Employees considering an international assignment tend to greatly underestimate or totally ignore logistical difficulties associated with host country adjustment. Indeed, these are the same individuals who are of the mistaken opinion that a longer-term global assignment is no more of an adjustment than that of a brief business trip. A major difference between the two, and the critical factor contributing to the ultimate success or failure of such a longer term commitment, is that of family member adjustment.
Adjusting to a new environment, specifically, one which has additional challenges of cultural and language differences, can be a stressful time for both the assignee and his or her family.
Survey data derived from various sources reveals that on average assignees require two and a half months to return to full productivity after having relocated. Additionally, the data also reveals the most challenging aspects of being an international employee are:
- Dependent education - 70 percent
- Adjustment by family - 60 percent
- Spousal/partner reluctance - 50 percent
A comprehensive destination services program linked to a qualified and trusted destination services provider can proactively address these and other related issues to the satisfaction of the assignee as well as the ultimate benefit of the family. By contrast, the absence of both the program and a good provider will result in a negative impact not only on the assignee and his or her family but on the potential success of the assignment itself, resulting in a poor return on investment.
Often neglected or taken for granted, but no less difficult, are global deployments to the U.S., where the issues are very much the same. Many companies, especially those that are U.S. based, wrongfully assume that there are few adjustments necessary for inbound assignees regarding language or culture. Survey data supports the fact that the challenges and concerns are every bit as great for those deploying to the U.S. as those outbound. Further, the attrition rate is not significantly different for U.S.-bound assignees than those deployed to other westernized cultures.
The nature of destination services can have many elements. Most programs commence with a family unit “needs analysis” consisting of requirements for housing, schooling, transportation options, visits to federal and local government offices for registration purposes, banking, medical needs and shopping facilities. The duration of these programs may extend from as little as one day to an entire week.
There are a number of issues that should be addressed during the service provider selection process that will help ensure that the correct choice for partnering will have been made. Some key issues are:
Length of time and depth of experience of the service provider in delivering each of the services within the menu of services offered
Whether proposed services are a core competency or added onto existing services
Extent of “global reach” to provide quality services on a uniform and consistent basis
Global full-time company employees, i.e., how much of the actual work is performed by the service provider itself vis-à-vis outsourced or sub-contracted
- Individual(s) responsible for client service accountability and core service team composition
- Medium used for delivery of various services (in-person, Internet, literature, etc.)
- Quality control mechanisms i.e., criteria utilized to measure quality of services provided and employee satisfaction levels
- Fee schedule and billing arrangements, e.g., hourly, fixed, bundled, etc.
Many companies have found the selection process to be somewhat frightening and time consuming and a subject matter area in which they have had little prior experience. An independent advisor familiar with the vendor selection process can be of invaluable assistance in selecting appropriate destination service providers, the menu of services to be provided, the service delivery model to be employed, and performance measurement metrics.
Admittedly, engaging a destination services provider does entail company expenditures, but employee goodwill and potential return on investment can be substantial. Both the obvious and obscure costs associated with global deployment can be drastically reduced. Furthermore, anxieties and worry can be greatly mitigated, helping an assignee quickly focus on adding value in their new position, the basis for their deployment in the first place. From the company’s view, increased employee retention and the chances of a successful assignment are greatly enhanced. Therefore, it is possible to have your slice of the total deployment pie and enjoy it as well.
Neil B. Krupp is Vice President of Client Services at Global Lead Management Consulting in Cincinnati, OH. He can be reached at nkrupp@globallead.com.
