Training Expats

   (yesterday's post)

   Training, and the broader preparation that is development, is fundamental. Yet the evolution of development seems patchy; though there are documented best practices and lessons learned.
   Multinational entities fall short of providing pre-departure training for ex-pats about half the time. One implication found that about half remain overseas at performance levels lower than expectations. A related insight found a link between performance and pay but not performance and career development.
   Often, training departments almost seem to be begrudging afterthoughts; frequently not treated as part of the larger management team. This is evident in that knowledge transfer is usually from headquarters to subsidiaries, while fewer lessons seem learned from the reverse.
   However, it is beginning to emerge that ongoing, periodic general management training, coupled with international sensitivities pays off. There is recognition afoot that training, the employee and the business entity need to grow together; including “globalization”, for today’s work environment right here is increasingly multicultural.
   Let us look at a few key ex-pat target areas for training:
Job related:
• the company's DNA at the alternate location.
• the other governments’ regulations, policies (IP, trade)
• geography
• economics
• legal and ethical systems
• the history
• political environment
• language information
Business Customs (differences):
• negotiation, organization & sociology of the business
• management styles, (distribution, marketing)
• accounting / finance
and Culture:
• money (ATMs, banking, costs generally)
• housing
• food
• appropriate entertainment
• shopping
   Will the spouse and/or children be going or not? If they attend, are they prepared; is counseling in place, can the spouse work? If the family is left behind, who visits whom, for how long and how often?
   Training should not end once overseas; problem recognition is a key first step. Inability to adjust on the part of the employee and or family, along with coping, cultural challenges and competencies are the constant refrain for shortfall.
   Numbers vary, yet generally about 20% fail during the assignment, about 20% leave the position within a year of returning and more than double that of ex-pats, 40% leave within three years.
   Neither should training end upon repatriation. Concerns as to whether a position will be available upon return and its significance, and the shock of coming home have been issues cited. One successful technique has been to dedicate a kind of coach.