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For multinational corporations to shine, they have to make their mark in numerous markets and cultures around the world. Holding its high spot as one of the most favourable expatriate locations in the world, Singapore appeals to multinational corporations and potential expatriate employees alike.
Although the role of HR primarily focuses on recruitment, retention and compensation, its involvement with the relocation process can make or break an expatriate employee's transition. Experts say it is important to realise that relocation is not just about finding the right compensation package or pampering staff upon their arrival. It is a continuous effort to integrate expatriate employees into foreign surroundings.
Enlisting the help of a relocation company is always an option, but it shouldn't be seen as a chance for HR to be completely hands-off in the process. Employers are often drawn to hiring relocation professionals because the task of managing relocation policies is beyond their area of expertise and can lead them to overlook certain factors. Relocation companies add much value to organisations by assisting HR in building and fine-tuning some of the policies which affect employees relocation packages. Some common policies on which relocation professionals and HR can work together are immigration assistance, compensation packages and departure and destination services.
Chris Draeger, VP of marketing, Crown Worldwide, says the most effective relocation policies take many factors into consideration. "HR managers (need) to develop a policy that meets the needs of their corporate culture, helps their employees to relocate and adjust as quickly as possible, and is flexible enough to allow for exceptions," he said.
He suggests conducting a personal interview with both the employee and his or her spouse prior to preparing the assignment contract. This strategy is useful in helping to anticipate and address challenges up front. Draeger recommends making budgetary room for an exception allowance to cover any unexpected needs of expatriate employees. For example, the fund could cover a special-needs child who needs alternative schooling.
In preparing a relocation package, employers should also be mindful of changing employee priorities during various stages of their lives and careers. The needs of junior employees may be different from those of senior employees. The same goes for singles compared with married staff with families.
An HR practitioner who wants to provide an effective relocation experience will remember that each employee arrives with a different set of concerns and problems. A 'one size fits all' relocation strategy may be easier on HR in the short term but cracks can begin to surface shortly after the employee arrives, especially if the relocation package is not relevant to their needs. Another drawback to providing a generic package is that HR comes away from the relocation experience without gaining any knowledge on what services are most important to their employees. If HR is involved in the process, it is more connected and better-informed for future employee relocations.
Draeger says relocation professionals can assist HR managers in refining or developing their policies. Because large international relocation companies work with clients all over the world, they can share benchmarks and policy details that other organisations have adapted. Another advantage of a relocation company is that it serves as a single point of contact for HR, alleviating the tediousness and confusion of multi-tasking between immigration professionals, tax officials, shipping companies and real estate agents.
Developing staff commitment is crucial in any company and induction sessions are often overlooked as the natural place to begin. A poor induction process can make new entrants doubt their decision to join the organisation, which poses a problem in terms of retention and company reputation. On the other hand, an effective induction programme can reduce future turnover costs, engage new and existing employees through mentorship initiatives, and create space for new ideas from employees looking at the organisation from a fresh perspective.
Employers should consider what they hope to gain from their induction programme and then tailor it accordingly. For example, an organisation which seeks to help new employees build internal networks will benefit most from an induction programme which emphasises unity and interaction among all its new hires. There should also be clear learning objectives for training sessions.
The need for engagement multiplies when the employee is arriving from abroad, so make it a priority to get staff involved and settled prior to joining the company. Employers should develop a comprehensive induction checklist which covers all pre-arrival bases. These could include arranging at least one familiarisation visit, regular contact via email and phone, and access to the organisation's intranet site.
Chatsworth International School is well-seasoned in the relocation and induction process. With a student population comprising mostly foreign nationals, teachers are recruited from all over the world to meet their multi-cultural education requirements. Office manager Susan Goh oversees the details of relocations and inductions for teachers from the United Kingdom, the United States and other countries.
She believes even seemingly small gestures are imperative to the welcoming process. Staff are therefore greeted personally at the airport and given the contact information of another staff member participating in a buddy system. Staff are usually paired with a buddy or mentor from the same country. "This is a useful strategy because they share a common background," says Goh.
There is also a two week induction session which gives plenty of time for preparation, orientation, meetings with other staff members, and a 'Welcome to Singapore' workshop. The workshop introduces staff members to practical aspects of living and traveling in the country. Goh says many expatriate employees are already surprisingly well-attuned because they are used to traveling or they have researched Singapore prior to joining the school. But it is still important to carry out the inductions to establish a common ground. Induction materials are kept up to date so staff know what they are learning is relevant and useful.
Companies must respect the induction needs of employees from different cultures as well. An employee arriving from a Western country might need more time to assimilate to the Singaporean workplace than one who has transferred from elsewhere in this region.
Cross-cultural training cannot be dismissed. Despite Singapore's diverse mix of cultures and lifestyles, expatriate employees will feel a sense of security if HR is committed to explaining cultural differences.
Ajoyendra Mukherjee, of Tata Consultancy Services (TCS), says this is a bigger issue than many employers might realise. "Differences are often subtle, but everyone must be mindful of them. In business especially, there is a need for awareness of the difference in traits of staff from collectivist and individualistic cultures." With operations all over the world, it is necessary for TCS staff to establish common ground despite cultural differences because teams must yield uniform results.
Mukherjee also highlights the importance of training staff to have cultural awareness according to their role in the organisation, stressing that the level of cross-cultural understanding required varies according to different job functions. An expatriate employee contributing to a team may not be directly involved in high-level decision making and so faces different challenges to. Mukherjee gives the example of a project manager facing two different cultures. "Generally speaking, Indians like ambiguity. If you outline a project with too much detail, they will not be comfortable. But in a more hierarchal culture, the project manager's attention to detail will be accepted, even welcomed as the norm."
The induction process should be maintained with permanent strategies to keep the employee engaged with the wider organisational community. TCS has a programme catering specifically to its expatriate staff and their families. The 'Maitree' programme addresses the need for integration of not just expatriate staff but also their spouses and children with the wider community. This way, the employee feels connected to new surroundings not just through his working environment, but also through his family. The Maitree organisers host formal events as well as picnics and bowling competitions where staff can interact in a more relaxed context. The social settings open communication for newcomers to discuss and gain useful tips on relocation matters that HR may not be best-suited to advise. There is no better person to answer a question like, "where can I find fresh Indian spices?" or "which school has the best International Baccalaureate programme for my tenth-grade child?" than a someone who has gone through the expatriate experience first-hand. Maitree's success is based on this idea of personalised integration.