress. Moving across vast oceans or

between continents, far from family, friends, community, country also creates a more deeply

felt and unique kind of stress to the expatriates and their families. Substantial research proves

that if the expatriates spouse and/or family members are having trouble adjusting abroad, the

expatriate will have problems as well, including poor job performance.

7. Role of the spouse:

The role of the spouse has been identified as important in successful expatriation .

Black & Stephens (1989) identified a significant correlation between the adjustment of the

spouse and that of the expatriate, both of which were positively correlated with the

expatriates intentions to stay rather than return early. The importance of the spouse

complicates the expatriate decision for both the company and the expatriate, because

including the spouse in selection, training and support adds time and costs to the expatriation

process. The evidence suggests, however, that the benefits may

substantially outweigh the costs. The role of the spouse is especially important with the

growing number of women seeking expatriate positions, and because of the increased

likelihood that both spouses will have careers. This trend appears to be present in many parts

of the world, and results in spouses who intend to work in foreign locations but may have

difficulty finding meaningful work. A lack of meaningful work puts additional

stress on the spouse and consequently the expatriate.

8. Dual-career couple:

The case in which an expatriate family is dual-career couple and in which the spouse

has left a good job in the home country leads to stress in the couple. International relocations

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is one of the potential stressor that affects various members of the family differently. Not

many companies provide any compensation for loss of income of spouses.

REPATRIATION

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Permanent return to an employees home country after a working assignment in a foreign

country. Websters Dictionary defines repatriate (verb) as to send back or return to the

country of birth, citizenship, or allegiance.

Introduction

Due to increased internationalization, many executives believe that if they lack employees

with global skills, their organizations will lose their competitive edge. Therefore, they realize

that employees who understand their global businesses are needed. The most effective way to

achieve international experience is by having employees live and work within the foreign

business arena for several years.

The fact that organizations seem to focus much more on the expatriation than on the

repatriation process, could be one of the major reason why the repatriation process continues

to be a significant problem for companies and the expatriates themselves. Why is the focus on

repatriation not as extensive? The primary reason for this might be that the common

perception is that after all the expatriate is coming home, which should not cause any

problems; but in fact repatriating is often more challenging than expatriating. A successful

repatriation transition outcome can be defined as, one in which, upon return, the repatriate:

gains access to a job which recognizes any newly acquired international competences,

experiences minimal cross-culture readjustment difficulties; and reports low turnover

intentions.

Introducing the Problem

The increased internationalization of business has made the understanding of international

human resource management problems important for executives in multinational corporations

(MNC). The problem with selecting and training expatriates has been examined by various

scholars. However, few have thoroughly examined the other side of international assignments

repatriation. Unfortunately, international assignments are sometimes poorly planned and

disorganized, leading to poor job performance and/or job displacement. The costs of failed

international assignments are high, both financially for the organization and from an

individual career perspective. Failures can also be devastating for the expatriates self-esteem

and ego, if the assignment is not considered successful .

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REASONS THAT REPATRIATES LEAVE

Six primary factors reliably predicted employee turnover upon return from international

assignments: financial shock, psychological shock, lack of repatriation training, lack of career

development, lack of positive corporate values related to the importance of an overseas

assignment in the organization, and perceived impact of corporate turbulence on being able to

place repatriates (downsizing).

1. Financial and Psychological Shock

Several research surveys identified financial and psychological shock as factors. Both

financially and psychologically, the employees found the international position hard to give

up. Because of the isolation of the assignment country, they had greater autonomy and

authority than similar domestic positions. Reverse culture shock on re-entry to the home

country proved to be more stressful than entry to the assignment country. Financial shock

affected the employees, particularly with housing and education in the US. This could be so

severe that managers decided to seek a change of company so that they could remain on

international assignment. Research shows that many enjoyed such a high quality of life in the

international assignment that they were very reluctant to return to the UK particularly as

this would mean a drop in salary in many cases.

2. Lack of Repatriation Training

Despite the obvious importance of the assignments, less than half of the executives

sent abroad felt the return to the home office was handled well. Two-thirds of these

executives felt the process could have been handled much better. Though the companies

recognized the need for the international assignment, the supporting human resources system

was ineffective in successfully returning an acceptable percentage of the employees to their

home companies. The high employee turnover rate was the best indicator of the failure. It

was noted that repatriation training helped the person to set expectations about social and

cultural readjustment challenges and thus reduced the re-entry culture shock. Repatriation

training eliminated the difference in turnover between international assignment executives

and domestic counterparts of the same company. The mean turnover for returning executives

who did not receive training was higher than for domestic counterparts

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3. Lack of Career Development

Various studies have identified the lack of career development planning as a major

predictor for turnover. If re-entry was not considered, there is a costly brain drain of the

corporations international expertise. This loss was multiplied when others saw that

international assignments might be risky for ones long-term career, and they became

unwilling to go. The corporation stood to lose valuable individuals who could become

members of an international corps of managers. Haphazard management of employees could

mean loss of employment. This devalued the employee and the employees international

experience because companies were not willing to significantly invest in the future of these

individuals by utilizing their knowledge and expertise upon their return to the home country.

4. Lack of Positive Related Corporate Values

Management actions reflect its values. Employees are aware if programs are actively

supported and rewarded. Repatriates, in a 2001 survey, indicated that their top concerns on

return to their home country were:

Recognition for the assignment

Location of a new job

Competitive status on the career track

Salary

5. Perceived Impact of Corporate Downsizing

Researchers have discussed the extraordinary care a company must employ when placing

returning employees in a downsizing phase. This was related to the perceived value the

companies placed on the international assignments and the repatriates.

FACTORS INFLUENCING REPATRIATION

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There are various models presented on how to achieve an effective repatriate adjustment.

Despite this, the criteria for successful repatriation are not formally stated within these

propositions. It is important to have a theory that describes the areas to focus upon regarding

repatriation. Feldman does not base his theory on empirical data, but on personal

observations and analysis conducted on previous studies about repatriation. This is a

framework for understanding the repatriation process. It outlines the criteria for effective

repatriate adjustments, as well as the variables, which influence whether the repatriation

process will be successful. The study by Feldman on repatriate moves as career transitions

was conducted in order to investigate what could be accomplished in order to lower the cost

for companies concerning various repatriation problems. Furthermore, the study investigated

whether repatriates are using their new knowledge and skills within their new job position

upon return. Feldmans theory is based on the authors personal analysis and observation.

The figure below is divided into five areas that have to be considered in order to achieve a so-

called successful repatriation

All these variables will influence how successfully and how rapidly repatriates adjust to their

new work assignments and perform on them

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Nature of work assignment

1. Skill dissimilarity2. Performance evaluationdissimilarity3. Cultural dissimilarity4. Loss of autonomy

Criteria of Repatriate

Effectiveness and Adjustment

1. Performance at quality andquantity expected by superiors

2. Positive job attitudes

3. Opportunities to useexperiences and skills developedoverseas

4. Able to sustain a career path atleast comparable to cohorts nottaking overseas assignment

5. Remain or intend to remainwith employer

6. Stress levels notdysfunctionally high

Career Planning System

1. Definite assignment upon return

2. Relationship of new assignmentto career path3. Mentors4. Retraining and reorientation5. Compensation/housingassistance

Coping Strategies

1. Problem focused vs. symptomfocused2. Amount of social support

Individual Difference

1. Age, career stage, hierarchicallevel2. Self-efficacy and hardiness3. No. of overseas assignment

Environmental Change

1. Corporate structure, politics2. Economic success, failure3. Technological change

4. Length of time of overseasassignment


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The Nature of Work Assignment

The nature of work assignments involves the fact that the greater dissimilarity between the

new domestic job and the expatriate assignment, the lesser the repatriates initial work

effectiveness. The theory suggests that the new job must in one way or another be similar to

the foreign assignment in order to achieve efficiency. Moreover, the theory also states that the

greater loss of autonomy in the repatriate assignment, the greater the repatriates problems in

adjusting to the new work assignment upon homecoming.

Environmental Changes

This area refers to both changes within as well as outside the company. When an expatriate

returns from a long overseas assignment, the company has often gone through organizational

changes. Perhaps, for example, the corporate strategies, staff and goals have changed. This

creates a new environment for the repatriate. Things are now not the same as they used to be.

In addition, the technology could have advanced dramatically in the repatriates absence and

therefore, their skills may seem obsolete. Another area that might be problematic is the

reintegration of the family (spouse and children). Family problems can affect the repatriation

negatively if the family fails to adjust back to the new situation.

The external environmental changes in society will also affect the repatriation process. If a

repatriate has been overseas for a long time and has not visited the home country much, it

could result in reversed culture shock. Therefore, we can draw the conclusion that the longer

the overseas assignment lasts and the less visits to the home country the expatriate makes; the

greater chance of reversed culture shock there exists. The problem with this can be handled

by having effective cross-culture preparation both prior to and after the international

assignment. Reintegration into the corporate culture is usually valued more by human

resource managers than the expatriates. On the other hand, reintegration into the home

country culture is valued more by expatriates than by the human resource managers. Since

reintegration into corporate culture is valued more, more effort is often made to bring the

expatriate back into the corporate culture, when in fact the expatriate is struggling with issues

outside the corporate environment. Many expatriates consider reintegrating into the corporate

culture similar to starting a new job, though they still tend to prioritize their ability to

reintegrate into the home country culture. If HR managers are not recognizing these

contradictions, there may continue to be a major problem, and in the worst case scenario the

repatriate will leave the company.

Individual Differences

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Many researchers state that a repatriate who has high self-efficacy and hardiness may go

through the repatriation process better than those employees who rate low on these attributes.

Another positive feature is past experiences in overseas assignment. A repatriate who has

experienced international differences and culture shocks in the past, is more likely to handle

the repatriation process successfully. Even though there are no academic theories regarding

gender, family status, or age, it is argued by Feldman that these attributes have an effect on

repatriate adjustments. There is some subjective evidence that suggests the following:

repatriates in the middle (in terms of career stage and age) seem to have most repatriation

problems. Feldman explain that this is due to three major reasons. First, these types of

managers generally have teenage children in school and a spouse with an established job and

own career directives. The second explanation is that the so-called middle-manager needs

to be visible at the headquarters in order to advance in their career. If they are overseas, they

may be forgotten for promotions. Lastly, Feldman states that middle managers in general

more often stumble with work problems because they are often in charge of projects that they

do not have enough control over.

Individual Coping Strategies

Problem-focused coping involves behaviors that one can use to take advantage of

opportunities in a new area. This would help the repatriate to handle stress and other sources

of threats. On the other hand, symptom focused coping behaviors, which refer to blocking out

threatening situations, will not help in the long run. Instead of blocking or ignoring the

obstacles and the stress, repatriates need to deal with these issues. If the repatriates are

symptom-focused in their copying behavior, it will likely decrease their energy and ability to

deal with stress.

Another important area in making the repatriation process as smooth as possible involves the

social support from the company. It is important for organizations today to help both the

repatriate and his/her family with unforeseen problems that can occur during the repatriation

process. When it comes to corporate assistance the expatriate should receive a large amount

of help. For example, corporate assistance can be provided regarding housing and moving,

not only when they go abroad but also when they return. In most cases a repatriate will

receive a lower salary and fewer benefits when he/she returns to the home organization.

Career Planning Systems

The Career planning system of an organization will affect the repatriates feelings and

satisfaction. In some cases, the repatriates return to the home organization without a

permanent job position and instead the repatriates are placed into a temporary job position,

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that does not reflect the repatriates capabilities. In order to prevent this situation from

occurring, there should be a plan in place before the repatriate returns to the home

organization. If the planning of the repatriation is not done properly, it could result in limited

job opportunities for the repatriate. Even if the company highly values their repatriates and

would like to assign them a better job upon the return, many times there are no jobs

available at the time of their return. It is often the case that companies have a too short

planning horizon. This is due to the reality that expatriates are out of sight, out of mind;

their return is often not planned until very close to their actual arrival.

REPATRIATION FAILURE -PROBLEMS FOR THE ORGANIZATION

ATTRITION OF EMPLOYEES RETURNING FROM INTERNATIONAL ASSIGNMENTS

Attrition refers to the resignation of employees who return from an international assignment.

The attrition rate of employees returning from international assignments is a matter of great

concern if the assignment is used for development of high potential employees, meeting

immediate project strategic needs, and/or meeting strategic needs by building a pool of

employees for international assignments. Dwyer, of KPMG, stated that although companies

are sending their best employees overseas, they do not manage the repatriation process well,

leaving many to never capitalize on the return on their investment

COST MONITORING SYSTEMS

Another point of concern was companies had no system in place to monitor the results of its

expatriate/repatriate programs.

COST CONSIDERATIONS OF ASSIGNMENTS

The current economic downturn has brought MNC management focus to the cost of overseas

assignments. A fully loaded expatriate package including benefits and cost of living

adjustments costs anywhere from $300,000 to $1 million annually. Research proposed that

replacing an experienced international assignee adds to the cost. For example, if an employee

with an annual salary of $125,000 is lost after a two year international assignment ($600,000

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per year), the actual loss to the company is the salary plus the cost of the assignment plus

another $125,000 to train a replacement, for a total of $1.45 million.

STRATEGIC CONSIDERATIONS OF ASSIGNMENTS

Managers of MNCs also experience pressure to earn increased return on investment for

strategic purposes. In a newspaper article, an Irish human resource manager expressed his

concern with rising costs due to employees returning early from assignments and leaving the

company soon after. The author responded by saying that research indicates that in the longer

term many organizations will have a need to increase expatriate numbers. At the same time,

pressure mounts to yield a greater return on investment from expatriate programs. The

companies must find methods to reduce assignment failure and minimize assignment costs.

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THE CASE OF WOMEN EXPATRIATES IN THE GLOBAL ARENA

It is a pure illusion to think that there is no discrimination between the sexes in the

world. There is and let's have a look at the case of women expatriates in international

business assignments. The substantial under-representation of women expatriates worldwide

is prevalent in contemporary globalization. Empirical research has continually reported that

woman expatriates make up less than 15 percent of all known expatriation. Women still face

organizational discrimination in expatriation. According to Adler, one of the major

international specialists in this field of research, organisations under-deploy women on

international assignments because they continue to stereotypically reproduce "myths" which

obstruct women from undertaking global career paths. Some of the myths are as follows:

Women do not want to be international managers or Companies refuse to send women

abroad or Foreigners' prejudice against women renders them ineffective, even when the

women are interested in foreign assignments and successful in being sent." As she suggests, a

single and most indisputable statement one can make about woman expats in international

management is that there are very few of them."

Women in the international arena

Why do women face significant barriers of entry into worldwide expatriation? It is

suggested that "glass ceiling appears to persist." Even more surprising is that the ceiling is

evident not only in developing countries, but exists in developed western societies. Still,

there are routes to overcome this phenomenon and enhance women's experiences abroad.

One would be to develop special cross-cultural training for females going on global

assignments, so that minimise failure rates. Even better, it would be to train men who prefer

to ignore the existing female capital and are actually not aware of the opportunity cost.

Another suggestion is to widen selection procedures to include more talented women in the

expatriate ''pools.'' Of course, actively promoting women as ''best-qualified'' expatriates in

order to break down the existing stereotypical myths associated with women expats would be

helpful as well.

Nevertheless, as more women reach senior positions in their companies, they also need

international experience and this has increased the proportion of male spouses and partners.

The percentage of male partners often varies with the type of organisation or industry. Many

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companies report an average of 10 percent male partners, although the ratio is higher in

diplomatic services. Traditionally, however, a woman is the accompanying partner of an

expatriate. And as such, even if qualified, she is left with interruption in her career in home

country. Because as often pointed out, by ignoring women, businesses are missing out on 50

percent of the world's intelligence.

Lessons for globalizing companies sending greater numbers of expatriates overseas...

Question assumptions about how female assignees might fare in certain other cultures.

A culture might seem very different from ours, or a nation may be on the other side of

the world from ours, but these are not safe indicators of a woman expat's success

there. Learn from books, from training events, and from people who have lived and

worked there. Then make decisions.

Include competent women in your short-lists for expatriate assignments everywhere in

the world; some indeed may possess a competitive edge.

When assessing both men and women, balance relationship-orientation with technical

competence as your principal expatriate selection criteria.

When assessing both men and women, be on the alert for candidates who might

become deeply upset by gender-based distinctions abroad.

Multinational corporations (MNCs) are continuously looking for the ideal "globally astute

expatriate". Women as well as men are being sought out for these positions. Women

comprise nearly half of the workforce in the US, of which half hold managerial positions, yet

only 13% are currently being sent on overseas assignments.(1) Why then are women

expatriates still viewed as an anomaly?

The few studies that have been conducted on women in the global workforce continue to

argue that commonly held myths, (first defined by Nancy Adler over twenty years ago), are

still very much present. Most MNCs today, still assume that women are not interested in

working overseas and that they do not want to become international managers. MNCs

continue to be afraid that women might not be successful on an overseas assignment and that

foreign cultures' prejudices against them will render them ineffective. More recent studies in

this field have been conducted by Paula Caligiuri, President of Caligiuri & Associates and

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founder of the SAGE (Self-evaluation for Global Endeavors). Based on her theory of social

support, she argues that four set of variables, personality characteristics, family and company

support, and host nationals' attitudes towards women, are all predictors of a female

expatriate's success. Caligiuri's research served as framework and reference when measuring

success for one of the most current studies in this field.

Preliminary results from the author's study on women expatriates offer MNCs and their

women expatriates some relevant and practical findings. The aim of the study was to discover

whether MNCs are providing their female expatriates the support needed to maximize their

success overseas. The study surveyed expatriate women, representing a variety of

nationalities, ages, and positions within their company, sent overseas by eighteen different

MNCs, working in one of four different regions of the world - Europe, Asia, Africa, and theUS.

Many questions related to women expatriates, and the support they receive by their

companies in today's global economy, still remain unanswered. This study attempts to answer

pertinent questions by surveying the very women who are being sent overseas.

What are the advantages overseas?

Cornelius Grove and Willa Hallowell, partners with Cornelius Grove and Associates,

have long suggested that women expatriates ultimately have an advantage over men in

overseas assignments as they are "...accustomed to operating in a system in which the

majority of power is held by people unlike themselves, i.e. men."

Most respondents in the current study noted personal characteristics that enabled

them to function in an unfamiliar environment and positively affected their assignment

overseas. These characteristics were being open minded, outgoing, flexible and adaptable,

enjoying challenges, and having a positive outlook on life; all skills that most interculturalists

feel are needed to foster cross-cultural relationship building. Rita Bennett, managing director

of Cendant Intercultural, The Bennett Group, highlights that "...many women naturally

possess characteristics that may make it easier for them to succeed in a vastly different

culture and bridge the cultural differences."

It would make sense then for HR managers and overseas assignment decision-makers

to look more attentively at potential candidates' characteristics and evaluate how these may

affect overseas assignments. Additionally, they need to become more aware of the

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importance of selecting the very best people regardless of gender and encourage all members

of a MNC to apply for available overseas positions. A variety of support needs to come from

the MNCs in order to maximize the potential for success for women expatriates on an

overseas assignment.

According to most respondents in the study for expatriates, when MNCs promote

expatriate women as their best qualified candidate for the job, countries where women do not

usually hold executive or even managerial positions will begin to take women expatriates

more seriously. Strong and continued support from senior management, both from regional

directors overseas as well as from managers at the MNC's headquarters, is the ideal

combination. Often presenting women as an expert in the field or a valuable resource

commonly appeases the minds of host nationals. This is especially true when women do nothave a higher power status or a managerial role within the company. Higher-level women

expatriates typically have more positive experiences than women with lower-level positions.

Not surprisingly, the study found that the few host nationals' negative attitudes were

primarily related to the respondent's higher power status and position, rather than their

gender.

Most of the respondents found that the host nationals' attitudes were overall positive,

and that their male host national colleagues were not reluctant to accept them as expatriates.Had these women been in countries where gender discrimination is more overt, these findings

might not have been the same. Some women did, however, find themselves in situations

where they were not always as easily accepted. Being the first woman expat in a new work

team was not uncommon and did pose challenges, since some respondents felt their team had

a clear "adversity to change." The less culturally aware the group was, the more resistance

women encountered. Some women expatriates were more prepared than others with handling

these adverse situations. They attributed this awareness partially to the support given to them

before they were sent on an overseas assignment. Preparing women expatriates before they

are sent overseas might alleviate unnecessary frustrations and concerns when working

overseas.

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Types of Support Provided

The majority of the women surveyed agreed that they were the most satisfied with the

support received during their assignment, as opposed to before or after. The most

documented type of support provided by MNCs, came in the form of cross-cultural training,provided either in-house or more often, outsourced through a global relocation or cross-

cultural training company. This type of training was only offered to half of the respondents

and the most commonly cited training was post-arrival. Attending a cross-cultural training

program, whenever available, will not only provide the expatriate woman with a better

understanding and respect for the host culture, but will also help identify her own strengths

and challenges when living and working in a foreign country. These are all skills that are key

to a successful assignment.

Respondents reported that few MNCs offered other forms of support, although in-

country support networks, mentors, and company policies supporting women on overseas

assignments, were available to a fraction of the respondents. Networking and mentoring have

long been common practices in the male dominated business world. Today, such programs

are attracting more MNCs interest and are becoming the latest "buzz words". Women

executives are still working very hard at placing themselves in strategic positions that will

allow them to become successful mentors to co-workers, particularly in the global workforce.According to Dr. Margaret Linehan, (author of Senior Female International Managers: Why

so Few), the reality is that there is still a considerable lack of senior female mentors in

international positions. Mentors provide an immediate circle of support, not only by

increasing women expatriate's visibility within the company but also highlighting their

promotional prospects. One of the most important roles of a mentor is to keep women

expatriates in touch with the home office, facilitating their re-entry process.

It is rather disturbing to see how little is actually being done regarding repatriation.MNCs give this topic very little attention, as the majority of the respondents gave this area

the lowest rating. Repatriation is, however, slowly gaining MNCs attention as employees

worldwide are increasingly leaving their current company when returning "home". This is not

surprising considering the findings in the Global Relocation Trends Survey 2000, indicating

that only 68% of MNCs offer a post-assignment guarantee of employment. MNCs might take

note that repatriation discussions should take place before the women expatriate is sent

overseas, so that everyone is clear about what happens upon repatriation. Job opportunities

upon return to the home country should be discussed with the woman expatriate's and her

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family's best interest in mind. Families of expatriates are too often forgotten in the shuffle.

Their concerns need to be considered by MNCs. When these are overlooked, the time,

money, and efforts spent will ultimately lose effectiveness and result in frustration for both

the MNC and women expatriates and their families.

Does the "sink or swim" theory sound familiar to you? When companies send their

employees overseas without any form of preparation or support, the clear message that is

being sent out is, "This is all up to you!" Being proactive and facilitating women expatriates'

overseas assignments will visibly make the employee more productive more rapidly. Armed

with this knowledge, one would expect MNCs to provide their employees with substantial

services that would alleviate the headaches and worries associated with adjusting to a new

culture.

Family Matters

Partner satisfaction and overall family concerns have consistently been documented as

the number one greatest cause of assignment failure. Why then did most of the respondents in

this study still feel that their MNC had done little to nothing to prepare their families when

relocating overseas? MNCs did offer assistance to a few with work permits, visas, and

finding a job. However, not one offered formal in-country support networks or mentors for

family members. And little was offered in the way of spouse/partner work assistance. The

topic of dual career couples continues to be labeled a "hot button", as more and more MNCs

are witnessing employees refusing overseas assignments based on their spouse/partner's

career choices. Dr. Anne P. Copeland, Executive Director of The Interchange Institute, has

found in her extensive research on female spouses/partners that companies offering career

support services to spouses receive big return on this investment through having more

satisfied and better adjusted families. Women who found ways to protect their professional

identities -- even, in some cases, in the absence of paid employment - considered their

international assignments successful, while those suffering losses in professional identity

were quite unhappy.

Although very little has been documented on male spouses, they are slowly creating a

name for themselves. The loss of professional identity that male spouses encounter, as well as

the isolation and unconventional stresses related to being a minority in a foreign country, are

beginning to be taken more seriously by MNCs than they have been for female spouses.

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Respondents in this study did still find that MNCS provided very little support for their

spouse/partner. Fortunately, some of the family support received was given to those who had

children and teens. Flexible time off and financial support for school tuition and fees were the

most common types of support provided. Cross-cultural training for children/teens was only

offered to a handful of respondents. Most rated their families' adjustment, despite the lack of

company support, as fairly good.

Support provided by family members towards the women expatriates was rated as

excellent! Family support and encouragement was critical to the overall success of the

women's overseas assignment. Almost all respondents agreed that without the support from

their families, both the immediate family network as well as the broader family circle, the

challenges of an overseas assignment would have been even more demanding. Many felt thatbeing with family in a foreign environment made all the difference. Spouses made an extra

effort to help out with chores and traveled along on business trips. Children soaked up

knowledge and languages like sponges and were enriched by the new cultures around them,

resulting in proud parents. It is for these reasons, and many more, that MNCs need to make

critical changes in increasing the support that they provide women expatriate's

spouses/partners and children/teens.

And Where Do We Go From Here?

Failing to provide women expatriates and their families with a variety of resources

and support systems deprives women of avenues of success on global assignments. The good

news is that most of the respondents felt that their MNC had provided some form of support,

whether it was financial, practical, emotional, logistical, social or cultural. This does not

mean that more is not needed. Yet, it indicates that MNCs are beginning to see the value of

fully preparing women expatriates and their families, by providing enough support for a

successful overseas assignment. Women expatriates need to be proactive in making sure their

needs are met. An overwhelmingly strong voice of encouragement came from the

respondents when asked to provide tips for other women interested in obtaining, or who had

already accepted an overseas assignment.

According to the "Passport to Opportunity - US Women in Global Business" Study

conducted by Catalyst, a nonprofit research and advisory services organization working to

advance women in business, women tend to succeed in the business world by seeking out

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difficult assignments and having influential mentors. What tends to hold them back from top

management positions is male stereotyping and preconceptions of women, exclusion from

informal networks of communication, and lack of influential mentors. MNCs are becoming

more aware of the facts underlining the lack of women expatriates in the global workforce.

The next move needs to be a joint effort between women interested in an overseas assignment

and MNCs ready to send them overseas. Both need to be ready to listen and communicate

with one another so that the phrase "women expatriates" is no longer an anomaly.

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A Few Tips for Women Expats from Women Expats.

Go for it!

Be assertive, persistent and proactive.

Ask for what you need and want.

Find a female mentor.

Use your resources.

Negotiate carefully before accepting anything.

Assess the workload beforehand.

Do your own research.

Learn the local language.

Be yourself.

Enjoy!

And a Few Tips for MNCs.

Select the very best person regardless of gender - be open to sending women on

overseas assignments.

Notice each potential women expatriate's characteristics, skills, and knowledge, and

routinely evaluate how these can best be used on an overseas assignment.

Promote women expatriates as your most qualified "expert" and "valuable resource"

for the job.

Encourage company support to come from regional directors as well as from

managers at MNC's headquarters.

Prepare women expatriates for their new experience beforehand by providing them

and their entire family with a cross-cultural training program.

Offer in-country support networks, mentor programs, and company policies

supporting women on overseas assignments.

Support the entire family, including the spouse/partner as well as the children and

teens, during the entire assignment.

Arrange for repatriation discussions and support to take place before sending women

expatriates and their families back home.

Facilitate family support amongst women expatriates and their immediate families.

Listen to women expatriates' experiences and learn from one another.

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INTERVIEWS

1. INTERVIEW WITH AN HR DEPARTMENT PERSONNEL

Ms Deepti Mehta, Senior Manager,

HR Department,

Mahindra Group

About the Mahindra Group

The US $6.7 billion Mahindra Group is among the top 10 industrial houses in India.

Mahindra & Mahindra, the flagship company of the Mahindra Group is the only Indian

company among the top three tractor manufacturers in the world. Mahindra is the market

leader in multi-utility vehicles in India.

With over 62 years of manufacturing experience, the Mahindra Group has built a

strong base in technology, engineering, marketing and distribution which are key to its

evolution as a customer-centric organization. The Group employs over 50,000 people and has

several state-of-the-art facilities in India and overseas.

The Mahindra Group has ambitious global aspirations and has a presence on five

continents and Mahindra products are today available on every continent except Antarctica.

The Mahindra Group follows 3 aspects distinctly with reference to Expatriates:

1. An International Policy Committee has been formed(on a Macro level)

In order to have a complete uniform international Policy which is followed by

all their sectors and group companies,

To see what kind of cultural sensitization needs to be provided to their

employees and

To formulate a uniform training procedure.

On a micro level,

2. Cultural Training Programme

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- If an employee is sent overseas, to a country which has a uniquely different

culture like Japan or China then the employee undergoes a cultural training programme.

The Mahindra Group has consultants who do this kind of specialized training.

This training includes understanding basic language skills, understanding the

larger legal formalities of the foreign country (i.e. what is allowed, what areas should not

be overstepped, where one needs to be careful etc.) and cultural sensitization. For

example, if an employee is being sent to the Middle East, he is cautioned against the

consumption of alcohol and if it is a woman employee she is informed about the dress

code which requires a woman to cover herself in certain places.

This time period for this Cultural training programme varies according to the

country which the employee is sent to. Usually it last for about 2-3 days

- For foreigners who come to work in India (Including the people who have

been recruited from overseas campuses after their graduation), they are taken through an

elaborate culture sensitization workshop which includes a 2 day module on India,

business in India and how it differs from business elsewhere, the Indian

Economy/Scenario, Understanding the Indian consumer, the culture in India and how it is

different from that of other countries. This workshop also talks about the work culture,

family systems, food habits, different festivals and their importance in India, the religious

sentiments of Indians and what needs to be kept in mind while dealing with Indians. On

the 3rd day, these foreigners are taken on a city tour from the posh areas of the city to the

slum areas, to make them understand how these contrasts co-exist in the city.

3. Employees who have worked overseas and come back to India act as mentors and

become the trainers for the employees who are currently being sent abroad. These

employees have experienced and understood a great deal while working overseas and

are thus in a position to train and guide employees who are being sent overseas for the

first time.

This guidance can be provided on a formal basis or informal basis.

Q) How do you select employees to send them for overseas project?

Over the years, Mahindra has sent many of its employees overseas. These

employees are selected on the basis of their

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Skill sets

How equipped they are to do their job in a foreign country

Their performance.

Mahindra looks at only the basic attributes in an employee, doesnt give

preference to sending only high potential employees as they dont have the culture of

cutthroat competition in their company.

Q) What are the basic qualities/qualifications that you look for in an prospective

expatriate?

Qualities:

Soft skills in the form of basic English Communication skills(written and

spoken) should be very good.

Right skill sets. For example, if a finance manager is being sent

He must have the required knowledge and skills in the field of finance.

Similarly if a marketing person is being sent he should have some experience in

the field of marketing & sales.

Qualifications:

To sent an employee overseas Mahindra doesnt require any

specific degree/qualifications, if he is good he is sent.

Q) What is the kind of work given to an expatriate during his initial few months? Anyspecialized work?

Mahindra doesnt give any kind of break or lean period to its expatriates. Any

employee who is sent abroad starts his regular work from the first day itself. No

specialized work is given to them. They are expected to start their job and perform the

role given to them.

This also depends on the country to which the employee is being sent to. If an

employee is being sent to the Middle East or Japan he is given around a months time

to find housing but he is not given any kind of leave.

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The Reason for this is that most of the people sent overseas by Mahindra are

those who are qualified to take on the responsibility otherwise they would not have

been sent.

Q) Do you involve (expatriates) family in the training procedure?

No, the family is not involved in the training procedure.

If the family is being sent as well with the expatriate, then they

Will be involved in certain parts of the training like the language skills the social

culture of the country etc but the family will not sit through any training regarding the

business scenario, the work culture etc.

Q) What is your training period for an expatriate?

The training period for Indians sent overseas would be 2-3 days. T

Once overseas, the employee would be given an induction out there as well.

The culture sensitization workshop for expatriates coming to India is for a

period of 2 days. It is done on an annual basis and is part of the induction programme

at Mahindra

Q) What is the rate of expatriate program failure?

Like many other companies at Mahindra as well there have been times when a

foreign employee coming to India has been disillusioned and has had to be sent back.

At Mahindra, the rate of expatriate programme failure would be around 20% (i.e. one

out of every five will be sent back). However this is only with reference to their

employees who have been recruited form overseas campuses after their graduation to

work at Mahindra for a 2 year programme.

As far as experienced employees coming to India, there has been no one who

has been sent back. As of now, every expatriate who has come, has been happy

working in India and being exposed to another culture.

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Q) Do you provide any facilities? Which ones?

Mahindra provides its expatriates with facilities like housing. Either they are

given an allowance or provided with accommodation depending on the country which

they are sent to.

Q) Taking into account globalization and the importance of a global presence to the

company, how much importance does your company give to sending existing

employees abroad and in expatriate training?

Without a doubt 100% importance is given to expatriates and expatriate

training at Mahindra because today, Mahindra is looking a lot towards globalizing and

establishing itself in global markets through a number of mergers and acquisitions.

The number of expatriates at Mahindra has grown tremendously from what it

was 5 years ago.

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2. INTERVIEW OF AN EXPATRIATE

(A FOREIGNER WHO HAS COME TO WORK IN INDIA)

Mr. Andrew Collins,

Assistant Manager of Sustainability group & office of technology management

group,

Mahindra Group.

From New York City, USA, has been working with the Mahindra Group in Mumbai

for the last 1 year. He was recruited by Mahindra for a 2 year period.

Q) What are the factors which make you decide to take the up the job offered by

Mahindra in India?

- The job opportunity which was new and exciting

- India being a developing market with a lot of growth and plenty of

opportunity, it seemed as a good choice to take up a job here

- The chance to work for an Indian Company rather than a foreign

company abroad.

Q) What is the difference in the work environment between India and America?

Its a different work environment all together.

In India most of the decisions are made at the top and not collectively.

In America a lot of importance is given to the quality of life and employee

satisfaction.

Q) What are the common problems faced you have faced in India?

Sometimes, people have trouble understanding my accent. Most of the

business is conducted in English, sometimes a few hindi phrases are used but I

havent faced any major problems though it would have definitely been easier if I did

speak the local language.

As far as food is concerned I havent faced any problems.

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Q) How do you cope up with the stress?

The people at Mahindra are open and very helpful so apart from the usual

stress which exists is every work place; I dont face any stress in particular because I

am a foreigner.

Q) What was the training given to you by Mahindra?

There was a cultural sensitivity workshop which I went through. They also

took us through a tour of Bombay city.

I was given a more indepth induction where they took me around to meet the senior

managers of Mahindra and I was also introduced to a lot more people so that I would

be more comfortable.

Q) What kind of concessions do you get from your company during your first few months

abroad or during the training period that you undergo before going overseas?

(whether you are given time to settle down, familiarize yourself with the new city etc)

No concessions were given in particular. They provided housing for me which

was part of my employment contract. Also, since I was new to the climate and the

food I fell sick more often, they were always understanding about it and gave me the

day off whenever I was sick.

Q) As an expatriate what was your primary interest: the pay, the challenge of a new job

or the opportunity to work in a foreign country.

For me, it was the opportunity to work in a foreign country.

Q) In terms of the training given by a company to an expatriate, what do you feel is the

most important aspect of the training as you are an expatriate and gone through the

training.

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As far as the training given by Mahindra is concerned,

For me, as a person who has seen Bombay City, the tour was nothing new. However

while taking to us about the culture and the life work here, they concentrated on a

more general and broader perspective and left out small nuances which would have

been useful to know

Q) Is the training provided sufficient enough to prepare you? Or was the experience

completely different from the perception you had formed while being trained?

The training was good but to actually understand the job and people and the

company you have to experience it and it was the same for me at Mahindra. However

it was good to know that they were just helping me be comfortable and make a

smooth transition. The HR department at Mahindra was always available to answer

questions and help whenever needed.

Q) How is the experience of being an expatriate on a whole?

An Interesting experience, a lot of learning, a lot of things to get used to and

many new experiences.

Its a different work environment all together and it has helped me grow as an

individual.

3. INTERVIEW OF AN EXPATRIATE

(AN INDIAN WHO HAS GONE ABROAD TO WORK)

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Mr. Rajesh Mehta

Manager.

Works for Capgemini at the headquarters in Paris, as a business controller in the

corporate finance team.

About Capgemini.

Capgemini, one of the world's foremost providers of consulting, technology and

outsourcing services, enables its clients to transform and perform through technologies.

Capgemini provides its clients with insights and capabilities that boost their freedom to

achieve superior results through a unique way of working - the Collaborative Business

Experience - and through a global delivery model called Rightshore, which aims to offer

the right resources in the right location at competitive cost. Present in 36 countries,

Capgemini reported 2007 global revenues of EUR 8.7 billion and employs over 83,000

people worldwide.

Q) What are the factors which make you decide to take overseas project?

Career growth, exposure to a multinational environment, passion for travel and

the opportunity to learn another culture.

Q) What are the common problems faced abroad?

Food: Being a vegetarian, France may not be the best place but living here for

some time and not being too fussy, I started enjoying cuisine from all parts of the

world (French, Spanish, Italian, Thai, Korean, etc.). In hindsight, one starts

developing more nutritional and healthy eating habits

Language: Language is definitely a necessity to mix socially with local

people, to communicate with public services like electricity, tax administration,

proprietors etc... One could survive without learning the language but it might become

a hindrance to understand the culture and history of the country

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People in the organization and outside: For people in the organization,

depends whether you are working for a local firm or an international firm. Acceptance

of a foreigner working in an international organization is much faster and easier than a

local firm. People outside are more eager to welcome people from different countries.

Q) How do you cope up with the stress?

Reading as a habit helped me a lot to spend my time at the start when I did not

know people around, joined a sports club, joined various cultural groups, traveling,

talking to your friends back in your country and curiosity to understand the countrys

culture were some of the things which made the transition less stressful.

Q) On the personal front, how do you cope with moving to another country?

Spend time reading and understanding about the country, visit a new place

every week-end either in the city or outside, continue doing the same things (though

its not easy in a new place) as you did back in your country so as to keep the machine

running, remain mentally strong mainly in the first 3-4 months, have patience in

dealing with things as sometimes things may not move as per expectations.

Q) What kind of concessions do you get from your company during your first few months

abroad or during the training period that you undergo before going overseas?

(whether you are given time to settle down, familiarize yourself with the new city etc)

I traveled for a week to work with my colleagues and see the place around

before taking a decision to move. I was given language lessons at the start for 2

months, one of my colleagues became my work buddy to help me deal with

personal and professional issues, if any, for the first 3 months.

Q) As an expatriate what was your primary interest: the pay, the challenge of a new job

or the opportunity to work in a foreign country?

The opportunity to work in a foreign country and exposure to a multi-cultural

multi-national environment was the sole and primary consideration.

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Q) In terms of the training given by a company to an expatriate, what do you feel is the

most important aspect of the training as you have gone been an expatriate and gone

through the training?

Language training if you are in a non-English speaking country

Behavioral training to understand how to work with people and mix with

society.

Q) Is the training provided sufficient enough to prepare you? Or was the experiencecompletely different from the perception you had formed while being trained?

Training gives you a first feel of how things would be ahead, but real life

situations could be a lot different

Q) How was/is the experience of being an expatriate on a whole?

The experience is very enriching and it opened up my horizons (personal or

professional) in a big way.

CONCLUSION

For the past five decades, India's best and brightest were lured by the glamour of the West.Today, growing numbers of Europeans and Americans seem to be enchanted by India. Many

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of them are discovering heady professional opportunities in the country's booming

information technology sector. Some have fallen in love with the culture, others with the

weather, yet others with the food and in some cases with someone here.

During the later half of the 20th century expatriation was dominated by professionals sent by

their employers to foreign subsidiaries or headquarters. Starting at the end of the 20th century

globalization created a global market for skilled professionals and leveled the income of

skilled professionals relative to cost of living while the income differences of the unskilled

remained large. Cost of intercontinental travel had become sufficiently low, such that

employers not finding the skill in a local market could effectively turn to recruitment on a

global scale.

This has created a different type of expatriate where commuter and short-term assignments

are becoming the norm, and are gradually replacing the traditional long term. Private

motivation is becoming more relevant than company assignment. Families might often stay

behind when work opportunities amount to months instead of years. The cultural impact of

this trend is more significant. Traditional corporate expatriates did not integrate and

commonly only associated with the elite of the country they were living in. Modern

expatriates form a global middle class with shared work experiences in multi-national

corporation and working and living the global financial and economical centers. Integration is

incomplete but strong cultural influences are transmitted. Middle class expatriates contain

many re-migrants from emigration movements one or two generations earlier.

In Dubai the population is predominantly expatriates, from countries such as India, Pakistan,

Bangladesh and the Philippines, with only 3% of the population made up of Western

expatriates.[1]

Although patterns of expatriation are changing to become shorter-term and more flexible, the

role of those working predominantly outside their home country remains important but

sometimes problematic to global organizations. Expatriate staff typically cost substantially

more than home country-based colleagues, it takes 2-3 times longer for staff to adapt to an

international assignment than a domestic appointment, up to 20% of expatriates under-

perform and some 40% of these return to their home country early. In addition, expatriate

staff can do far greater damage to organizational reputation and operation than their domestic

counterparts and some 50% leave their employers within 18 months of return from an

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assignment. Some companies attempt to assist their expatriates through internal human

resources or outside service providers at each stage of the expatriate cycle (selection, training,

adjustment, performance management, compensation and repatriation), in an attempt to

mitigate these risks.

Modern communication technologies such as internet radio, phone and television globalize

communication by allowing expatriates around the world to easily connect with their home

country and culture instantaneously. This has the effect of reducing the separation anxiety

associated with the expatriation process. Companies have emerged to facilitate this virtual

connection to the home country.

By far the biggest draw for recent expatriates is the information technology industry, but theyare also sprinkled in the hospitality and media industries. Bangalore's reputation as a

technology hub has made it the destination of choice for recent expatriates. Presently, an

estimated 10,000-12,000 foreigners live or work in Bangalore.

book report final

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