HRM Strategies for Preparing Employees for Overseas Assignments

Introduction to Overseas Assignment Preparation

There are several things a company can do to prepare its workers for an overseas assignment. The first is to provide basic training on the issues they may encounter. This includes introductory language training, knowledge of the most important cultural differences, and an understanding of local business culture. The objective is not to make the employee an expert, but to give them enough background to recognize what they do not know. A person going overseas to an unfamiliar country and culture mostly needs to understand when they require a local expert and when they can handle something on their own. Having that foundational knowledge about their role and the local culture provides that critical starting point.

The Role of Family Adjustment in Expatriate Success

The second dimension of preparation is somewhat different in nature. Numerous studies have been conducted on this subject, and familial adjustment has consistently emerged as a critical success factor in overseas assignments. Black and Stephens (1989) document the relationship between spousal adjustment and a worker's intention to remain on an overseas assignment. This finding means that it is very important for the company to prepare not only for the professional side of the assignment, but for the personal and domestic side as well.

The company needs to ensure adequate housing, reliable transportation, and appropriate education for any children accompanying the employee. It should also identify ways to help the spouse adjust to their new environment. By addressing these needs proactively, the company significantly increases the likelihood that the worker will remain for the full duration of the assignment. Expatriate attrition is costly, and family support is one of the most effective levers available to prevent it.

Challenges of Sending Employees to Malaysia

Suppose a company wishes to send someone overseas to Malaysia. Significant problems may arise, particularly given the current state of the HR department. For example, some HR staff incorrectly believe there is a language called "Indian" — a serious misconception, given that the Indian subcontinent is home to dozens of distinct languages, including Bengali, Tamil, and Punjabi. Additionally, several members of the team have never traveled internationally. While Malaysia is not an extreme posting, there is still a real learning curve involved, and individuals without any international travel experience are at elevated risk of mishandling the assignment.

Frankly, as currently constituted, the HR department would be challenged to organize a posting to Vancouver or Sydney, let alone somewhere in Southeast Asia. With the company's first move toward an international business model, a strong foundation of host-country expertise is essential to avoid fundamental mistakes. Some errors are minor — a missed tipping custom, for instance — but employees with no overseas experience are at genuine risk of making more consequential errors that could damage professional relationships or the company's reputation in a new market.

References

Black, J. & Stephens, G. (1989). The influence of the spouse on American expatriate adjustment and intent to stay in Pacific Rim overseas assignments. Journal of Management, 15(4), 529–544.

Text, Chapter 15. In possession of the author.