This paper presents a comprehensive expatriate orientation program designed for employees of ABC Corporation relocating to Indonesia. It opens with a literature review examining how expatriate orientation programs work, the common challenges expatriates and their families face — including cultural shock, language barriers, compensation concerns, and tax issues — and best practices drawn from prior research on relocation to Indonesia. Based on these findings, the paper offers targeted recommendations for improving orientation delivery and then presents a fully developed program called "Indonesia Back to Front." The program covers Indonesian history, culture, business norms, language, and workplace communication across a five-day interactive curriculum, supplemented by follow-up meetings, and is designed for up to fifteen participants.
It is part of human nature to progress and grow in every facet of life from the time individuals complete their education and enter the world of commerce. A key driving force for many people is providing their families with comfort and a secure lifestyle so that they can enjoy life to the fullest. In this search for growth and prosperity, one of the most widespread actions observed is relocation. People move to other countries from their place of origin in order to give their families a financially better and more secure future (Marquardt, 2013).
However, the fact cannot be ignored that when an individual relocates, he or she is immediately confronted with a wide range of changes. These changes typically involve culture, background, values, and various other aspects that can be difficult to adapt to. In response to this challenge, expatriate orientation programs have been widely developed. The key mission of these orientation programs is to create awareness and acquaint expatriates with the culture, background, and language of the country to which they are relocating (Randhawa, 2007).
Human beings are born with immense capabilities to learn, understand, and adapt to the values of other cultures and backgrounds. Orientation programs are therefore designed to facilitate expatriates in working effectively and interacting harmoniously within their new surroundings. Specialized firms and community organizations have been established that conduct orientation programs for expatriates, with the objective of providing individuals with the knowledge and assistance needed to promote cross-cultural understanding. These programs are not only designed for expatriates themselves, but their families also benefit from these initiatives (Randhawa, 2007).
Successful transition from one culture to another is enabled for expatriates and their families through such programs. This is particularly because these programs are designed to develop understanding and educate participants on a range of concepts, including culture and intercultural communication, the philosophy of national differences, organizational culture diversity, cross-cultural transition processes, and country-specific knowledge. The tools and techniques of the program help expatriate employees and their families to have an enjoyable and pleasant experience so that they can function productively in their new surroundings (De Bono & Van Der Heijden, 2011).
This paper is based on several components. The literature review section provides comprehensive information on how expatriate orientation programs work and what considerations are important when delivering information to participants. The paper also identifies and discusses the various issues expatriates face when relocating, and based on these findings, a new orientation program has been developed that would prove effective and useful for the individuals involved. The orientation program is designed for employees of ABC Corporation (a fictional enterprise) who are relocating to the company's branch located in Indonesia.
Travelling to another country for a short period may seem like an exciting experience for an individual and his or her family. Nevertheless, when it comes to permanent relocation — where the individual and family must shift and settle in a new place — the picture changes entirely and becomes a significant challenge for the whole family. The issue arises because many aspects that affect daily life change dramatically. This clearly signifies that not only the employee's life is affected, but the entire family must undergo a new experience as a result of the international assignment.
Relocation generally becomes a source of concern because the entire family must face the uncertainty associated with moving to a new place. Every step of the relocation process can bring confusion and fear, which curtails a positive attitude toward the new environment. This fear produces a negative impact that prevents the employee from settling into the new work environment, ultimately affecting productivity (Adekola & Sergi, 2012).
Even though a thorough orientation program helps reduce disruption by educating expatriates and their families on various aspects of the new environment, the challenges that come with relocation remain significant. The following are the most common issues that have emerged as a result of relocation (Singh, 2007):
Although expatriate orientation programs are helpful to a great extent, the major problems faced by the employee and family are not completely eliminated. This is largely because orientation programs are of limited duration and cannot fully resolve all the issues facing expatriates and their families. While orientation programs can address confidence levels and reduce fear, issues such as cultural and language differences cannot be resolved overnight. Since participants have been practicing their own culture and communicating in their native language for a very long time, it takes considerable time to make them fully adaptable to a new culture (Adekola & Sergi, 2012).
Expatriate orientation programs are not a new concept; rather, these kinds of tools have been in use for a long time. The increasing number of expatriate relocations worldwide has, however, significantly elevated the need for such programs. Studies have brought to light that institutions across the globe are expanding their offerings of cross-cultural orientation programs for expatriates and their families (Fechter, 2007).
These programs are a significant source of help for expatriates and their families, enabling them to develop an understanding of various concepts. These particularly include cross-cultural values, recognition of cultural differences, differences in organizational cultures, recognition of the motivation that can lead to a successful experience, ways to respond to cultural shock, strategies for effective intercultural communication, and other country-specific knowledge (Fechter, 2007).
With respect to the length of these orientation programs, records have revealed that they can range from one-day sessions to several days. Some orientation programs are custom-designed to cater to the particular needs of clients. For custom-designed programs, the specialist performs a needs assessment not only with the international human resources consultant who requests the training program, but also with the participants themselves. This needs assessment is typically carried out by telephone, which helps address the specific issues of the participants. Specialist firms then make appropriate modifications to the program accordingly (Ferraro, 2002).
Past records regarding custom-designed programs have also highlighted the use of various constructive approaches. These typically include special programs for children and special emphasis on cross-cultural management, among others. These initiatives enable expatriates and their families to develop a much better understanding through real-life scenarios and situations. Trainers have also been observed making visits to expatriates and their families in order to create a more comfortable learning environment (Ferraro, 2002).
Numerous sources have highlighted that an employee and his or her family typically receive some form of help and support when sent abroad for an assignment. This support is provided in the form of orientation programs at the new posting. However, a significant question that has been raised and debated concerns the extent of support organizations are willing to provide to their employees, since substantial capital must be invested in these programs (Adekola & Sergi, 2007).
According to some schools of thought, it is in the best interest of companies to provide adequate support to employees during the relocation process, ensuring that the transition is successful. Successful transition is imperative for organizations because it involves significant financial investments — including transporting the family and their belongings, supporting home setup, and arranging schooling. The cost of orientation programs for employees and their families is an additional component of the overall relocation cost (Adekola & Sergi, 2007).
Other studies draw attention to the fact that those who provide expatriate training also take care of multiple other aspects of the settlement process. In addition to helping the relocated employee and family find a suitable home, responsible personnel also ensure that children are enrolled in quality schools. Conveyance facilities are also made available. Records further reveal that expatriates and their family members are assisted in joining social and community clubs in order to improve their social life in the new environment (Rao, 2007).
Many experts believe it is essential to help the employee and family settle into the new location, because the family's primary breadwinner can only work effectively and with focus when his or her mind is at ease. When the employee's family and household are settled properly, he or she can work without being distracted by domestic concerns, thereby delivering maximum input to the assignment (Rao, 2007).
Research specifically addressing the relocation of employees to Indonesia has also brought several practices and their effectiveness to the forefront. It has been found to be a common and effective practice for employees selected for relocation to learn about the new country from colleagues who were previously posted to the same location. This is especially relevant when these employees work at the same firm, enabling them to know each other well and freely discuss the challenges that newly selected relocating employees might face in Indonesia (Fechter, 2007).
Another study confirms that when a company selects a group of employees for relocation, conducting orientation programs for all of them before they move to Indonesia with their families has proven effective. The objective behind these programs is to make employees aware of the setup in their new destination. Companies have also preferred to involve the families of employees in these programs, since family members provide the greatest moral support to the working member of the household — support that is genuinely necessary. As a result, family members face less difficulty in adjusting to their new surroundings (Fechter, 2007).
A further study focuses on another dimension of the expatriate orientation program for Indonesia — specifically, the practice of arranging a pre-move visit for the employee and his or her partner to the new country before the actual relocation occurs. This has largely helped eliminate the fear or nervousness associated with immediately beginning life in an unfamiliar place. Prior visits have allowed workers and their spouses to become acquainted with key locations such as schools for children, shopping centers, and grocery stores. Employees have also been encouraged to visit their new office, helping them become familiar with the new working environment (Rao, 2007).
Many companies that relocate employees and their families to Indonesia and other countries have reported that female family members — typically spouses — form socialization groups. Since all members of these groups face similar challenges as newcomers to the environment, they are able to cooperate and support one another effectively. Newer members of the expatriate community also benefit greatly from the experiences of those who arrived earlier (Amit, 2011).
Multiple articles and reviews have also discussed the difficulties confronted by expatriates in new locations. Employees relocated to tropical countries such as Indonesia from colder regions have reported difficulty adapting to the warm climate. They have noted that living in a warm region for an extended period is significantly different from enjoying a short vacation in such a place. Orientation programs designed to help expatriates and families adapt to the new environment have been found to be largely ineffective in addressing this particular issue (Corlett, 2008).
Another challenge highlighted in the literature concerns the significant problem of cultural differences and culture shock. The dominant culture in the new country often does not readily accept the practices of the expatriate's home culture (Ferraro, 2002). For instance, conservative cultures tend not to easily accommodate people practicing more liberal traditions. Conversely, people from conservative cultures are sometimes marginalized or ridiculed in more liberal societies.
"Actionable improvements to current orientation programs"
"Indonesia-specific program mission, objectives, and content"
"Duration, participants, fees, and interactive learning approach"
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Amit, V. (2011). Going First Class?: New Approaches to Privileged Travel and Movement. USA: Berghahn Books.
Corlett, D. (2008). Stormy Weather: The Challenge of Climate Change and Displacement. Australia: UNSW Press.
De Bono, S. & Van Der Heijden, B. (2011). Managing Cultural Diversity. 2nd Edition. UK: Meyer & Meyer Verlag.
Fechter, A. M. (2007). Transnational Lives: Expatriates in Indonesia. Great Britain: Ashgate Publishing, Ltd.
Ferraro, G. P. (2002). The Cultural Dimension of International Business. 2nd Edition. USA: Prentice Hall PTR.
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Randhawa, G. (2007). Human Resource Management. India: Atlantic Publishers & Dist.
Rao. (2007). Human Resources Management: Text and Cases. 2nd Edition. New Delhi: Excel Books India.
Singh, B. D. (2007). Compensation and Reward Management. New Delhi: Excel Books India.
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