1.

Don’t compromise
Don’t feel compelled to recruit someone if they don’t have the right skill set for your organisation

2. Look for genuine enthusiasm

Spot the difference between enthusiasm and someone whose long-held aspirations fit with your organisation

3. Be proactive
Position your organisation as a more interesting prospect than others by keeping yourself visible and
accessible.

4. Get your positioning right

Get in front of the right people and make sure they know what your organisation has to offer

5. Don't exaggerate
Don’t be tempted to oversell your organisation and what it offers to new recruits

6. Look beyond the tried and tested

Don’t just recruit from the tried and tested routes

7. Think about cultural fit

Get the cultural fit right and make the most of the skills and experiences available from other industries

8. Build external relationships

Build relationships now, and when opportunities do arise, you will get the best talent quickly

9. Make your agencies work harder

Take advantage of your recruitment partners and get full use of their services

10. Look to the future

Consider your company’s vision, where you want to be and whether you already have the skills and talent to
get you there

CIPD assessment of employment impact of recession

With official labour market figures due to be published later this week likely to show that UK unemployment
has risen above 2.5 million, the Chartered Institute of Personnel and Development (CIPD) publishes an
assessment of the overall impact of the recession on the UK labour market and considers what might
happen to jobs once the economy starts to recover.

The CIPD report: Jobs: The Impact of Recession and Prospects for Recovery concludes that:

• The percentage fall in employment during the recession has been less than a third as large as the
percentage contraction in the economy. This represents a much lower ‘job distress ratio’ than suffered in the
recessions of the 1980s and 1990s. Had previous UK experience been repeated it is likely that around half a
million more jobs would have been lost.
• Compared with previous recessions the burden of labour market adjustment has been shared more evenly
across the workforce in the form of reductions in incomes rather than falling mainly on jobs. A ‘shared pain
recession’ of this kind demonstrates that, contrary to common perception, Britain’s flexible labour market is
good for jobs and social well being.

• The biggest losers from the recession in employment terms have been men, full-time employees, people at
both ends of the age spectrum, blue collar and unskilled workers, UK born workers, and private sector
workers. The West Midlands, which is heavily dependent on the health of the manufacturing sector, has
emerged as the UK’s main regional unemployment black-spot.

• From the autumn of 2009 onward the rise of unemployment toward a likely peak at above 3 million in 2010
will be more of a crawl than a rush. It is possible that policy initiatives such as the Youth Job Guarantee
might even succeed in limiting the peak in measured unemployment to below 3 million.

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. The word comes from the Latin ex (out of) and patria (country, fatherland).

In its broadest sense, an expatriate is any person living in a different country from where
he is a citizen. In common usage, the term is often used in the context of professionals
sent abroad by their companies, as opposed to locally hired staff (who can also be
foreigners). The differentiation found in common usage usually comes down to socio-
economic factors, so skilled professionals working in another country are described as
expatriates, whereas a manual labourer who has moved to another country to earn more
money might be labelled an 'immigrant'. There is no set definition and usage does vary
depending on context and individual preferences and prejudices.

In the 19th century, Americans, numbering perhaps in the thousands, were drawn to
Europe—especially to Munich and Paris—to study the art of painting. Henry James, for
instance, was a famous expatriate American writer from the 1870s, who adopted England
as his home.
Throughout the world organisations
send employees on foreign
assignments. These expatriate
assignments involve high costs and failures
are not uncommon i.e. one out of four
assignments fail. For many companies a
reason to try defining the perfect
expatriate profile for their organisation and
subsequently invest heavily in selecting
and training this ‘Mr or Mrs Right’. But what
ensures success? Which Expatriate Support
Programmes (ESPs) provide true added
value? When is the investment justified?
Expertise in Labour Mobility (ELM) decided
to conduct a survey and test a hypothesis:
Investing differently in expatriates - not
simply more budget - delivers better results
for all parties involved.
Expatriate Support Programmes (ESPs)
are designed to assist expatriates in
adapting and adjusting to the host country
to minimise the ‘culture shock’ and ensure
the immediate productivity of the
expatriate. According to Cees de Soet,
International Expatriate Manager of
Heineken it is obvious. “If no support
programmes are received the expatriate
does not understand the essentials and
cannot communicate according to his/her
responsibilities”. But the Expertise in
Labour Mobility (ELM) survey revealed that
there is some considerable room for
improvement in ESPs. Some striking
observations were made regarding the
difference between what expatriates have
experienced as useful and what the
companies believe is useful.
What did expatriates and their spouses
say:
1. The expatriates rank language training
and cross-cultural training for their
children as most important factor to
make the assignment abroad succeed.
2. The individuals expressed a clear need
for more focussed and more practical
information on the local situation and
local culture. Respondents greatly value
the ability to speak the local language
and understand the local cultural habits,
regardless of how different the culture is
from their own culture.
3. Dual career support and mentor
programmes are trailing the list.
What did the companies say:
1. Mentor programmes are important.
2. Dual career support is essential to make
the assignment succeed.
3. Language training and cross-cultural
training for the children is something
very few organisations provide.
The above findings support ELM’s
hypothesis that investing more specifically
in the needs of the individual expatriate
(and his/her family) could improve
outcome. Knowledge of the language and
the culture of the host country are
considered important abilities. The need for
practical culture training, even for interregional
transfers where assignees move
within fairly similar cultural environments,
is evident. This significance of speaking the
local language and having knowledge of
the local culture is supported by other
studies. The finding that expatriates rank
both language training and cross-cultural
training for their children as most
important support programmes is a novel
and valuable insight.
During an international assignment
interpersonal skills are very important,
however, there is a popular belief that
technical skills serve as the main success
factor to assignments abroad. This proved
to be a misleading assumption as the main
reasons for failure of expatriate
assignments are the inability of the
expatriate and/or the inability of the
expatriate’s partner to adapt to a different
physical or cultural environment. Moreover,
both expatriates and organisations alike,
often underestimate repatriation.
Readjusting to one’s native culture can
sometimes prove to be even more difficult
than adjusting to a foreign culture.
“Repatriation is even more important, than
the expatriate programme itself.We want
the expatriate to remain with the company,
after the assignment has ended”, states
Caroline Heesbeen, Group HR director for
MSI Cellular Investments.
The present ELM survey indicated clearly
that the benefits of investing in expatriate
support programmes outweigh the costs of
these programmes.“If an expatriate does not
feel at home, the investment can turn out
to be very costly, both for the individual and
the company”, says Marijke Have, Manager
Compensation and Benefits for Randstad
Holding in this respect. Organisations using
expatriates should examine carefully the
cost of appropriate preparation against the
total cost of the assignment. Especially the
cost associated with an unduly long
‘running-in’ period at the beginning of the
posting or the cost of failure.
The main aim of this pilot study was to
find common themes that would enhance
our ability to quantify the effects of
support programmes. Further research is
foreseen for the benefit of organisations
committed to the success of international
assignments. Contact ELM for more details:
n.ripmeester@labourmobility.com
About the writer: Nannette Ripmeester is an
internationally
acclaimed expert when it comes to making a
success of
working abroad. She is managing director and
founder of
Expertise in Labour Mobility
(www.labourmobility.com).
g
Process
--

Among the leading Gulf countries, Qatar holds an important position when it comes to
human resources in the region. Given the increase in economic activities in recent
years, HR policies in Qatar have become very important in sourcing the right
candidates. Along with Oil and Gas Industry, Qatar has recently diversified in other
sectors like Information Technology, Hospitality etc. As a result, the need for human
resources has increased over the years. Salaries, living standards and cost of living have
also registered a steep rise in the country.

Qatar is now economically one of the leading countries in the gulf region. In order to maintain this
level of growth and progress further, having a flexible HR policy at place is very important. Qatar also
has the largest number of expatriate employees in the region. About 90% of the total labor force is
made up of expatriates here. The international companies located in Qatar employ people from
abroad. HR policies in Qatar are specially designed, keeping in mind this trend.

Working Conditions

Salaries paid by various companies in Qatar usually cover all expenses including, medical, home, and
car allowance. The salaries being tax free is considered to be more profitable and are a major
attraction particularly for foreign employees.

The working hours on a weekly basis are 40 to 48 hours per week. It usually depends on the HR
policies of a particular company. Friday is the weekly off day with Thursday or Saturday making up
the other for a five-day job.

Employment Contracts

The employment contract is a mutual agreement between an employer and an employee, which has
to be attested by the Labor department present at the Ministry of Civil Affairs and Housing, Qatar.
Contracts for expatriates have also started to become open ended. However, one has to get hold of a
work permit first. A mandatory health check up is also done while issuing work permit in Qatar. A
number of jobs in the service industry are reserved for Qatar nationals only. After completion of a
contract, expatriates usually have to visit the Ministry of Civil Affairs and Housing to cancel the
permit.

Social Security System

The social security system is run by the state with a very small portion of it in private control. Given
a very high GDP rate and a comparatively smaller population, the Qatar government pays social
security without obliging the employees to make extra payment. Qatar nationals are broadly covered
under the scheme which includes pensions, disability benefits, medical insurances etc. Expatriates
are, however, not covered by the government. There are a few corporate pension schemes under
which the expatriate employee is covered.

www.jobzing.com provides complete information regarding various types of jobs and job related
queries in Qatar.

Staffing Policies

Ethnocentric: parent country nationals + when: lack of qualified host nationals

why:

• maintain corporate culture

• need to transfer core competencies
• examples: Proctor and Gamble

Polycentric approach: host managers manage host subsidiaries

• less expensive
• fewer cultural clashes
• example: Unilever, but hard moving to transnational form

Geocentric: merit system regardless of nationality: problems--national laws; cost

Quite often, the firm's strategic and cultural orientation will determine whether HCN,
PCN or TCN is used. Ethnocentric firms tend to use HCNs, whereas Polycentric firms
(who use local talent) are happy to deal with the cultural differences involved.
Geocentric firms may use a mixture of HCNs, PCNs, etc., depending on individual
merit.

The Role of HR Management

Selection issues + who + career progression

Preparation +familiarization and orientation + training + inclusion of family

members

Adaptation + help with local regulations + mentoring

Repatriation + information on return position + making use of expats. experience

EXPATRIATE POLICY COMPARISON

POLICY ISSUE TEXAS INSTRUMENTS-1 MOTOROLA (2) COLGATE-PALMOLIVE

DEFINITION OF Spouse, unmarried Spouse and not available

unmarried children
children under 21 or working full through age 22
DEPENDENTS
time on an undergraduate degree. leaving with
employer at home

Purpose: develop upper

Manager’s request Typically to fill a
level managers who
SELECTION critical need A few are for Unavailable
have international
development goals
expertise

COMPENSATION Compensation based Home country Headquarters

approach - all U.S.

on home country approach - base expats paid based on
pay calculated at their home country N.Y Headquarters
BASE LOCATION approach
rate (plus associated assignment salaries with allowances
allowances). calculated based on N.Y.
as the home location

Hypothetical housing
Expat is paid a housing/utilities
deduction based on
differential work country rate less
salary level and Housing differential paid
HOUSING home country amount of current
family status All using NY housing norm
rent or mortgage/utilities time of
housing + utilities
assignment
paid in work country

RELOCATION One month base pay Flat amounts Lump sum equal

paid for departure

and return $2600- to 10% of base salary -
ALLOWANCE when departing and repatriating
single $3500- up to $10,000
married

TEMPORARY 2 weeks in home Eligibility Eligibility

 POLICY ISSUE TEXAS INSTRUMENTS-1 MOTOROLA (2) COLGATE-PALMOLIVE

begins 1 year after after 7 months on

location prior to departure 2 weeks
start of assignment. assignment and in 12
LIVING in work location upon arrival;
May request lump months intervals
expenses paid
sum payment. thereafter.

Accrues at 12 month intervals,

beginning with the first anniversary
from assignment start date. Can
Eligibility begins 1
establish destinations and use for Eligibility after 7 months
year after start of
multiple trips. Expat budget to go to on assignment and in 12
HOME LEAVE assignment. May
alternate destinations and use for months intervals
request lump sum
multiple trips. Expat can take home thereafter.
payments
leave 12 months prior to actual
accrual and for 12 months following
the accrual

DUAL CAREER/ Compensate for the Unavailable Career search

lost goods/services that the spouses

income contributes to the families
goods and services spending. Offset reimbursement of
SPOUSAL
home country housing and utilities $7,500 or tuition
INCOME
costs by spouses percentage of reimbursement overseas
contribution to the total family
income.

1. Texas Instruments Policy #02-06-04 “International Cross-Regional Assignments”

(1996)
2. Motorola International Personal Policy Manual (1992)
3. Colgate-Palmolive Case.

SURVEY/RESEARCH ON EXPATRIATE PROGRAMS

1997 Worldwide Survey of International Assignment Policies and Practices by:

Organization Resources Counselors, Inc.

(ORC) Global Relocation Trends 1995 Survey Report

Sponsored by:

Windham International and the National Foreign Trade Council (NFTC)

 1996 Survey of Expatriate Tax and Compensation Policies by: Price Waterhouse LLP

“Best Practices” 1996-1997 International Assignee Research Study by: Berlitz

International Inc., and PHH Relocation in cooperation with SHRM’s Institute for
International Human Resources

Books:

The Management of Expatriates

Chris Brewster

Global Assignments: Successfully Expatriating and Repatriating International

Managers

10. Stewart Black, Hal B. Gregersen, and Mark E. Mendenhall

Developing the Global Organization: Strategies for Human Resource Professionals

Moran, Harris, and Stripp

Pre-departure training for expatriates who are sent to China

December 10th, 2007 by China Business Success Stories
Tags: Chinese culture, Expats, Language, Multinational
How to be prepared for the experience called China? Pamela Lau did an
interesting scientific research about pre-departure training for expats
planning to go to China.Though there is some literature questioning the
effect of pre-departure training (Kealy and Protheroe, 1996; Selmer et al,
1998), it is clear that according to expatriates, pre-departure training is
relevant. With the data obtained, statistical tests were conducted to create
a deeper understanding of the needs of expatriates that are sent to China
by their companies. Pre-departure cross-cultural training
It was quite surprising to find that only little less than half of the respondents
received pre-departure training, although they were all working for MNEs. This
goes against most studies done on the effectiveness of pre-departure cross-
cultural training (Forster, 2000; Romero, 2002; Waxin and Panaccio, 2005), even
though they have mentioned that many companies still do not provide pre-
departure training. There are several reasons that come to mind when trying to
uncover the reasons for this low training provision rate. The first reason could be
that the expatriate has already been to China before, and already is familiar with
the Chinese culture or at least already has formed some expectations. However,
from the respondents that did not receive pre-departure training, only half (9
managers) had been to China before.
Another possible reason is that the expatriate has been on previous other foreign
assignments. The company then could have decided that it is not necessary for
them to have pre-departure training. Waxin and Panaccio (2005) mention that
international experience is a moderator on the effect of cross-cultural training.
This fact also is mentioned by some expatriates who noted that the extent to
which some companies provide training or expatriates want or need pre-
departure training depends on the previous foreign experiences of the expatriate
manager. However, from the results it can also be seen that even though the
expatriate is familiar or somewhat familiar with the Chinese culture, they still think
pre-departure training is useful. As one respondent stated: “Even I would have
benefited from a language refresher course and my degree is in Chinese”. Also, it
should not be forgotten to mention that it might as well be that the company does
not provide standardised pre-departure training, but provides the support after
arrival in the host country. This is the case for Shell, which would explain why
none of the respondents from Shell received pre-departure training. It should be
noted however, that some of these respondents did indicate that they would have
liked to receive pre-departure training.

The training elements that were found most important by the expatriates based
on their own personal experience in China were 1. Culture, 2. Guanxi and 3.
Language. This importance was not completely reflected in the actual training
they received, where Language had been neglected. Companies should not
ignore language training (Weiss and Bloom, 1990; Hutchings, 2005). According
to Brislin (1993), using the host country’s language has a positive influence on
expatriate adjustment and facilitates cooperation of the employees. From the
results we can see that some companies do not provide any kind of language
training at all, although it is considered an important element of pre-departure
training by the expatriates who have been on assignment in China. KIT does
provide information on language background in their trainings, but actually
learning the language has to be done in a separate optional module. It is up to
the HR-department to take this result very seriously and include it in the pre-
departure preparation.