EXTREME EXPATRIATION


the challenge of newly emerging economies Organisations expanding their operations into newly industrialising and emerging


economies face several challenges, as there is typically a lack of expatriate infrastructure in place. Dr Sue Shortland highlights some of the key issues to be aware of.


I


nternational mobility into newly industrialising and emerging economies presents several difficulties for relocated employees and their families. Worksites can be geographically remote with limited road/rail infrastructures and such destinations


may also lack good housing, healthcare and security. Given these issues, the pattern of international mobility may require fly-in, fly-out arrangements, such as unaccompanied rotational working where assignees spend a certain amount of time on-shift, followed by time off with their families who remain at home. Working in remote and isolated geographical locations usually


commands expatriate premiums or other additional monetary incentives – particularly if the environment requires assignees to relocate on single-status assignments. Relocating employees may feel that monetary incentives outweigh the disadvantages of extreme social, location and environmental issues, although it is important to factor in potential stress resulting from family separation. Financial compensation is also no substitute for good security


arrangements and access to necessary healthcare. Organisations must consider the security, health and wellbeing of their employees and ensure that emergency evacuation procedures are in place to deal with medical emergencies and any political unrest.


CAMPS AND COMPOUNDS Where family members do accompany the assignee on long-term assignments into remote or potentially insecure environments, this may require them to live in expatriate compounds. These are constructed to provide an enclosed community, offering security and


a relatively comfortable family life. Organisations planning to offer accompanied mobility into newly industrialising but remote locations will need to consider the provision of housing and appropriate services tailored to family needs on-site. If children are accompanying the employee/partner on


assignment, local schooling will necessary. In addition, appropriate medical care will need to be made available within the compound environment or access to external providers needs to be facilitated. Camp and compound living results in a restrictive environment


where work and social lives overlap. Research has indicated that being part of culturally similar groups with shared norms and values can help provide a familiar environment in which to build friendships. Being part of ‘in-groups’ is also a feature of camp and compound living important to managing work and social relationships. Behavioural norms apply to the lifestyle of the camp or compound and newcomers are expected to follow these; exclusion from such networks can be extremely socially isolating. Employees and family members should be encouraged to join social groups, with networking facilitated. Camps differ in their social ethos from established expatriate


compounds. Camps infer more temporary living arrangements and they are not usually inhabited by expatriates on accompanied long- term assignments. Regular shift changeovers result in personnel servicing operations changing frequently and so it can be more difficult for individuals to build stable social relationships within a changing mix of employees. Shift patterns can involve long hours of work, which can also limit opportunities for building friendships.


38 | RELOCATE | SPRING 2020


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