EXPATRIATION
CHALLENGES FOR WOMEN ASSIGNEES It is also notable that in remote environments, camps and compounds can present highly gendered settings – the workforce is predominantly male. Where families accompany assignees, spouses/partners are usually non-working females. Couples may experience social difficulties when the lead working career is held by the woman and a male partner accompanies her, but does not work. For example, accompanying male partners of women expatriates may feel overwhelmed within female-dominated in-compound women’s support groups. Single women can also find it difficult socially when taking on
solo assignments in such masculine workplace environments. For example, research within expatriate compounds has shown that women expatriates have been found to lead separate lives from female spouses/partners, lacking access to the female support groups that cater specifically for wives and children. Solo women assignees often face loneliness if they are unable to build friendships within the predominantly male workforce. Academic research has shown that men are more likely to accept
assignments in developing countries with a limited expatriate infrastructure than women, due to men’s greater levels of ‘sensation- seeking’. Women can face more challenges than men, with greater local cultural restrictions placed on their working and social lives. For example, in some destinations with masculine cultures, female expatriates may have to modify their behaviour and appearance to a greater extent than men. Developing friendships with male host country employees may
result in women assignees experiencing social stigma. Female assignees working in some developing locations may have fewer options than their male colleagues to build friendships with local people, as this is not considered to be culturally appropriate. These issues by no means suggest that women should not be
encouraged to undertake assignments in such locations. Rather, organisations should consider additional social support for female assignees. Despite the challenges of undertaking assignments in developing locations, these can bring significant rewards in terms of personal and professional development for women. This leads not only to positive career outcomes for women, but also enhanced expatriate diversity for their employing organisations with all the benefits that this brings.
THE IMPORTANCE OF ORGANISATIONAL SUPPORT Organisational support is crucial for expatriation into newly developing countries and remote regions. Publicising this is also likely to be of increased significance to individuals’ decisions to accept an assignment. Employers should make efforts to provide and communicate fair financial rewards, appropriate support and the career benefits that flow from a meaningful and interesting job. In an expatriate context, academic literature notes that
organisational support comprises aid, affect and affirmation. Aid refers to assistance and/or information that address the reduction of expatriate stress. Affect relates to feelings and, in this context, refers to supportive relationships. Affirmation concerns the expatriates’ ability to cope with stress; with reaffirming relationships being particularly helpful to this. Supportive relationships can be limited by security restrictions
curtailing freedom of movement from the worksite or accommodation provided. Nonetheless, social support is of particular importance
to expatriates and consideration must be given as to how this may be provided by the organisation, managers, co-workers and/or family members. Social support can be addressed in-post via relationships such as
mentoring, coaching and networking. Mentoring helps to provide career enhancement; coaching gives a highly personalised form of training; and networking helps to reduce social isolation, as well as offering a career development intervention. Organisational support for expatriation can also be given in
the form of remuneration, allowances, benefits and preparation and training, with these factors typically being articulated within international assignment policies. However, developing country locations can have an impact on employer-provided support offered. This is because the nature of the assignment geography restricts the type of benefits that employers can provide. For instance, in remote locations, the provision of company accommodation is more likely than housing allowances.
PRACTICAL CONSIDERATIONS Company-provided housing is often homogenous. Furnishings and fittings all belong to the company, which can lead to a de-personalised living space. Employees and their families can be encouraged to personalise their living space by bringing with them familiar objects and small mementoes from home. This will help settling-in by creating a sense of familiarity and security. Where company-provided dining arrangements apply and employees are expected to eat in company restaurants or canteens, the provision of kitchens and social spaces to enable self-catering and the entertaining of workplace friends can help to support social relationship development. Practical support should also cover healthcare, including access
to local doctors and dentists, clinics and hospitals. Medical insurance needs to be provided and communicated, with particular attention paid to emergency assistance and evacuation. Practical support might also be necessary in the form of security arrangements – these could include guards and drivers. Tax, pensions, social security and visa issues also need to be addressed, and help given to ensure compliance across a range of assignment types. While policy governing the provision of allowances and benefits
to expatriates is typically determined at headquarters by human resources staff, delivery is managed locally. It is important to ensure that policy is communicated to local personnel and implemented as required by policy, tailored to the local environment. As organisations increasingly expand into new locations that
lack expatriate infrastructures, consideration must be given to the practical and social support necessary for international assignees and any accompanying family members. However, as more organisations enter such environments and infrastructure begins to build, this makes the entry of new ventures easier. Nonetheless, thorough research is needed to ensure that setting up operations in a newly- industrialising or developing region is undertaken effectively and the venture is successful.
Relocate’s Global Mobility Toolkit provides free Factsheets for managers, HR, global mobility professionals supporting international teams. Download your free resources from
www.relocatemagazine.com/ gmt-global-mobility-toolkit-fact-sheet-resource-hub
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