Question 1
When to conduct the training – before or after leaving for the foreign country
The type and amount of training in terms of duration and content of the training
Family involvement in the training – should the manager’s family be involved in the training?
The manager’s ability and willingness to relate to foreign culture
The manager’s interest and ability to learn the foreign language in case of difference in languages, and
The willingness of the manager to learn and practice the new information
Question 2
The components I will need covered are cultural awareness issues such as language skills, area studies, cultural considerations, field experience, and sensitivity training to ensure that the employees understand and adjust to the host country’s cultural practices and employability standards. I will perform post placement reviews and assess the levels of interaction between the expatriate and members of the host country to measure the effectiveness of the program.
Question 3
International assignments provide the expatriate with the international experience and competence in their field. After gaining such international skills, the expatriate has the ability to train others on pre departure training or orientation into the host country. Additionally, international assignments are important help in developing managerial skills and organizational development.
Question 4
Some multinational enterprises appear reluctant to provide basic pre departure training because the management personnel might feel that such pre departure trainings are ineffective. Some of these organizations might have conducted assessments on previous pre departure training and realized that the expatriates do not gain any knowledge from such trainings, thereby rendering them inappropriate. Such organizations might prefer orientation training instead of the former.
Question 5
The expatriates returning from international duty might face re-entry shock. Some of the factors that contribute to this phenomenon include cultural differences between the host and parent country; the expatriate might have adopted the host culture, which might contradict the expectations of family and friends. Other factors include reconnection with the organization that sent the expatriate on the international duty, new assignments might appear challenging, ceremonies held to share the experience while on international duty, and career anxiety, which entails workplace changes, isolation, and lack of post-assignment guarantee.
Question 6
The objectives of a good mentoring system for international assignees include developing stress management, reversing culture shock, assisting the assignees develop new social networks through providing networking opportunities, establishing re-entry position as well as career path assistance, and provision of transition information.
Question 7
Placing value on the international assignments assists repatriate retention. Discuss this statement. International assignments are often challenging. However, when the assigning company ensures that the assignees have sufficient experience in their international duties, it implies that upon their return, their skills shall have improved thereby resulting into their retention in the organization. On the other hand, poorly established international assignments lead to underperformance by the returning assignees, which might downgrade their re-entry positions, or rejection.
Question 8
One of the purposes of sending employees on international assignments is accelerate their career prospects as well ensure retention upon return. However, retention only applies in case the organization assess that the employee has gained some experience from the assignment. The best tool to use in measuring return on investment for international assignments is the increase or decrease in business revenue and profitability upon the return of the expatriates.
