Please, write a discussion post about the Topic/Statement in the file attached (500 words) and respond to the below classmate discussion posts (250 words each). See attachmentfor more instructions. Thank you
Please, write a discussion post about the Topic/Statement below (500 words) and respond to the below classmate discussion posts (250 words each). Please, the responses need to be a discussion, not an evaluation. You can agree with them and add information regarding the topic discussed. No citation required for the classmate responses). Topic/Statement: Research indicates that many expatriate employees encounter problems that limit both their effectiveness in a foreign posting and their contribution to the company when they return home. What are the main causes and consequences of these problems and how might a firm reduce the occurrence of such problems? Explain your answer in a clear and concise manner. (2 or 3 Citations needed for this discussion post. Find the citation sources to use towards the bottom of the document. Please, pick 2 or 3 from those. Thanks!) Classmate Discussion to respond to: Classmate post #1 Andrew Welfel Being sent on assignment to a foreign country is one that can bring many hardships. Depending on the background of the individual, a massive language and cultural barrier could exist that will make the transition difficult in the beginning. Many U.S. expatriates leave behind their families and social circles that provide emotional stimulation and support. Some other side effects also include loneliness, money management, healthcare, and safety (expatfinancial.com). Money management problems might include adapting to foreign exchange rates and becoming acquainted with taxes and new tax laws. Healthcare is intimidating and complex even in the United States – the adjustment to foreign services is a daunting one. All of these things can wear on an employee’s emotional and physical well-being and affect work in a negative way. A few terms ago my human resources group brainstormed for this trouble. Our solution, if the company had the resources to swing it, would be to set up a human resources division in each foreign country where it did business. This human resource office would work to familiarize the employee with the local culture. It would provide information on insurance and taxes. It would connect the employee to potential other people in the network to assist them in developing a social network. In addition to this, the group that it prudent for the company to consider offering language classes before the transition, and to have the employee visit on a few work trips to become acquainted with the area before moving. This would lessen the shock of being dropped into an unfamiliar country with an unfamiliar language, seemingly all alone. A problem also exists when employees finally return home after an employment assignment. Many have trouble adjusting to their old way of life at their old office, and end up looking elsewhere for work (Clegg, 2016). One of the important aspects that employer’s can do is ask about how the assignment is going periodically and talk to the employee about advancement opportunities when he or she returns home. Many employees feel that the assignment abroad was a promotion, and then feel neglected when going back to previous duties once home (Clegg, 2016). In the same idea of communication issues, the organization at home will often have no idea of the accomplishments of the employee abroad. Projects and success can go unrecognized, and that leaves employees feeling dissatisfied and jaded. Communication is key at fixing this issue. The employer can let the employee know if being sent abroad is a promotional assignment. The employer can plan ahead and be transparent about the employee’s pay and job expectations upon returning home. Finally, the employer can be supportive of the employee’s desire to move up and talk about potential promotions in connection with successful completion of the job abroad. Clegg (2016) stated, “SAP improved its repatriation policies after discovering that the number of people resigning within three years of returning home was higher than it wanted to be. It now limits assignments to three years, and pairs expatriates with mentors based in their home country.” References Clegg, A. (2016). Expatriate Employees Struggle to Readjust to Old Lives. Retrieved from https://www.ft.com/content/7e77b478-a1da-11e6-aa83-bcb58d1d2193 5 Common Challenges Faced by Expats. (2019). Retrieved from https://expatfinancial.com/5-common-challenges-faced-by-expats/ Discussion Classmate 2 Amy Van Donsel Understanding the many challenges and reasons for expatriate failure is important for organizations to understand due to the enormous costs and time consumed with developing expatriates. Equally important is a firm’s understanding of how to mitigate expatriate failure and to develop strategies to meet this objective (Yeaton & Hall, 2008). Numerous studies cite primary reasons for expatriate failure as an ineffective or lacking selection process, lack of training during the pre and post departure process, the inability to understand or adapt to the host country culture, and poor repatriation efforts (Yeaton & Hall, 2008). I will highlight selection and training for this post. Whether or not expatriates can overcome obstacles presented in expatriate assignments largely depends on their personality and situational adaptability. The most desirable attributes for an expatriate are flexibility, adaptability, and good communication skills (Shay & Tracey, 1997). Organizations should have a multidimensional screening process that addresses multiple factors such as psychological attributes, interpersonal skills, ability to be independent, and stress levels. Further screening should evaluate a candidate’s personality as it relates to “patience and perseverance, attitudes toward respect and tolerance surrounding different values, technical skills, motivation, and non-judgmental behavior” (Yeaton & Hall, 2008, p.75-76). Evaluating whether a candidate’s experiences such as living with parents on overseas assignments, participation in student exchange clubs, or boarding schools were successful would signal a candidate’s ability to successfully adapt to their foreign posting. It is extremely important for organizations to develop these advanced screening processes to eliminate the applicants most probable to fail (Yeaton & Hall, 2008). Many studies blame expatriate failures on the lack of training that candidates receive in both the predeparture phase and once they arrive in the host country. Firms often rush training prior to expatriate departure offering only basics such as banking, housing, and transportation and neglect to support expatriates once abroad. Employers should offer more than the basics and allow adequate time between selection and departure to include “language training, cultural sensitivity programs, and family support programs” (Yeaton & Hall, 2008, p76). The organization should also offer support in the host country to assist the expatriate with any obstacles they may overcome (Yeaton & Hall, 2008). Yeaton & Hall (2008) states that successful, in-depth training should include three stages. The first stage should include detailed aspects of the host country’s culture, “goals of the expatriate assignment, and relocation requirements such as time commitment. The second stage during the predeparture phase should include” studying the information provided in the first stage as well as “language training, reinforcing cultural acceptance, and making arrival arrangements” (Yeaton & Hall, 2008, p.76). Directly upon the expatriate’s arrival to the host country, the third stage should concentrate on the professional, social, and domestic challenges of operating in the new environment” (Yeaton & Hall, 2008). Okpara & Kabongo (2011) agree that training should continue post-arrival to the host country and include training for the expatriate’s spouse and family. Culture shock typically manifests within the first several months, so continuing the training in the host country where ideal learning can take place makes sense. If budgets allow, multinational companies should set up training centers in the host country to address job descriptions, local folklore, and laws so expatriate’s can accomplish their foreign assignments in a capable manner (Zhuang, Wen & Wu, 2013). References Okpara, J., & Kabongo, J. (2011). Cross-cultural training and expatriate adjustment: A study of western expatriates in Nigeria. Journal of World Business, 46(1), 22-30. doi:10.1016/j.jwb.2010.05.014 Yeaton, K., & Hall, N. (2008). Expatriates: Reducing failure rates. Journal of Corporate Accounting & Finance, 19(3), 75-78. doi:10.1002/jcaf.20388 Zhuang, W., Wen, S., & Wu, M. (2013). Relationship of mentoring functions to expatriate adjustments: Comparing home country mentorship and host country mentorship. International Journal of Human Resource Management, 24(1), 35-49. doi:10.1080/09585192.2012.669784 Citation sources (Please use any of the below citation sources for the initial discussion): Caligiuri, P. M., & Stroh, L. K. (1995). Multinational corporation management strategies and international human resources practices: bringing IHRM to the bottom line. International Journal of Human Resource Management, 6(3), 494-507. Kopp, R. (1994). International human resource policies and practices in Japanese, European, and United States multinationals. Human Resource Management, 33(4), 581-599. Johnson, K. (2018). When Is It Appropriate to Use Ethnocentric Staffing? Retrieved from The Houston Chronicle: http://smallbusiness.chron.com/appropriate-use-ethnocentric-staffing-10189.html Lander, S. (n.d.). Geocentric Advantages & Disadvantages. Retrieved from azcentral.: https://yourbusiness.azcentral.com/geocentric-advantages-disadvantages-27693.html McQuerrey, L. (2018) Importance of Staffing Management. Retrieved fromhttp://smallbusiness.chron.com/importance-staffing-management-49551.html Tarique, I., Briscoe, D., & Schuler, R. (2016). International human resource management: Policies and practices for multinational enterprises (Fifth ed., Global HRM). New York: Routledge, Taylor & Francis Group Lakshman, S., Lakshman, C., & Estay, C. (2017). The relationship between MNCs' strategies and executive staffing. International Journal of Organizational Analysis, 25(2), 233-250. Retrieved from https://saintleo.idm.oclc.org/login?url=https://search-proquest-com.saintleo.idm.oclc.org/docview/1896276265?accountid=4870 Suzanne, W. (2017). Staffing policy & HRM issues in international business. Retrieved from http://panmore.com/staffing-policy-hrm-issues-in-international-business