Professional Documents
Culture Documents
Group Members David DPenha Deepa Thakkar Gayatri Das Kunali Shah
Flow of Presentation:
Topics Need for Expatriates Slide No. 1-10
11-18
19-27 28-37
Meaning of Expatriate
a person temporarily or permanently residing in a country and culture other than that of the person's upbringing or legal residence
2. 3.
represent their companies abroad: they create a picture of the companys head office towards foreigners (from the head offices perspective) transfer knowledge from home to their foreign subsidiaries. teach their colleagues in their head offices whats really going on in the outside world
Role of Expatriates
PCNs (Parent Country Nationals); HCNs (Host Country Nationals); and TCNs (Third Country Nationals).
Geocentric Approach
Regiocentric Approach
Statistics
10
Current Scenario
For many years, expatriates could essentially name their own
price when it came to their compensation, particularly in developing countries where their talents were in short supply and high demand.
as a result of the global economic downturn, the expatriate talent supply-and-demand equation has begun to swing in the other direction.
With more pressure on the bottom line, emerging trends intended
as variable pay.
11
12
A majority of companies employing expatriates in China/Hong Kong/Taiwan plan to keep their expatriate workforce the same.
13
Language skills
Willingness to accept position
14
Other Factors
Language skills are an important element but this is disputed, considering
different expatriate communities and the help of local staff (Interpretors) in dealing with language difficulties. and preparation.
Motivation and a desire to succeed are important factors in proper selection A long assignment for some may have serious family repercussions, for
instance, moving between two English-speaking cultures is easier than, say, between England and Russia. Hong Kong and Taiwan, but Europeans would find the difficulties more extreme.
selling or marketing where a good deal of interaction with local people may be required.
15
Selecting an Expatriate
Extroverts & outgoing personalities.
With a history of adventurous behaviour that includes involvement with
other people.
Having experience with ethnic diversity. Who function well independently. Who believe strongly in the value of overseas experience.
External Factors
1.
long the assignment is supposed to last. Organizations may withdraw their interest in a foreign market and may recall an expatriate prematurely.
2.
17
Training an Expatriate
Expatriate Training is designed for the relocating assignee and family.
Training should aim at developing communication,
leadership, conflict management, and other skills that fit the particular culture.
Predeparture training should be tailored to the individuals
needs.
A minimum requirement is a conversational knowledge of
19
Stages in Training
a. b. c.
Pre-departure training
Immersion approach Affective approach Information giving approach
20
Cross-Cultural Adjustment
Maladjusted expatriates are unable or unwilling to accept the
host country's behaviors, norms, and roles; they view the host culture as inferior to their own. They tend to cohere to anything that reminds them of their home country (e.g. clothing, food)
They also tend to show signs of emotional stress such as
21
take on foreign assignments increases, companies are struggling with both financial and demographic trends that challenge their ability to manage this workforce.
22
23
Staffing Philosophies
One factor that helps to differentiate expatriate staffing
policy requirements is the level of cultural distance between the target market and the multinational corporation's home country.
Europe v/s China
24
many countries around the world have forced organisations to review risk minimisation policies
Exhibits:
Toyota HP
25
other countries, rather than shipped out of the company, but those days are behind most modern day businesses.
The streamlining of organizations in the 1980s, and the
accompanying downsizings and layoffs, have left a work force that is far less compliant with the companys bidding.
Orica often considers another international assignment after
expatriates salary.
Toyota funds the application for a visa, as well as provide
78 per cent of companies tax equalise their assignees. Clearly this is an area that needs to be considered by all
28
long process.
Orica outsources all but remuneration, in order to free up the line
managers and HR to focus on the business policies and strategies, so they dont get bogged down with administration
29
Repatriation
Overseas they may have had broad responsibility, a lot of
high.
A recent study estimates that 20%of repatriated managers
leave their companies within one year of returning from abroad, with as many as 50% leaving within three years
30
31
complex environments has a significant effect on the success or failure of offshore business operations.
Expatriate failure is a serious problem. Effective workforce diversity management reduces the costs
of appointing inappropriate expatriate managers and technicians, ensuring that they are carefully selected for their cross-cultural capabilities.
32
Defining Diversity
Diversity is all the ways in which individuals differ, both on a
Organization-related characteristics
33
Business Models
Mental Models: a new framework for understanding culture Convergent mental models: how firms understand Divergent mental models: conflict in firms
34
Mental Models
Mental models provide a new framework for understanding
35
37
38
Diversity Capabilities
Partner selection
Building personal relations Communication with host nationals Managing in corrupt environment
39
40
Bibliography
http://www.hcamag.com/resources/migration/effective-expatriate-
management-easier-said-than-done/110701/ expatriate-and-the/2jk6pjliwakha/16#
http://knol.google.com/k/elizabeth-moale/the-process-of-an http://www.personneltoday.com/articles/2009/06/17/51113/managi
ng-expats-what-expats-need-from-hr.html
http://books.google.co.in/books?id=BETFzSbrPhkC&pg=PA123&dq
http://cometonada.tripod.com/HRM.htm