development and implementation of a successful orientation ... · ©shrm 2010 3 development and...

©SHRM 2010

Development and Implementation of a

Successful Orientation Program for

Self-Initiating Expatriate Employees

Adrienne A. Isaković, Ph.D. • June 28th, 2011

SHRM 2011 Annual Conference & Exposition

June 26-29, 2011

Las Vegas, Nevada

©SHRM 2010 2

Development and Implementation of a Successful

Orientation Program for Self-Initiating Expatriate Employees

• Definition and types of expatriates

• Characteristics of self-initiating expatriates

• Why is proper orientation so important for

expatriates?

• Good orientation programs have two parts:

> Pre-departure

> On-site

• Examples of components and resources for

each

• Q & A

Introduction and Agenda

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• If I say the word expatriate, what kind of employee does that

traditionally mean?

> Sent abroad by his or her employing organization;

> Work assignment is temporary, fixed-term;

> Organizations include multinational enterprises, not-for-profit,

governmental, and faith-based organizations.

• What is a self-initiating expatriate?

> An employee who self-initiates his or her foreign work

experience and is hired directly by an organization in the

foreign country.

> According to OECD, over 2 million in the world in 2009

> So what truly makes self-initiating expatriates different?

Definition

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How are self-initiating expatriates different

from traditional expatriates?

> Initiation of assignment

> Motivation to expatriate

> Individual background variables

> Employing organizations

> Types of jobs

> Funding

> Career paths

Characteristics of Self-Initiating Expatriates

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• Many questions; expatriates often left to find out themselves

• Google searches can only get you so far

• Expatriates need information for both work and non-work

• It takes time for the expatriate to adjust to both the new work and non-work

environments

• If an expatriate (or his/her family) doesn’t adjust to the new environment, the

costs are enormous for the employer as well as the employee

*Assistance is crucial, before and after the expatriation to the foreign country*

Why is orientation so important?

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Time to adjustmentOn a scale of 1 = very unadjusted

to 7 = very adjusted

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Costs of failed assignments

> For traditional expatriates, failure rates between 16 and 50%

> Each failed international assignment could cost an organization

between $55,000 and $250,000 direct costs

> Indirect costs to the organization include:

• Strategic aims and goals not being accomplished

• Impact on job productivity

• Co-worker morale

• Relationship with host country nationals

• Future recruitment abilities

> Costs to the employee include:

• Negative psychological impact

• Psychological impact on spouse and family

• Lowered self-esteem

• Career consequences


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A good orientation program for self-

initiating expatriates has two (2) parts:

> Information made readily available

before the expatriate leaves his or her

home country (pre-departure)

> On-site onboarding program

Orientation Program for Self-Initiating Expatriates

Culture

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• When: As soon as they have signed the soft copy of their

employment contract. Ideally the earlier the better.

• Where: Internet-based

> Learning Management System (LMS)

> Password-protected on company intranet

> Publicly available on company internet page

> Social media sites such as Facebook, blogs, wikis

> Public/fee sites such as Scribd.com

• How: Appeal to different learning styles

> PDFs/Word documents

> Videos

> eLearning modules

> Webinars

> Podcasts

Pre-Departure Orientation

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• Any procedural, document, legal, or logistical items to be

taken care of before their move away from home

> Document requirements and attestation

> Travel and lodging arrangements

> Employment/Residence visas

• Host country & city information, including

> Local culture and customs

> Language

> Currency/Banking

> Shopping

> Health resources

> Secular and religious holidays

> Activities, cultural events, attractions

Pre-Departure Orientation – What Topics to Include?

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• Settling in to life in the new country

> Local forms of ID (driver’s license, other licenses)

> Transportation options

> Banking options

> Mail and package shipping

> Mobile and landline phones, internet

• Schooling options

> K-12

> College/university

• Pets

> Travel and relocation

> Veterinary resources


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• Housing

> Tips and tools for deciding on important aspects

> Renting vs. buying

> Real estate agencies or other rental sources

> Local standards

> Procedures, document requirements, organization

assistance

> Appliances and furnishings

• Spouse Resources

> Networking/social groups

> Employment resources

• HR Resources

> Medical coverage

> Employee Handbook/Policies & Procedures

> Who’s who/Roster/Organizational Chart


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• Levels of focus

> Human Resources (first day, mornings first week)

> Department (mornings second week)

> Organization (within first month/quarter)

> Non-work/local environment (during first week)

• Organize by time period

> First day

> First two weeks (first week not “on the job”, but on payroll)

> First month or quarter, depending on recruitment activity

On-site Onboarding Program

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First Day - am

> Welcome

> Schedule for first two weeks

> Branded goody bags

> Document collection

> Immigration/visa in-processing

> Relocation and housing allowances

> Bank accounts

First Day - pm

> Free time

• Accommodation viewing

• Furnishings shopping

• School visits


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Week One Morning Topics

> Employee Policies and Procedures

• Hours of work

• Dress code

• Payroll cycle & benefits

administration

• Parking

• Employee rights and responsibilities

• Probation

• Performance evaluation

• Employee programs (Learning &

Development, Awards)

• Leave policies

> Cross Cultural Training (also for

spouses)

> Q&A Sessions (also for spouses)


First Two Weeks: Half-Days Only

Afternoons should be left free for

accommodation search,

furnishings shopping, and school

visits.

Week Two Morning Topics

> Department Level

• Welcome breakfast/lunch

• Mentor assignment

• Job Description

• Desk location

• Computer/logins

• Telephone/other equipment

• Unwritten customs

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Organizational Orientation (half day, with hosted lunch)

> President/CEO

• Welcome

• Mission, vision, values

• Strategic plan

> VP/Directors for each area

• Area services

> Q&A/Feedback Session

Formal feedback survey on orientation experience

> Should be anonymous

> Pen & paper or online

> Data will provide benchmark levels and areas for improvement


Either during first month or first quarter

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Cross-Cultural Training

> First raise self-awareness about ingrained cultural

beliefs and values (activities, psychometric

assessment)

> Use a cultural framework to highlight differences

> Discuss surface vs. invisible cultural beliefs

> Discuss how cultural preferences play out in work

and non-work situations

> High and low context cultures

> Monochronic vs. polychronic time

Cross-Cultural Training

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What we covered today in this presentation:

• Definition and types of expatriates

• Characteristics of self-initiating expatriates

• The importance of a formal orientation program

• Two parts of a good orientation program for

self-initiating expatriates

• Examples of components and resources for

each

Conclusion

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