In early October, I taught the third module of Worldwide ERC’s Global Mobility Specialist (GMS) Designation to a group of over 50 corporate mobility and relocation professionals. It was an enlightening experience thanks to the diversity of the students and their corresponding creativity. The focus of the course was on the intercultural and adjustment challenges of international assignments and what global mobility professionals can do to support the success of their colleagues and clients who are selected to move abroad.
One student described how her organization empowered mobility professionals to form strong relationships with their assignees. In one case, she had developed such strong bonds that one assignee gave the mobility professional a full-day tour of Tokyo when she was there on a personal vacation. The strength of her relationship and the frequent interaction she had with the assignee allowed her to monitor his adjustment process and provide support (or find the right people to provide support) before it became unmanageable. Of course, this led to a friendship that went above and beyond the workplace, but it also meant that the assignee had an unshakable support person he trusted.
Another student shared his challenges getting “a seat at the table” where the business leaders made decisions regarding who to choose for international assignment opportunities. This student tried his best to present data in favor of making a more thoughtful, formal assessment and selection of candidates. The business rejected the proposal because they stated that they never have more than one or two candidates to choose from, and they as business leaders know what would be best.
We discussed how assessment is nevertheless incredibly helpful, even in the face of this challenge. Importantly, assessing assignees who have already been chosen to relocate raises awareness of the unique challenges that may lay ahead of them from a very personal point of view. Good assessments will demonstrate what assignees can do to prepare and thrive based on psychological measurements of specific personality attributes that are proven to support successful international assignments. Good assessments also help determine the necessary training, coaching or other unique forms of support that organizations can offer their assignees, again based on a variety of life factors that organizations often take for granted, e.g. spouses/ partners, elderly family members and children. At RW3, we use the SAGE (Self-Assessment for Global Endeavors) to help expats and spouses/partners determine their readiness for taking on an international assignment.
More than anything, the topic of repatriation was a “no-go” zone for many students. I even got a few giggles when I recommended that global mobility professionals discuss the plan for repatriation before assignees move abroad. Perhaps it sounds obsessive to think about an assignee’s return home two or three years in advance, but research proves that setting no expectations and having no support in place can lead to serious attrition.
According to Worldwide ERC’s Support and Retentions Strategies for Cross-border Assignments Report (2012), organizations indicate that on average, 25% percent of their returning expatriate population resigned within one to three years.
Imagine yourself as an assignee who returns home to learn that the organization has simply plugged you into a role that is similar to what you did pre-assignment – making little use of your global skillset and experience.
If you’re a global mobility professional, what have been your biggest challenges to supporting the business or individual assignees when it comes to the intercultural and adjustment angles of the assignment experience?
If you would like to learn more about the SAGE or our other expatriate support solutions, please request a demo today!
