MANAGING EXPATRIATES: WHAT THEY ADD TO YOUR TEAM

 

The term expatriate is associated with labor in a formalized institution that has subsidiaries in other countries. It refers to a category of employees who are engaged in specific duties on behalf of the organization outside of the national borders of the parent country. These assignments are sometimes temporary or permanent depending on the nature of the responsibility at hand. The term is only engaged or utilized in large organizations that have subsidiaries or branches in other countries and require that some employees with specific expertise are sent to carry out the specific roles or functions for the business.

 

It is quite an expensive enterprise to venture into because in many cases, the individuals sent abroad are relocated entirely and are set up by providing suitable accommodation and amenities that will make the living effective to go about the duties for which they are sent.

 

Managing expatriates presents significant challenges, especially regarding cultural adjustments, language barriers, logistical arrangements, and candidate selection. Expatriates often struggle to adapt to the culture of their host country, impacting productivity and their ability to fully integrate into the workplace. Language barriers can further hinder communication and effectiveness, requiring additional resources from the parent company to facilitate acclimatization. Proper logistical support, such as adequate housing and provisions for accompanying families, is essential to ensure focus and productivity. Additionally, selecting and training the right candidate is crucial, as any mismatch can lead to costly adjustments, including repatriation and reassignments, creating further complications for the organization.

 

Having expatriates within a team of employees brings a wealth of diverse perspectives and global expertise, which can significantly enhance creativity and innovation. Expatriates often bring unique insights from their home country’s business practices, cultural norms, and problem-solving approaches, fostering a rich exchange of ideas within the team. This diversity can lead to more comprehensive and innovative solutions, as team members combine different viewpoints to address challenges. Additionally, expatriates can help bridge cultural gaps when working with international clients or partners, enhancing the organization's ability to operate effectively in global markets.

 

Another key benefit of having expatriates is the opportunity for knowledge transfer and professional development. Expatriates often serve as mentors or trainers, sharing specialized skills and experiences with local employees, which can elevate the overall competence of the team. Their presence also fosters a culture of adaptability and open-mindedness, encouraging team members to embrace new ways of thinking and working. Furthermore, expatriates can play a crucial role in aligning the subsidiary with the parent company’s goals and strategies, ensuring consistency in operations and values across borders. This alignment can drive better collaboration, efficiency, and growth within the organization.

 

Expatriates also contribute to building stronger global networks and fostering cross-border relationships, which are invaluable for international business expansion. By having a direct presence in a foreign country, expatriates act as liaisons who can navigate local customs, establish trust with regional stakeholders, and identify growth opportunities that may not be readily apparent to those operating from the home country. Their ability to bridge the gap between the parent organization and the local environment enhances communication, streamlines operations, and positions the company as a culturally competent and adaptable player in the global market. This can lead to stronger partnerships, improved market penetration, and long-term business success.

 

The duty of managing an expatriate will definitely occur to any organization set on growing and extending the boundaries of its market and operations. For this reason, it will be beneficial for every growing firm to develop a realistic plan on exactly how they will want to go about this even before the time arrives. Many best practices can be sourced and adjusted to suit the needs of a specific situation. It is also notable to mention that, a firm should not be in a hurry to want to extend its activities into another country if they have not come to that place of growth.

 

PAUL ANANG AMASAH

THE COLLEGE BUSINESS CONSULT

21^ST DECEMBER, 2024

THECOLLEGEBC@GMAIL.COM