global mobility function’s productivity. These include:
Assignee deployment process data Assignment deployment processes comprise several facets that can be recorded and monitored. These include, for example, time taken to complete the assignment process and deploy individuals to fill international vacancies, from the identification of the candidate to that person being in post. Ensuring all compliance issues are met effectively is one indicator of a successful deployment process. Employee experience feedback Analysis of feedback from relocated staff and their families about their experience of the international deployment process can be an indication of the global mobility function’s efficiency and effectiveness. Employee satisfaction, as evidenced in assignee testimonials, can help influence others to accept international assignments and help to widen the talent pool.
Business/management satisfaction Analysis of feedback from home- and host-country line managers concerning their experience of the international deployment process provides a business perspective as to how organisational needs have been met. Feedback can be used to improve processes. Assignment costs can also be monitored and cost savings recorded.
Assignment completion/repatriation statistics Successful completion of assignments can be measured. Early return statistics need to be evaluated to determine their cause. Post-repatriation turnover can be used as a measure of successful repatriation processes. However, these statistics should be treated with caution. For example, early returns might be for business reasons rather than poor assignment processes. Repatriation turnover might be due to a lack of career opportunities that are outside the global mobility function’s remit and influence.
Once baseline data is in place, it is possible to plan actions to improve on the metrics recorded. A starting point for this involves turning to previously identified inefficiencies (such as those highlighted in the research report discussed above) and addressing these systematically. For example, the introduction of appropriate technology and AI systems can bring about considerable time savings for time-pressed global mobility professionals. Relocation policy redesign to provide more flexibility in compensation approaches can minimise policy exceptions, resulting in considerable time savings too. Greater interaction with the wide range of
stakeholders in the business, especially those in leadership positions, can help to bring about greater efficiencies. For example, global mobility professionals are aware of the typical barriers to mobility and understand family issues and how these can impact an individual’s ability to move. Global mobility professionals’ involvement in the selection process can tease out issues that might not occur to others with less understanding of global mobility. If they are
not identified, these issues are likely to prove problematic further along in the deployment process. The involvement of global mobility’s expertise early
on can potentially make the selection and international deployment process faster and more effective. In turn, this should benefit the business, improve the employee experience, reduce costs and improve the global mobility function’s productivity.
WELLBEING OF GLOBAL MOBILITY PROFESSIONALS ‘Taking Care of Global Mobility Professionals’ suggests the function has a duty of care to its own wellbeing. The report sets out three areas where members of the function can make progress.
1. Adopting a different mindset as to how global mobility is positioned as a function in the business, recommending that it seeks greater involvement in the purpose of the business and the environment in which it operates.
2. Upskilling the global mobility function and adopting a transformational approach, shifting operational aspects to shared services and/or external partners. This will open up opportunities for more strategic activities.
3. Improving the operational dynamics between suppliers and the global mobility function and ensuring that the right technology is integrated into the relationship.
Going beyond what global mobility can do to help itself will involve ensuring that other stakeholders in the mobility process (leadership, line management, human resources) champion the global mobility function’s cause. To achieve this, global mobility needs to educate other stakeholders in the business so they understand the complexities the function manages. It needs these stakeholders to support the function’s work, which effective dialogue can make possible. Given the pressures on the global mobility function’s
time, there may be a reluctance to dedicate resources to an intensive communications programme to bring stakeholders on board. Time invested now, however, should reap rewards later. Dialogue will need to be maintained to ensure that when stakeholders change, the acknowledged value of the global mobility function does not erode.
GLOBAL MOBILITY MINI FACTSHEET: WORK-LIFE BALANCE
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Work-life balance
Maintaining a good balance between work and family life is important for health and wellbeing. International assignees often find themselves having a poorer work- life balance than before accepting their posting. Interventions are needed to mitigate this problem.
POOR CULTURAL ADJUSTMENT International assignees’ work-life balance can be affected by the inability to adjust and adapt to the new culture. If they find themselves unable to cope culturally, they may be unable to trust their subordinates and delegate work to them. This can lead to taking on far more duties themselves, leading to long hours of work and greater pressure. This
can lead to stress because assignees are trying to reach targets in an environment they are finding difficult to operate in. In time, this can lead to burnout.
LIMITED LEISURE TIME Conference calls that take place outside normal working hours due to time zone differences, scheduled for the convenience of operations in other parts of the world, can lengthen the assignees’ working day. Assignees often find themselves unable
to take their full leave allowances. This is usually because they are undertaking a more demanding job but the problem is exacerbated if they have not been able to forge good working relationships with subordinates due to cultural differences.
LOSS OF SOCIAL CONTACTS International
assignees typically
experience a loss of social contacts. They leave extended family and friends behind. Those undertaking single status assignments, in particular, can suffer from loneliness. Solos who have not have not made new friends can find themselves with little else to do but work, creating poor work-life balance.
WORK & FAMILY LIFE SPILL-OVER Assignees typically experience greater spill-over between work and family life and vice versa than employees working in a domestic context. This is because the assignee and family often live close to the work site and have a local social life that revolves around work contacts. Spouses/partners who are unable to work and children who are trying to adapt to new schools can put pressure on assignees and affect their ability to focus well in the workplace. What goes on in the workplace gets
carried back to the family and what happens in family life is transferred across into the assignees’ work life. This spill-over blurs the boundary between home and work life, creating poor work-life balance.
ORGANISATIONAL SUPPORT Cross-cultural and language training are critical to help assignees manage local staff more effectively. Assignees must be encouraged to take up training offered although, ideally, it should be mandatory. By delegating where possible, assignees’ working time can be reduced, facilitating take-up of necessary leisure time. Mentoring can assist assignees to operate more effectively. Organisations should ensure that
conference calls/meetings are scheduled such that assignees are not expected to work outside of normal local working hours due to time zone differences between meeting participants. Local rest days and public holidays should be respected. Assignees should be encouraged to
take their full leave allowances and any rest and relaxation leave offered in policy. Networking and buddy systems
can help build social relationships for assignees, spouses/partners and children.
To access the Mini Factsheet series visit
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27
GLOBAL LEADERSHIP SUPPLEMENT
PRODUCTIVITY & WELLBEING
GLOBAL LEADERSHIP MINI FACTSHEET: STRESS & STRESS MANAGEMENT
Stress & stress management
GLOBAL LEADERSHIP MINI FACTSHEET: ASSIGNEE STRESS MANAGEMENT
The effect of stress on employees’ physical and mental ill-health is major cause of workplace absence and loss of productivity. It also has serious consequences for individuals’ personal lives and wellbeing.
Assignee stress management
Research shows that international assignees can suffer from stress resulting from trying to cope with change linked to mobility. This affects their health, wellbeing and productivity.
Organisational interventions can assist with assignee stress management.
HOSTILE OR THREATENING ENVIRONMENTS Working in dangerous, remote challenging
Rest and relaxation leave should
be offered to facilitate stress breaks in difficult locations.
FAMILY SEPARATION International assignments that result in lengthy periods of separation from spouses/partners and children are stressful for unaccompanied assignees. Organisations should consider how best to facilitate family reunification visits. They should also consider carefully the assignment type used, maintaining the family unit as far as is practicable.
or locations is one of the
major causes of stress for international assignees. Stress is also reported by assignees from working in places which they perceive to be hostile such as major cities with high crime rates. Organisations should ensure
that
they have appropriate safety and security measures in place. They should also provide
assignees and accompanying
family members with preparatory briefing and training to ensure that they are best able to avoid dangerous situations.
JOB RESPONSIBILITIES Changing job roles is inevitable when relocating to a new position abroad. This is a cause of stress for assignees, especially when targets are stretching, the cost of the assignment is high and individuals are working in a new environment. Appropriate job-related skills training should be given alongside managerial and communications training as necessary.
HOUSING & SCHOOLING Moving home is known to be one of life’s most stressful events. For assignees this takes on a new dimension as it involves potentially renting out the old home if it is not being sold, finding a new one in a different country, and packing up goods for transport abroad while also packing for storage in the home country if repatriation is planned
after
Understanding stress and taking action to reduce it is a key leadership responsibility.
be particularly helpful in advising on customs issues relating to transporting goods abroad. New schools will be needed for
children that are suitable for their needs. Specialist education consultants can provide valuable support.
DEFINING STRESS Stress results from a person’s response to a disturbance producing strain within the individual. People experience stress when their attempt to manage problems, taxes or exceeds their coping mechanisms. This eventually damages their physical and emotional stability creating ill-health. Stress is experienced individually; what is stressful to one person might simply just be a challenge to another. When an individual experiences a
UNFAMILIAR CULTURES Working is an unfamiliar cultural environment and in a different language are also major sources of stress. These issues can affect assignees’ ability to settle in, build strong work relationships, delegate work to local people and their work-life balance. Cross-cultural and language training are crucial to settling in successfully. Organisations should remember that
accompanying family members also suffer from adjustment difficulties if they are not familiar with the local culture and language. Training should be offered to the family as well.
REPATRIATION Another well-documented cause of stress is repatriation. Assignees are frequently concerned about their career prospects on return at the end of the assignment. Organisations should keep in touch with assignees and ensure that career plans are in place. Mentors and sponsors can be helpful in this regard.
the
assignment. Temporary accommodation is also likely to be needed in the host country for initial periods. Organisations can engage the services services providers to
of destination
help source temporary and permanent accommodation abroad. Agencies can also help to support assignees with renting out their
home-based properties. Specialist removals firms can
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threat, the body’s defence mechanisms become active. This is triggered by the sympathetic nervous system. The body releases hormones that prepare for the “fight or flight” reaction. Once the threat has been countered, the parasympathetic nervous system engages to return the individual to the equilibrium/steady state. If the individual is unable to cope
with the threat, they will remain in a heightened state
of anxiety with the
hormones that trigger the fight/flight reaction remaining highly active. If the stress continues long-term beyond the individual’s ability to cope, their defence mechanisms cannot work effectively. It is this heightened state for long periods that can be damaging to health.
COPING STRATEGIES The most effective coping strategies are built upon the fight/flight reaction. This reaction is inherent to protect us from danger. For example, our ancestors facing a dangerous wild animal would fight or flee. Today, physical exercise can act naturally as an adjuster/coping mechanism to return to a steady state. Relaxation such as escape to a calm environment can also act as a helpful coping mechanism.
STRESS SYMPTOMS Behavioural symptoms include irritability, difficulty in making decisions, suppressed anger, concentration difficulties, and the inability to finish one task before rushing to another. People can feel targeted, threatened, tearful and/or constantly tired. If action is not
taken through
engaging appropriate coping mechanisms, symptoms such as indigestion, insomnia, headaches, nausea, and skin conditions can result. These can lead to serious physical and mental ill-health. Conditions include high blood pressure, heart digestive disorders, and depression.
problems,
INTRINSIC WORK STRESSORS Intrinsic factors in the workplace that cause stress include: poor communication, long hours, long commutes, inefficient technology, work overload and poor work-life balance. Role ambiguity/conflict, poor work
relationships and having responsibility without authority are further stressors. Job insecurity, a lack of career development, and poor performance appraisal are additional factors. Participation, decision-making and a
sense of control all play a part in stress at work. There is higher stress-related ill-health absence amongst factory floor and production line workers than among
senior management, primarily because lower-graded workers have no, or very little, sense of control.
WORKPLACE STRESS MANAGEMENT INTERVENTIONS Leaders must take action to reduce workplace stressors. Flexible working can help people balance their work and family life. Access to flexible benefits, including sponsored gym membership and the ability to trade pay for additional holiday, is helpful. Good communication, performance
and career management systems, and participation and engagement initiatives must be instituted.
To access the Mini Factsheet series visit
thinkglobalpeople.com and find out about events, webinars and podcasts. Contact us
info@thinkglobalpeople.com
For comprehensive information on leadership and managing global mobility visit our sister website
relocateglobal.com
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© 2024: Relocate Global & Think Global People
© 2024: Relocate Global & Think Global People
© 2024: Relocate Global & Think Global People
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