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Management of Expatriates: By: Ishu Mahajan Ritu Sharma Urvashi Sultania

This document discusses the management of expatriates. It defines an expatriate as a person temporarily or permanently residing in a country other than their home country. It discusses the types of expatriates and provides frameworks for selecting, preparing, monitoring, and repatriating expatriates. Challenges include culture shock, family issues, performance evaluation and high costs. Successful management requires proper selection, training, cultural assimilation, and consideration of expatriate concerns at all stages of the assignment cycle.

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226 views24 pages

Management of Expatriates: By: Ishu Mahajan Ritu Sharma Urvashi Sultania

This document discusses the management of expatriates. It defines an expatriate as a person temporarily or permanently residing in a country other than their home country. It discusses the types of expatriates and provides frameworks for selecting, preparing, monitoring, and repatriating expatriates. Challenges include culture shock, family issues, performance evaluation and high costs. Successful management requires proper selection, training, cultural assimilation, and consideration of expatriate concerns at all stages of the assignment cycle.

Uploaded by

rak_sai15
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX or read online on Scribd
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Management

By:
of Ishu Mahajan
Ritu Sharma
Expatriates Urvashi
Sultania
EXPATRI ATES

“An expatriate (in abbreviated form,


expat) is a person temporarily or
permanently residing in a country and
culture other than that of the person's
upbringing or legal residence.”
RATIO NAL E
ØGlobalization
ØExpertise
ØExchange of knowledge
ØCompatible work culture
ØGlocalization
TYP ES
Ø Self-initiated expatriates
Ø Public sector expatriates or
foreign assignees from NGOs and
charity
Ø Itinerant expatriates
Ø Impatriation
A Syst ems Approach
THE EXP ATRI ATE
CY CL E
Str ucturi ng the expa tri ate
functio n
Man aging the e xpatr ia te
pr og ram
‘Expatriate Portfolio’
Framew or k For
Pr epar ati on
Ha r ris -B rew ster
Framew or k for
• Selection
process
• Pre-departure
training
• Monitoring
performance
– environment
– job
requirements
– personality
Repatria tio n
• What role are they likely to assume on their
return?
• What are their expectations?
• Don't underestimate their process of
readjustment.
“ Assignees and their families can experience
reverse culture shock on returning to their
country of origin”
Faci lit ating rep atria ti on
Co ncer ns a nd
Challe nges
Remu neration
Perfor mance a ppraisa l
• Who
should do it??
• Assignment
difficulty level
•
• More evaluation
by on-sitemanagers
• Former
expatiates for advice
Culture Bu ild in g
• Help them build a complete picture of what it
is like to work and live there
• Put them in touch with other expatriate
managers
• Make sure they familiarize themselves with the
organization's structure, procedures and
business strategy abroad.
• Assimilate the different value systems and
beliefs to ease their transition into the new
work environment
Expatriate failure -
premature return
• selection of the
most
'appropriate'
expatriate
• poorly developed
or the complete
absence CCT
programs
• spouse and
family issues
Expatriates cost
• Employing an expatriate costs an
estimated three to four times as
much as employing the same
individual at home
• “localise” some of the jobs to
reduce costs
• ‘Expatriate Portfolio’ - for
expatriate identification
Reaso ns..
A W ay T o Su ccess
• Global
Adjustments –
India’s First
Relocation
Services.

• Founded by –
Ranjini Manian
Joanne Grady

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