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    Expatriate Failure and The Costs Associated With It (E.g. Direct and Indirect Financial Costs

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    Alax Mohone
    The document discusses managing diversity in the workplace. It acknowledges there are different approaches to diversity, from liberal to radical, and short-term to long-term. However, there is evidence that managing diversity can appeal to businesses by stressing the human resources, performance, and creativity benefits of a well-managed diverse workforce. Diversity considerations should be part of all employee resource processes, like recruitment, selection, and performance management. Top management support, training, and communication are necessary to effectively manage diversity.

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    Expatriate Failure and The Costs Associated With It (E.g. Direct and Indirect Financial Costs

    Uploaded by

    Alax Mohone
    39 views2 pages
    The document discusses managing diversity in the workplace. It acknowledges there are different approaches to diversity, from liberal to radical, and short-term to long-term. However, there is evidence that managing diversity can appeal to businesses by stressing the human resources, performance, and creativity benefits of a well-managed diverse workforce. Diversity considerations should be part of all employee resource processes, like recruitment, selection, and performance management. Top management support, training, and communication are necessary to effectively manage diversity.

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    man 5

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    The document discusses managing diversity in the workplace. It acknowledges there are different approaches to diversity, from liberal to radical, and short-term to long-term. However, there is evidence that managing diversity can appeal to businesses by stressing the human resources, performance, and creativity benefits of a well-managed diverse workforce. Diversity considerations should be part of all employee resource processes, like recruitment, selection, and performance management. Top management support, training, and communication are necessary to effectively manage diversity.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    39 views2 pages

    Expatriate Failure and The Costs Associated With It (E.g. Direct and Indirect Financial Costs

    Uploaded by

    Alax Mohone
    The document discusses managing diversity in the workplace. It acknowledges there are different approaches to diversity, from liberal to radical, and short-term to long-term. However, there is evidence that managing diversity can appeal to businesses by stressing the human resources, performance, and creativity benefits of a well-managed diverse workforce. Diversity considerations should be part of all employee resource processes, like recruitment, selection, and performance management. Top management support, training, and communication are necessary to effectively manage diversity.

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    To be fair, this account underplays the different strands within EO (liberal versus radical; short-

    term versus long-term; those approaches that stressed the ‘business case’ for EO). However,
    there is evidence that managing diversity can seem more appealing and inclusive, and can make
    business sense by stressing the HR, performance and creativity benefits that can flow from well-
    managed diversity.

    Students might go on to show how diversity considerations can be part of every ER process (e.g.
    recruitment, selection, HR planning, performance management, career and talent management),
    and that the support of top management, training, and effective communication are all necessary
    to make such a change happen. They should point out that awareness of the relevant equality and
    human rights legislation and monitoring are as necessary to effective managing of diversity as
    they are to EO.
    Topic 5. What advice would you give Helen Gold? Clearly outline and justify your
    recommendations for: recruitment, selection, induction?
    Students should present a critical analysis of the case. One approach is to see it in terms of
    expatriate failure and the costs associated with it (e.g. direct and indirect financial costs,
    brand/reputation damage, loss of credibility with suppliers, distributors, customers and
    government, career damage). It should the explore some of the issues associated with the failure,
    beginning with recruitment. For example, was the need for such a post established through HR
    planning activities? Was a thorough job analysis carried out, and a job description containing the
    responsibilities, roles and duties of the job devised? Was a person specification drawn up
    containing the requisite knowledge, skills, experience and other attributes devised? The case
    suggests not: there was disagreement over whether an expatriate – parent-country national – was
    necessary, or whether a local Chinese (host-country national) could have been employed. There
    was little discussion of the purpose of the assignment (control, filling a post, development
    experience, etc.) or whether a third-country national was preferable (e.g. an overseas Chinese
    with language/cultural knowledge and skills). Students should discuss here the relative
    advantages and disadvantages of each choice (e.g. cost, communication, local responsiveness,
    global efficiency and standardisation, worldwide learning).
    It appears from the case that an engineer with technical competence was sought (for ‘credibility’
    reasons), but that the job required considerable management, administrative and marketing
    experience, which Rick lacked (he had been a team leader). These expectations did not seem
    fully communicated to Rick; if they had, and if he had seen a comprehensive job
    description/person specification that spelt this out, he might not have applied, or might have
    withdrawn his application. The selection process seems flawed also: only an interview seems to
    have been used, with no psychometric tests or assessment-centre-type exercises used. If these
    were used, the lack of flexibility/adaptability, and interpersonal/communication skills apparently
    shown by Rick might have been identified. In addition, his motivation for the job could have
    been explored further: did he have a genuine interest in it, was he interested in an international
    assignment or in China, did he see it as fitting into his career plans, or was he merely looking for
    a change, interested in travelling in China, or satisfying his wife’s interest in Chinese art? In
    addition, if the person specification had specified language skills and previous experience in
    China, Rick might not have gone through with his application, or might not have been selected.
    With reference to induction, this also seems to have been poorly designed. Already brief from
    the start, it was cut back further because of work overload, and seemed to focus not on the job
    but on general cultural issues. No language training was instituted before or during the
    assignment, and the various stakeholders (Rick, David, Kaijun, etc.) seemed to have different
    expectations of what the job involved. There were no field visits arranged, nor did Rick have a
    designated ‘mentor’ to facilitate the transition, either at company headquarters or in China.
    Support facilities seemed poor, as did communication, with different expectations over e.g.
    transport and housing for example, which should have been addressed in the induction. In
    addition, given that many examples of expatriate failure involve a failure to adjust not by the
    employee but also by the family, further attention should have been given to Hilda’s situation
    (suitability, but also support, e.g. transport, housing, a local female mentor, language lessons).
    Students should also discuss culture shock and adaptation problems, and ways of coping. The
    differences between China and the UK should be discussed in terms of theoretical models such
    as Trompenaars or Hofstede (e.g. the relative differences over individualism, power distance,
    long-term orientation) and the problems these might cause, with reference to the case. The
    ‘passive’ coping style of Hilda and Rick (complaining, withdrawing etc.) should be contrasted
    with more ‘active’ styles (mixing with locals, learning the language, etc.). Again, the company
    role in this should also be mentioned (e.g. no mentor, and no cross-cultural or language training
    was provided, though

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