Post on 18-Jan-2015
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EXPATRIATES MANAGEMENT
Daniela Carrozza Antonio De Pascali Marica Di Marino Marika Gurnale
Bianca Traina
HQ SUBSIDIARIES
GEOCENTGEOCENTRICRIC
Third Third CountryCountry
NationalsNationals
POLYCENTPOLYCENTRICRIC
Host-Host-CountryCountry
NationalsNationals
ETHNOCENTETHNOCENTRICRIC
Parent Parent CountryCountry
NationalsNationals
Expatriates Administration
SALARY SALARY MANAGEMEMANAGEME
NTNT
SALARY SALARY MANAGEMEMANAGEME
NTNT
EMPLOYMENT EMPLOYMENT CONTRACTCONTRACT
EMPLOYMENT EMPLOYMENT CONTRACTCONTRACT
TAX TAX REGULATIONREGULATION
TAX TAX REGULATIONREGULATION BENEFITSBENEFITSBENEFITSBENEFITS
SELECTION CRITERIA
Professional CompetenciesTechnical SkillsLanguages
Personal FactorsFamilyInternational Motivation Tolerance Uncertainty Personality (Big5Model)
International AdjustementCultural Intelligence
How Can Firms manage Expatriates Selection?
High Rigor
Low Rigor
Short time period
Lectures and videos on local culture
Briefing on company operation
Case study e-learning and e-
coaching
Last over a monthExperiential learningExtensive language traininigShadowingField trips to host country
How Can Firms manage Expatriates Training ?
Culture shock
Culture shock refers to the
process of coming to
understand and adapt
to differences in culture
through daily interaction
and situations.
How Can Firms manage Expatriates Training ?
ORGANIZATIONAL STRATEGIES :− Keeping up-to-date about organizational occurrences and problems
− Career planning of expatriates should be conducted carefully from a realistic perspective with regard to repatriation, and overseas assignment should be linked to long term career plans
− Training expatriates prior to return (Coaching, Counseling
− Repatriates as trainers, personal for future expatriates
76% of the Organizations Had No Formalized Repatriation Policies
Expatriates Repatriation
INDIVIDUAL STRATEGIES :− Maintain contact with its social networks
- Keeping up-to-date about national news
- Be proactive
- Combine best aspects of foreign and home cultures
Expatriate failure is the premature return of an expatriate manager to the home country each expatriate failure can cost between € 40,000 and € 1 million
EXPATRIATES MGMT
What Is Expatriate Failure?
Recall %
U.S. MULTINATIONALS 20-40%
EUROPEAN MULTINATIONALS 11-15%
JAPANESE MULTINATIONALS 11-19%
•The inability of an expatriate's spouse to adapt
•The manager’s inability to adjust
•Family-related reasons
•The manager’s personal or emotional maturity
•The manager’s inability to cope with larger overseas responsibilities
•Difficulties with the new environment
EXPATRIATES MGMT
WHY DO EXPATRIATES MANAGER FAIL?
HISTORY
International company with Italian origin
Created in 1950’ s a division of an Italian integrated energy company (Eni Group)
Oriented towards oil and gas industry
More than 40000 employess (110 different Nationalities)
Expatriates are the 23% of the employees
EXTERNAL RECRUITMENT
SCREENING CURRICULA
ACGROUP INTERVIEWROLE PLAYINGIN BASKETLANGUAGE TEST
TECHNICAL INTERVIEW
FEEDBACK
PHYSICAL ASSESSMENT
INTERNAL RECRUITMENT
Job Posting
Feedback
Assessment of Physical Ability
TRAINING
PRE-DEPARTURE TRAINING:HSE training
POST-ARRIVAL TRAINING:•Behaviour-Language and Medical Induction•Social network development
REPATRIATION
Saipem has already made the repatriation an explicit part of the assignment (VS 76% Multinational Companies no Repatriation Policy)
STRENGHTSSTRENGHTS WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIES THREATSTHREATS
Expatriates Policy
Managerial and Technical Assessment
Lack of psychological assessement
Lack of Cross-cultural Training
Reduce Low Turnover (3,5 %)Mentor AssignmentValue new competencies and experience
Competitors hire its expatriates
Boundaryless careers
Grazie