Most employers are adept at 'downward communication,' according
to a new organizational communication survey conducted by the Society
of Human Resource Management (SHRM) and CareerJournal.com, The Wall
Street Journal's executive career site. However, the survey finds that
only slightly more than half (59 percent) of employees polled feel
their organizations listen to what they have to say.
This perception seems to be well-founded. Fewer than half (46
percent) of all HR professionals surveyed report that their
organizations collect employee opinions. Perhaps it's not
surprising then that although 80 percent of HR professional feel their
organizations are open to suggestions and improvements from employees,
only 66 percent of employees concur.
On assignment
'Upward
communication' appears to be an issue for the general employee
population. But it can be particularly problematic for employees on
foreign assignment who have fewer opportunities to communicate with
management, as well as circumstances that differ from other staff
members.
|
The issue for management becomes how to tap into expat strengths
while addressing employee concerns—concerns which centre largely
on communication. |
Indeed, because expat circumstances tend to be unique, global employee
research and consulting firm ISR tells Expatica that some
organizations ask for feedback from them as group, as opposed to
others that poll expats as part of broad cultural surveys.
However, Gary Berger, executive director of the Americas for ISR,
indicates that surveying expats as a group and focusing on their
concerns is by no means widespread. He says the process tends to be
more common in specific sectors, such as financial services and the
oil and gas industry, among organizations that have extensive
experience in deploying a global workforce.
Organizations that conduct expat surveys typically look at the
effectiveness of administrative support from home and host countries,
an expat's ability to acclimate in the host country, and his/her
acclimation upon repatriation, among other issues.
Asking them
ISR creates and administers custom expat surveys for client
organizations. These surveys vary, depending on objective. Sometimes
the entire expat population is surveyed; other times organizations may
opt to survey expats at the beginning of relocation.
In addition to surveying employees on assignment, ISR often surveys
spouses and adult or teenage children.
Berger tells of one study that ISR is conducting for a client in Saudi
Arabia, citing the challenges of spouse orientation as well as
restrictions for teenage children as areas of concern.
These kinds of issues might not have surfaced had the survey only
focused on employees, who are typically immersed in the work demands
of the assignment.
"You not only have to listen to employees, you have to listen to
spouses," Berger says.
And companies that survey are listening to spouses. In fact, Berger
tells Expatica of an oil company that actually hired an employee's
spouse as a consultant upon the couple's repatriation. Based on the
spouse's input, the company developed a resource manual for expats and
their families.
Family satisfaction
Companies that underestimate the importance of spousal satisfaction
are overlooking a major factor in assignment success, according to
Berger.
In a lot of countries there are rules that won't allow spouses to
work, he explains. Therefore, orientation for the spouse and family
becomes even more critical.
"The worst thing you can have on these expat assignments are
families that are unhappy," says Berger, indicating that when
assignments fail because of family issues, it's often because the
family wasn't properly orientated.
Lack of connection
One of the other major problems ISR sees is that there is no planning
for reintegration back to the home country.
An employee is often uncertain about what happens in his/her career
upon return, Berger says. The result is that expats often choose to
become employee nomads, moving from expat assignment to expat
assignment.
Lack of feedback contributes to a rootless feeling. Indeed, according
to data ISR has collected from more than 2,000 expats, feedback is one
of the biggest concerns.
|
Because expectation seems to drive success, it's important to
provide resources and information prior to relocation… |
Expats don't feel they get regular feedback, and don't feel they have
information readily available, says Patrick Kulesa, global research
director for ISR. What's more, expats generally don't understand how
what they're doing affects broader organizational goals.
Yet, these same expats also have a strong sense of empowerment. Of
those surveyed, 75 percent feel they can challenge tradition and 83
percent indicate they are encouraged to come up with innovative
solutions.
The issue for management becomes how to tap into expat strengths while
addressing employee concerns—concerns which centre largely on
communication.
The cost of a failed assignment is often touted as the primary reason
for closer scrutiny of an expat programme, but more than money is at
stake. "It is the development ground for the future leaders of
multinationals," says Kulesa.
Finding solutions
Admittedly, there are challenges to listening to employees on the
other side of the globe. In order to address the distance issue,
some companies have set up sponsors in host countries. By assigning
someone who can be a buddy in the host country, there is better onsite
communication, Berger explains.
Creating a flatter structure for the employee, with more emphasis on
the individual as opposed to the culture, is also among organizational
best practices, Kulesa tells Expatica.
When it comes to assessing culture, success is often attributed to
whether or not a host country is difficult or easy from the point of
assimilation. However, Kulesa indicates it's more a matter of
expectation levels.
Because expectation seems to drive success, it's important to provide
resources and information prior to relocation, particularly when
sending an employee to a dissimilar culture. By the same token,
focusing on effective orientation is critical, as is providing
attention to repatriation. And all involve listening to the expat, as
well as relaying information.
The good news for expats and employers is that in the last three to
four years ISR has seen improved scores in its expat surveys. Although
Kulesa indicates that all is not ideal everywhere in the world, in
core countries expat practices are improving. In general, companies
are communicating better and have practical policies in place.
For
the organization seeking to improve its level of communication, ISR
recommends that it focus on the expat's areas of concern. At the top
of the list is the family perspective, including acclimation and
day-to-day activities. The expat also wants feedback on job
performance. Knowing how to live outside work is a concern as well.
"A lot of what we find is that a lot of the issues are communication
issues. Expats are employees, but employees in a unique situation,"
Berger says.
Like ISR's research, the SHRM/CareerJournal.com survey makes a case
for listening to employees. Although less than half of polled
organizations ask for employee input, of the HR professionals who use
staff feedback forms, 86 percent rate the effectiveness of the
interactions as "good" or "very good."
August 2005
Paula Santonocito is a freelance writer specializing in workforce
management issues. She is the author of more than 500 articles on a
wide range of topics.
For more information or to make an appointment you can email
Robbert-Jan
Nuis at
rjnuis@expatriatecounseling.com
or call + 31(0)6-282 440 88
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