Romney Institute Of Public Management

Sending executive and managerial staff to organize and oversee subsidiary offices in foreign locations is a challenge for human resources management. Expatriation is a complex and costly phenomenon, requiring attention given to concerns such as family adjustment, insurance, costs of moving and settling in, language and cultural training, and personal attitudes, needs, and goals.

With careful attention to these areas, expatriate workers can make huge contributions, both to the subsidiary and to main office functions back home. However, it is important to understand that effectiveness in international assignments is different from effectiveness in monocultural contexts. The most successful manager at home may not be the most successful overseas. Supervisory and HR staff need to consider the special requirements of an international placement when selecting and preparing staff for expatriation.

Pre-Selection

Realistically speaking, there may not always be a range of choices for personnel to take the overseas assignment, considering, on the one hand, skills and background needed for the work, and on the other hand, personal and family availability for such an assignment. It is worth noting that even with the great strides made by women in management in recent years, still 85% of expatriate managers are men. This is unfortunate, since women are often more skilled at the reading of context and non-verbal clues, a critical component of cross-cultural communication competence.

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