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©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
©SHRM 2010 3
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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
©SHRM 2010 4
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
©SHRM 2010 5
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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?
©SHRM 2010 6
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
Why is orientation so important?
Time to adjustmentOn a scale of 1 = very unadjusted
to 7 = very adjusted
©SHRM 2010 7
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
Why is orientation so important?
©SHRM 2010 8
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
©SHRM 2010 9
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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
©SHRM 2010 10
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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?
©SHRM 2010 11
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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
Pre-Departure Orientation – What Topics to Include?
©SHRM 2010 12
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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
Pre-Departure Orientation – What Topics to Include?
©SHRM 2010 14
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
• 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
©SHRM 2010 15
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
On-site Onboarding Program
©SHRM 2010 16
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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)
On-site Onboarding Program
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
©SHRM 2010 17
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
On-site Onboarding Program
Either during first month or first quarter
©SHRM 2010 18
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
©SHRM 2010 19
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
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
©SHRM 2010 20
Development and Implementation of a Successful
Orientation Program for Self-Initiating Expatriate Employees
Thank you very much for attending my presentation.
Any questions or comments?
Conclusion