Global Executive Development

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When the British Admiral Byng was hanged for not pressing an attack on the French fleet, Voltaire drily observed that it was done "...pour encourager les autres". There is a danger that companies who mishandle international transfers could have the same accusation levelled at them.

Most companies who transfer staff internationally are not paying enough attention to "softer" family and relationship issues and most line managers and human resource functions have neither the time nor the expertise to handle these matters.

Time spent on family and relationship issues in the selection and preparation process, during the assignment and on return to the home country can save money, protect the company's reputation and prevent the personal trauma of family breakdown.

A recent survey notes that 'family concerns' are the greatest disincentive to international moves - cited by 78% of those who took part. Many companies are not helping participants and their families make the adjustment to new cultures and a new way of life. Nearly three quarters stated that a major reason for assignments failing is the family's inability to adjust.

In short, company leaders are saying they need globally experienced executives but seem reluctant to recognise the domestic and social needs of their internationally transferred staff. This is incongruent, inconsistent and appears hypocritical to employees.

The cost of failure is high for both the company and the employee. Most companies estimate international assignments cost at least three times base salary.

A DuPont study estimates the financial cost of failure can range from $300,000 to one million dollars, excluding the costs of not achieving the assignment's business goals and the personal and family costs. More difficult to quantify is the effect on other potential candidates for assignments overseas. If international moves are seen as a quick way to career death and family trauma then it will take a long time to overcome that perception.

The DuPont study shows that when problems occur, failure is rarely due to technical incompetence but is more likely to be the inability of members of the employee's immediate family to adjust to the new environment and culture.

Family problems that can be coped with in a benign home country environment are magnified in the glare of the expatriate world where people have to try and cope without the prop of the wider family and other familiar support mechanisms.

This is often made worse by the pressure not to lose face or the fear of any damage to the employee's career. As a result, those progressive companies who think strategically are increasingly taking more care over the whole process and using services of organisations like Farnham Castle

The fact is, problems can be avoided if companies take the following steps:

1 Acknowledge that family issues are crucial to the success of the assignment.

2 Recognise that today's expatriates are no longer the traditional pattern of male, white and one income families and implement policies and procedures to accommodate these changes. Increasingly expatriates are women, minority groups, dual career couples, often with children from more than one marriage.

3 Think prevention, and provide first class independent and confidential support to the family prior to selection decisions. Giving families time to consider the issues they will face with a trained consultant is a sensible investment and is highly valued by those who take part. A decision not to go on an assignment is a lot less costly for all concerned at this stage.

4 Ensure the family unit has access to support during the assignment wherever it may be.

5 Provide a repatriation debrief and support for the family when they return. A lot can happen in a home country during a two year assignment, people returning often feel like strangers when they come back.

An overseas assignment can be one of the most rewarding experiences in your life".

It will be, but only if companies take a more sensitive and supportive approach.