Category Archives: Cross Cultural Insights

Postings and discussions about cross-cultural topics

Third Culture Kids – Maintaining Stability in a Life Without Roots

Posted on March 21, 2010 by | 3 comments


Author:
Megan Wu, GMS – Santa Fe Relocation Services (Shanghai, China)

[Editor’s Note: We are delighted to feature this article about Third Culture Kids by Guest Author, Megan Wu.  Megan is herself a Third Culture Kid, and is now raising one of her own in Shanghai.  In addition, she serves as Relocation Services Manager for Santa Fe Relocation, a leading relocation provider.]

The business of global mobility is all about helping people who find themselves in a foreign country and a different culture. Many assignees are families and with that comes a lot of worry on how the children will adjust to the move and the new surroundings.

When a child is moved from one culture to the next they instantly begin forming their own “third” culture to incorporate all the new and the old that they come in contact with, making them “third culture kids” (TCKs). A third culture child is someone who has grown up in a culture not their own. They feel that they no longer can completely assimilate with their home culture, and as they are a foreigner, cannot completely assimilate with their host culture; therefore forming their own third culture. How each child handles this cultural jumble does of course depend on each child’s personality, duration of stay, age, parental attitude, etc.

I am one such TCK, after moving to Shanghai in 1998 at the age of 15. I have lived in Shanghai for 12 years. Now that I am the mother of a 3 year old girl and facing questions on how to best raise my daughter in Shanghai, I have thought a lot about the importance/disadvantages/advantages of being a third culture child. Since my daughter is growing up raised by an American parent, living in China, she is very much growing up in the “third” culture that I myself have created. and all the benefits and challenges that come along with it.

Cultural Acceptance and Diversity
Growing up abroad has given me a greater understanding of other cultures. I have had the chance to come in contact with children from different cultures in school, and now in an international work environment. My friends and colleagues are from many different countries around the world, opening my eyes to different cultures. I have become more aware of the fact that there are different ways of celebrating, smells, tastes etc. This has given me the flexibility and a sensitivity that can be more difficult to obtain when living “at home”.

Learning and hearing foreign languages is also an important factor in the cultural growth of TCKs. The hopes of many parents is that the children will be able to learn at least one or even more languages while being abroad. This is not so easy. After several years in China, I did not speak more than basic Chinese, as most of my world was based in English – at home and in school. My understanding was more than basic, as Chinglish (Chinese and English mixed) was a common “language” at school and I achieved some comprehension of the language this way. It was not until I began studying Chinese seriously at University that I could combine all the conscious and subconscious knowledge I had to actually advance to fluent Chinese.

Based on my personal experience, and similar experiences of friends, I believe it is critical for parents to ensure that there is some aspect of the TCKs life that is submerged in the language they should learn – be that extra language lessons, a special activity or even just spending time with a maid/nanny that does not speak your own language.

Cultural Roots
The flip-side to being culturally aware and flexible is a sense of lacking cultural roots. Growing up, I was asked if I felt rootless every time I returned home for the summer, but could not quite understand the implications until much later. I always felt that I had stability of where I came from and what I stood for. This may not have come from my culture but rather from my family. Wherever my family was – this was home and I know what social/cultural rules applied. To me this has emphasized the importance of having consistency in the home environment – not only in terms of rituals, but also in terms of rules and values.

It was only upon my return to the US after graduating from high school in Shanghai and starting US University that I discovered what the effects were of my overseas experience. My lack of understanding of common conversations such as TV shows and politics was embarrassing. My gap of knowledge in the modern culture with regards to TV shows, commercials, programs/activities growing up, and that my peers did not understand my experiences, was a constant reminder of my time away from “the norm”. Reverse Culture Shock does exist and in my case, resulted in my decision to embrace my overseas experiences, return to my life a nomad and move back to China. Every child deals with reverse culture shock differently, of course. Some will see their return “home” as yet another adventure.

Social Skills
Going to school in a foreign country puts great emphasis on your social skills but also builds you empathy. At any international school around the world, each student will have been “the new kid” at one time or another. Generally I have found that TCKs will have a sense of openness and confidence in handling new situations simply because they have to! During school they will inevitably say many goodbyes to good friends; they have to make new friends continuously. This can lead to many good friends all over the world that will last for a long time, but can also create a situation where a protective mechanism is built up where “out of sight is out of mind”, leaving the TCK with few friends from a specific period in their life.

Reflections
Looking back I do feel that the advantages of being a TCK far outweigh the disadvantages. I will always be unique. In my role as a relocation professional, I will always have a different way of perceiving the world and a different understanding of the challenges that face our clients, especially the children.

Resources
There are plenty of resources either from the web or books where you can better understand your Third Cultural Kid. Here are a few websites that might provide you with more insight:

Whatever you do as a parent, the most valuable suggestion I can give you is: Tell your child that their life will be different, the lessons they learn along the way as a TCK will be valuable tools in their adult life, and most importantly they are not alone.

More About Megan

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Posted in Cross Cultural Insights, Expatriates, Global HR Expertise, Relocation, Repatriation

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What Kids Say About International Assignments

Posted on February 22, 2010 by | 11 comments

Author:
Michael F. Tucker, Ph.D, CMC
Tucker International

Some years ago, Art Linkletter had a featured segment on his television show “Art Linkletter’s House Party”  called “Kids Say the Darndest Things.”  Bill Cosby hosted a later version, and there were also similar series in the U.K. and Australia.

We at Tucker International have found this to be true today when we listen to kids accompanying their parents on international assignments.  The following are some of the things we have heard from them during our intercultural training programs for them and their families.

The Turtles, the Cat, the Dog and the Orangutan
A ten-year old boy going to Indonesia insisted that he was only going to go if his two turtles, cat and dog went… unless his parents promised him a baby orangutan.

Mom’s Happy – Dad’s Happy, What About Me
A ten year old boy had this to say about the ease of the move:  “My mom’s happy; she gets a maid.  My dad’s happy; he’ll get a lot of money.  I’m the only one in our family who feels sad about going.  It will be easy for them.  They are old!”

My Mom the Grandma
A ten year old girl summed up her feelings about how long she would be away from the U.S.A.:  “When I get back, my mom will probably be a grandma.”

Boy Am I Lucky
A teenager’s view of the move:  “I hate it.  Everybody keeps telling me how lucky I am to get to live overseas.  But they don’t have to do it… I do.”

The Pilgrims and the Indians “Over There”
A seven-year old girl from the UK moving to the Southern USA was listening to the story of the first Thanksgiving.  When the part came up about the Pilgrim Fathers having the neighboring Indians for dinner on the big day, a look of horror came across her face.  The youth trainer asked what “was the matter,” and the little girl replied, “Ohhh, the Pilgrims ate the Indians for dinner!”

My House, My Pet, Am I Next?
A nine-year old boy broke into tears as he was explaining the family’s international move:  “My parents are selling my house and my dog, I think I might be next!”

We’re Not Really Moving?!!
On the first day of the pre-departure training program, (the family was departing on their assignment the following week), a twelve-year-old girl was asked how she felt about moving to Switzerland.  She said “I don’t know.  I haven’t really thought about it.  I am not sure we are really moving.”

Some of these stories illustrate the need to provide high quality intercultural training for kids.  Young people, generally ages seven and above, are very sensitive to changes associated with international relocation.  They are sometimes left out during the international assignment decision and preparation process.  It is very helpful to counsel and educate them on how to handle changes that greatly affect their lives.

Intercultural training can reduce fear and stress and create a more realistic and optimistic view about the international move.  The results are young people about to become “third culture kids” who are happier, more supportive, adjust easier and have a willingness to culturally engage themselves in the country of assignment.

The best practice followed by many successful organizations is to provide intercultural training for assignees and their families.  Many studies show that if the family fails to adjust successfully while on assignment, the likelihood of a failed assignment is high.

Does your organization include children in pre-assignment inter-cultural training?  What has been your experience with children of assignees?

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Posted in Cross Cultural Insights, Expatriates, Global HR Expertise, Global Mobility Services

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Five Facts About International Schooling

Posted on January 12, 2010 by | 4 comments

 

Author:
Liz Perelstein – School Choice International

Most companies sending employees overseas offer some kind of cross-cultural training.  But we rarely think of cross- cultural training for school children, even though education can be a make or break issue for many families considering an overseas assignment.

As you can see from the facts below, even expats who send their children to international schools encounter cultural differences that may be significant, and may clash with family customs.  Schools – local and even international – are a microcosm of the culture they inhabit.  Without understanding the host country’s educational system children can be disadvantaged in the admissions arena, in academic performance and in the ease of transition.

Consider these facts:

1) Did you know that 8th graders in Belgium, Korea and Japan do not use calculators in math classes?

Curriculum differences like these make it hard for children trained on calculators to adapt to local mathematics instruction in these countries.

2) Did you know that German parents give their children a Schultuete, or a cone filled with treats on the day they start first grade?

Children unfamiliar with local customs can feel awkward or embarrassed, affecting the transition to their new school.

3) Did you know that in Brazil children either go to school in the morning OR in the afternoon?

Spouses may find it difficult to work in countries with a school schedule alien to them.

4) Did you know that Saudi Arabia is enforcing a law that requires expat children to attend a school of their own nationality?

Many families choose a curriculum other than their national curriculum, often to preserve curriculum continuity with former or future schooling.

5) Did you know that admissions for 4-to-10 year olds for New York City independent schools requires an entrance examination that is ONLY administered in New York City?

Admissions opportunities may be limited for children if parents are unaware of requirements.

To learn more about educational customs in different parts of the world, visit our School Choice International blog or our Fact of the Week Collection.

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Posted in Cross Cultural Insights, Expatriates, General, Global Mobility Services, International Expertise, Relocation, Repatriation

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Intercultural Training Best Practices

Posted on January 5, 2010 by | 10 comments

Author:
Michael Tucker, Ph.D – Tucker International

[Editor’s Note:  We are very pleased to introduce Dr. Michael Tucker as a guest author.  Dr. Tucker is the Principal at Tucker International, a full-service international human resources development company.  He is the author of the Overseas Assignment Inventory (OAI), and Tucker Assessment Profile (TAP), which are validated instruments used to assess, select, and develop personnel and their spouses for international assignment.]

Your company is embarking on a new venture in a new market.  Management has asked you develop a program for assessment and intercultural training for the team that will be deployed there from all over the world.  Where to start?

The best practice to address this situation is to partner with an intercultural consulting firm that understands international business and your company.  Using a well-planned and customized approach will deliver the best results.  Here’s a real example from one of Tucker International’s clients, which illustrate the most effective approaches.

Case Study
An international HR Director at her global company’s headquarters contacted Tucker International to discuss a new company project in Africa.  We knew the client organization well in terms of its international business strategy and international assignment policy and practices.  She invited us to a meeting at headquarters to discuss the project.  During the meeting, a review of the project was conducted – its business goals and schedule, organizational structure and staffing plans (some sixty-eight expatriate positions were planned).  The start-up had just been approved, and there were very short time frames.  Tucker International staff were dispatched to South Africa, where a situation and project assessment was conducted with client representatives, local informants and current expatriates from other companies.

The next step in the process was the provision of an intercultural assessment and selection program among multiple candidates for the project along with their spouses.  About one hundred and forty candidates were assessed for the sixty-eight positions.  The most culturally adaptable candidates and spouses were chosen to go on a look-see and home finding visit.  They then completed written and telephone needs assessments with the consulting company.

Tucker International designed a five-day intercultural training program, which was delivered for everyone assigned to the project —- employees, spouses and youth.  Immediate post-program evaluations were conducted and subsequent programs were modified based on the evaluations.  The training program was very staff-intensive, and included the following resources:

  • Highly Qualified Senior Master Trainer
  • Expert on the Assignment Country
  • Business Culture Consultant
  • Belief Systems Consultant
  • Host Country Resource People
  • Returned Expatriate Spouse
  • Assessment and Development Consultant
  • Highly Qualified Youth Trainers

About one-year into their assignments in South Africa, Tucker evaluated the success of the expatriate employees and their families’ intercultural adjustment, as well as expatriate job performance.  We also looked at the success and usefulness of the intercultural training program, and areas which required additional attention.

The project was a success from many perspectives – no early returns, business objectives were met on time and high levels of intercultural adjustment and expatriate job performance were achieved.

This approach is illustrated as follows:

  • Company and Project Situation Assessment
  • Participant Needs Assessment
  • Intercultural Assessment and Selection
  • Custom Design
  • Three or More Training Program Days
  • Training Staff Intensive
  • Short and Long-Term Evaluations and Feedback

Summary
This case represents a true service approach to preparing expatriates for international assignments.  In an ideal world, every global company would utilize a comprehensive and even elegant intercultural service like the one presented in this case.  Unfortunately, corporate budgets don’t always allow International Human Resource Professionals to take their expatriate programs to this level.

The intercultural services approach illustrated here is certainly most applicable and affordable when a fairly large group is being mobilized.  However, many of the aspects of this approach can be applied even for “one-off” assignments. With a global company’s success often depending to a great extent on the successful intercultural adjustment of their expatriates, it is critical that they try and provide as many of the services from this “Best Practices” approach as possible.

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Posted in Cross Cultural Insights, Expatriates, Leadership Development

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International HR Forum Year in Review 2009 – Best of Leadership Development and Cross-Cultural

Posted on January 4, 2010 by | Comments Off on International HR Forum Year in Review 2009 – Best of Leadership Development and Cross-Cultural

This is the final installment of our three-part “Best of …” series, where we will feature links to our best posts on selected topics. This part is focused on Leadership Development and Cross-Cultural topics.   If you missed the first post about Compensation and Benefits, you can take a look at it here.  The second in the series covered Expatriates and International Assignments.

The posts below are some of the most popular ones featured on the International HR Forum.

We hope you find these summary posts to be a helpful way to explore some of the best content on our blog.

Best of Leadership Development and Cross-Cultural topics from the 2009 Archives of the International HR Forum:

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Expat Selection: It’s Not Just Skills

Posted on December 2, 2009 by | 4 comments

Author:
Bruce Alan Johnson and R. William Ayres – Bruce Alan Johnson Associates (Pty) Ltd

Bruce Alan Johnson

Bruce Alan Johnson

Bill Ayres

[Editor’s Note:  We are happy to welcome Bruce Alan Johnson and Bill Ayres as Guest Authors.  Bruce and Bill have extensive experience working with companies to help understand how business is conducted in different cultures.  They are the co-authors of the book Carry a Chicken in Your Lap: Or Whatever It Takes to Globalize Your Business]

A large American corporation sent a senior executive to reside in an African country known for its wide religious tolerance, as the general manager of the company’s regional operations.  Managerially speaking, the man was qualified. But he brought with him a zealous sense of religious superiority that manifested itself as rigid intolerance.

In his first week on the job, he screamed at Muslims who were in a corner observing one of the five prayer times of the day, and then at Sikhs whose heads were traditionally wrapped.  By the next week, more than a hundred employees had walked off the job.  Some of them brought in government authorities to the site.  In the meeting that followed, the executive said that he would accept crosses as jewelry and pins, but no other expression of religious identity!  Even though the officials tried to explain the supreme importance of religious diversity in their country, the response was an arrogant assertion of “rights” that the executive claimed he had.

Of course he had no such rights, and a week later the government informed the American corporate headquarters that this executive would have to be removed at once, or all government contracts with that company would be canceled and official hearings would be held for the aggrieved workers.  He was recalled, another casualty of the mistakes companies make in sending the wrong people overseas.

Cultural Fit is Important in Expat Selection
Every time we talk to an audience about sending people overseas, we start with one fundamental point: not everybody can do this. Not everybody will be successful in Copenhagen just because he or she did well in Cleveland or Calgary. Furthermore, no magic, single thing guarantees success. The world is a complex place. It would be surprising if we didn’t need complex abilities to deal with it.

But what if you’re coming the other direction—sending people to the United States?  Over the years it has become quite plain that the most costly mistake made by companies sending people to the US has been the blind belief that there are dollar signs instead of “S’s” in the name United $tate$.  The second error lies in believing that a country as stunningly diverse as America is in fact an homogenous market.  America is not just 50 states—it spans 11 time zones, from the westernmost tip of Alaska to eastern tip of Maine.  And its people are so diverse in culture and outlook that domestic companies usually take great care to make sure that the right Americans are matched to the appropriate areas of the country for sales and marketing.  A person who sells successfully in Mississippi will almost certainly be rejected by the more harried residents of New York.

Recently a Middle Eastern company of considerable wealth sent a two-member team to New York City to head their American office.  Not only had neither member of the team ever been to America—both made vehement anti-Semitic remarks almost every day.  Needles to say, they were strongly resented by most New Yorkers, and failed completely.  They were recalled at considerable expense, the company’s reputation in the States tattered.

HR Should Take the Lead!
When it comes to finding the right people—and avoiding the wrong ones—human resources needs to play a critical role.  The reason is simple. Understanding the keys to choosing the people most qualified for overseas assignments is something that most line managers aren’t well equipped to do. Managers’ primary purpose is to get the job done.  Often, this does involve deciding who’s going to do what.  But in the international arena, those decisions are not based on how well you know the technical field or the business goals. They’re based on what you know about your people.

This is where HR can and should play a key role. Arnold Kanarick, who headed HR at The Limited and Bear Stearns, pointed out, “HR isn’t about being a do-gooder. It’s about how do you get the best and brightest people and raise the value of the firm.” Good HR offices are staffed with trained professionals who know how to evaluate aspects of a company’s people to assist tremendously in choosing the right people to send overseas.

To do that requires recognizing a fundamental reality: the world is a very complex place that does not lend itself to packaged solutions.  The primary challenge is finding people who can deal with differences—but what kinds of differences vary widely, depending on where your organization wants to go and what it wants to do.  There are no simple tests or easy systems for scanning personnel files.

So what should you be looking for?  Here’s a profile of what a potentially successful overseas assignee should look like.  Key characteristics include:

  • Matching demographic characteristics (gender, race, religion) to the place they’re being sent.  Different cultures react differently to different sorts of people.
  • Open-mindedness toward difference.  Can the people you’re sending work well with others who are different?
  • Language facility.  People who have no facility whatsoever for learning foreign languages—or, worse still, who actively resist even a modest attempt—should not be sent overseas.
  • Language assumptions.  Anyone who thinks the world speaks English (or their native language), or that the world ought to speak English, should stay at home.
  • Acceptance of the world as you find it.  Anyone infected with the desire to change other parts of the world to be more like their home will definitely do a poor job of representing your business.
  • Tolerance of different ways of doing business.  Just because you didn’t think of it doesn’t mean it’s wrong.
  • Time-change tolerance.  The more difficult it is for people to adjust to jet lag, the effects of travel, and time-zone differences, the less they probably ought to do it.
  • Cultural-time Flexibility.  People who understand that different cultures think differently about time, and who can adapt themselves to those cultural differences, will do much better overseas than those who don’t.

So how do you find employees who fit this profile?  There are two keys here: know what you’re sending them into, and know your people.  Choosing people to send overseas can’t be done with a one-size-fits-all checklist.  But a good HR department that does know the firm’s employees, and that does its homework, can make a tremendous contribution in helping companies get the right people in the right places overseas.

More About the Authors

Bruce Alan Johnson Associates

Carry a Chicken in Your Lap: Or Whatever It Takes to Globalize Your Business

Bruce on LinkedIn

Bill on LinkedIn

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Posted in Cross Cultural Insights, Expatriates, Global HR Expertise, International Expertise, Relocation

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Red Flag for Global Recognition Programs

Posted on November 15, 2009 by | 9 comments

bio_400x400 Author:
Chuck Csizmar – CMC Compensation Group

When designing programs to recognize and reward an employee’s extraordinary achievements it’s important to understand the cultural implications of these programs.   Companies with a truly global operating mindset, vs. domestic-oriented organizations with international operations, will take into account national and cultural differences that distinguish its widespread employee populations.

One size rarely fits all.

You might think that the positive aspects of employee recognition programs are a universally accepted principle, but that’s only partially correct.  Important differences exist.  In some cultures / national identities the role of the team is such a core element of employee identification that seeking out an individual contributor for recognition would not be a welcome practice.  Some employees might be reluctant to step forward, or to be pushed into the spotlight.

In other countries you will find that the perceived value of cash as a recognition award varies a great deal.

Case study

A former employer of mine once implemented a global Spot Award program for its worldwide employees – without including their international HR community in the planning discussions.  Finalized program elements and procedures covered employees in over 20 countries in exactly the same fashion.  The premise was to provide immediate (read that, fast) recognition and financial rewards (Spot Awards) for those employees who demonstrated performance above and beyond their normal job roles.  Nominations for awards would come from an employee’s manager, though employees could recommend co-workers as well.

While the program was deemed a success in the US (though defined by only the dollars spent), it was much less successful elsewhere among the company’s far-flung international operations.

Lessons Learned

The first problem was that Managers outside the US placed a much more conservative financial value on so-called “extraordinary” employee contributions.  Or put another way, the US Managers were more generous in their payment awards than elsewhere.  The result was that the cash payments on a per-employee basis were widely skewed to the US employee.  Notwithstanding the vagaries of the various currency exchanges, the international offices did not spend their allotted recognition reward monies as frequently or as generously as their US counterparts.

I recall one scenario where a US employee received thousands of dollars for a particular project effort, while their European counterpart was given a non-cash award (recognition dinner).  This created more than a few awkward moments when the two employees shared experiences.

The second challenge was that many international employees did not want to be individually spotlighted by the recognition program.  They were willing to receive the award, but would rather the recognition be confidential.  Given that Corporate had planned an internal communications campaign to highlight individual award winners, that reluctance proved quite a hindrance.

Compounding the preference for anonymity was the desire for team over personal awards, as individual employees proved resistant to receiving the planned fanfare or preferential treatment – especially in front of their co-workers (team members).

The bottom line was that the recognition and reward program recognized a smaller than anticipated number of non-US employees, less reward money was spent per international employee, and Corporate Communications was hard pressed to find international employees amenable to being highlighted for the program.  Not exactly what the program designers had intended.

Corrective action

The answer seems straightforward, does it not?  If a global program is to affect all employees, then possible national or cultural distinctions among groups should be addressed, well in advance.  However, that would mean including representatives from those groups in the design and communication phases of the project.  Such a simple step seems a difficult one to take for many corporate plan designers.  Why?

When they have the bit between their teeth developing a program that affects the majority of employees, management is often reluctant to change course to include the differing sensitivities of small populations, especially if those populations do not speak with one voice.  What they prefer to do is have local representatives “tweak” the round peg into the square hole.

How does that work for you?

 

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Posted in Compensation, Cross Cultural Insights, Global HR Expertise, International Expertise, Leadership Development, Professional Development

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Expats Moving Overseas – Ten Tips to Transition to a New Culture – Part 2

Posted on November 3, 2009 by | 3 comments

Heather MarkelAuthor:
Heather Markel – Culture Transition Coaching

Editor’s Note: We are especially pleased to welcome a new Guest Author, Heather Markel, who has shared with us her ten tips for a successful expatriate cultural transition.

A few weeks ago, I shared five tips for helping expats transition to a new culture. This post is a continuation of the previous one, rounding out the ten areas to focus on when transitioning to a new culture for an expatriate assignment.

#6 – Starting All Over
One of the toughest transitions for an expat is adjusting to a new office environment from “square one”. The expat may have held a senior level job in their previous location, and the new job can feel like a demotion. For the accompanying spouse, starting all over can be literal – if they’ve left behind a job or fruitful career, they may have to start a new career, or, in some cases, due to legal restrictions, not be allowed to work at all.

In both cases, it’s imperative that some attention be given to setting expectations. For the expat, this is about an initial period where they observe the office environment, rather than try to exert their own style or behavior on everyone else.  For the spouse, expectations should be set around what types of work are permitted. There should also be some support to help spouses with the job or career-search, or on finding something to replace the job they previously held.

#7 – Access to Activities
Transitioning to a new culture isn’t just about the office. Whether single, or with a family, expats need to find fulfilling activities to help them adjust to a new culture. If the expat has moved with their family, then group activities will be important to the success of their overall experience.

Of course, available transportation may impact which activities are accessible, so providing assistance with ideas, or resources, is ideal.

#8 – Changes in the Family
For expats who have traveled with a spouse, it is more than likely the spouse has given up a job or career to follow along. If the non-working spouse isn’t happy, it can have a very negative impact on the overall experience. If the non-working spouse used to be a provider, and is now tasked with looking after the home, or the children, the role change will inevitably impact the family as well. It’s important to have an awareness of the changes, set expectations, and have a set of tools with which to navigate the resentments and challenges that are likely to develop.

#9 – Clothes:  What Not to Wear
In many cases, this may be more impactful on women, than on men, but it’s important that a migrating employee understand if there are any cultural dress patterns. First, it’s less likely they will feel like they “stick out like a sore thumb” if they adapt to some of the typical dress codes. Second, there may be instances where the lack of this knowledge could land them in trouble – for example, in cities where women are expected to cover themselves from head-to-toe.

On a more subtle level, Americans tend toward either matching suits, or more casual garments in the office. When going out in the evening, it may be inappropriate to wear jeans. In France, women in the workplace sometimes wear what I’ll call “mismatched suits” – they look impeccably-dressed, even though their skirt does not have a matching jacket. Oddly, it’s not quite business casual; it’s simply a style difference. Going out in the evening, jeans are often acceptable if paired with a nice top.

Another thing I often find humorous is that in France, people always stare at shoes. So, while you might get away with wearing an old, worn-out pair of shoes or sneakers in some countries, you’ll become quickly insecure if you try the same in Paris.

Again, these are very subtle examples, but these small gaps can make all the difference when someone is trying to feel like they fit in to a new culture.

#10 – Eye Contact and Tone of Voice
Two behavioral areas between cultures that deserve attention are eye contact, and tone of voice.

One huge area where eye contact comes into play is on public transportation. For example, in Paris, it seems mandatory to stare at fellow passengers and it can be very uncomfortable the first few times you look up to find someone staring at you, meet their gaze, and find they do not look away. In Tokyo, it’s exactly the opposite experience. Passengers typically avoid all eye contact by pretending to sleep – it’s another jarring experience to see an entire car full of people with their eyes closed.

Finally, the tone of voice with which you speak can often reveal that you are a foreigner. As an American, I know we tend to speak fairly loudly in social situations, especially when dining or drinking. However, other countries lean towards quieter conversations. So keep this in mind and adapt your conversations accordingly.

In Summary
I hope you find these tips, and the ones from my previous article, to be helpful in understanding the challenges that expatriates and their families often face upon arrival in a new country. If you are an HR professional responsible for assisting expatriates with their transitions, be sure to keep these tips in mind.

I am always interested in hearing more tips or experiences. Please share yours as a comment to this post, or contact me directly by email.

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Posted in Cross Cultural Insights, Expatriates, Global Mobility Services, Professional Development, Relocation

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Expats Moving Overseas – Ten Tips to Transition to a New Culture – Part 1

Posted on October 14, 2009 by | 4 comments

Heather MarkelAuthor:
Heather Markel, Culture Transition Coaching

Editor’s Note:   We are especially pleased to welcome a new Guest Author, Heather Markel, who has shared with us her ten tips for a successful  expatriate cultural transition.


The complexities of moving to a new culture are immense.  Typically, expatriate training programs include a cross-cultural component.  However, I believe there are some areas which may be overlooked as the expatriate and possible family members prepare to move overseas.

With that in mind, I’d like to offer ten areas to focus on when transitioning to a new culture.  This list is by no means exhaustive.  Rather, it’s intended to help with the design of transition assistance programs.  The first five areas are listed below, and the remaining five will be out in my next post, so keep a lookout for it!

1. Language – Conversation Topics
It goes without saying that when moving to a different country, it’s necessary for both the expatriate, and their family, to learn the local language. Routine activities would otherwise become overwhelming. (Note: Even when moving to another country that speaks the same language as at home, it can still feel like learning a new language.)

Beyond the basic language skills, though, there should be training on conversation topics that might be considered taboo, or that are a normal part of the culture.   Not knowing these topics could lead to the expatriate and their family feeling left out.   For example, history may be a topic to tread lightly on in Australia, whereas a fascinating topic for someone in Europe. Other topics to examine are politics, art, and food, as some examples.

2. Food – What You’ll Find and What You’ll Eat
It’s essential to understand two aspects of food – what you will find, and what you will not. Most of us have our “comfort foods”.   Thinking of several different cultures, comfort foods could be dishes such as Thanksgiving turkey, fish-and-chips, spaghetti Bolognese, tacos, Vegemite, or kimchi.  If you’re moving someplace where your favorite foods aren’t available, outside of an expensive import, the inability to find them during a challenging period could be disappointing for an expatriate.   Especially if they are spending a traditional holiday away from friends and family, being able to find typical holiday foods can make the difference between a bout of depression and creating a new tradition.

Conversely, there will be new foods to try.   In many countries you’ll find that intestines, brains, and kidneys are staple foods.   It’s also possible that an expatriate will be invited to someone’s home and suddenly be in the delicate position of eating strange foods to avoid insulting their host.  Therefore, it’s critical to prepare for expatriates to both sample new foods, and to help them figure out where they can find comfort foods, if available.

3. Meeting New Friends, and Coping With Missing the Old Ones
One of the toughest parts of any expatriate assignment is making new friends, and starting a new social network.   While doing so, it’s easy to become disappointed at how different everyone is, and to miss the closeness of former friends.   This can lead to what I call “the social media trap”, where every free moment is spent using Facebook, Skype, etc. to stay in close contact with everyone back home.   However, this strategy will make it impossible for the expatriate to succeed at making new local friends.

If expats aren’t prepared for this difficult task, they can easily isolate themselves, and then become lonely and disillusioned with their overseas experience.

4. Getting Familiar with a New City
There are several components that go into familiarity with a new city.

  • Location – Where is the town center? Where is the office in relation to home?
  • Transportation – Is there a subway and bus system, are their taxis? If not, what alternatives exist?
  • Safety – What areas of the city might be dangerous at night, or even during the daytime?
  • Essentials – Being able to locate the nearest supermarket, laundry, and shoe-repair shops. Also, medical doctor and dentist referrals can be very helpful as someone gets to know a new city.

5. Formality at the Office
One of the most difficult subtleties between languages and cultures is the nature of addressing peers and managers.   Depending where in the world an expatriate will be working, challenges could range from knowing when to use first versus last names, to understanding when to use formal versus informal verb conjugation.  In some countries this could be about handshakes versus bowing or other customs.  These challenges are often further complicated when addressing a female superior, where the challenge becomes figuring out whether to use the equivalent of “Ms” or “Mrs”.

It’s essential that these subtle behaviors and forms of address be understood for an expat to be accepted at the workplace. If they do not, they may become embarrassed in front of fellow employees and potential clients.

Summary
This list is just a start.  In my next post, I will share five more tips with you.   In the meantime, let me know what you think by leaving a comment!

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Reverse Culture Shock (or Why Do I Hate Being Back Home?)

Posted on August 17, 2009 by | 13 comments

maryd-pic5Author:
Mary Dougherty – Shepell-fgi

When employees begin an international assignment, they often experience “culture shock” in the host location.  Many companies provide support services to ease the transition for these families, ensuring a quick adjustment and a productive and satisfying international assignment experience.  But what happens when the assignment is over, and the family heads home?

  • 25% of expatriates leave the company within 2 years of repatriation (National Foreign Trade Council survey)
  • 69% experience significant “reverse culture shock” (Bureau of National Affairs, Washington)

Coming Home is Not So Easy
Repatriation is not as simple as it sounds.  “Reverse Culture Shock” is often experienced by those returning from an international assignment, and this can have tremendous impact on professional and personal adjustment.  The challenges inherent to living in a different cultural context for a significant period of time do not end with adapting to the host culture; they continue through the process of returning home and re-adjusting to what was left behind.  In fact, it is often those who have adjusted most successfully abroad who have the most difficulty returning home.

It can take up to 18 months to adjust and reintegrate after an international assignment; adjustment issues effect employees and their families both personally and professionally.  Understanding the problems that they may encounter upon reintegration is the key to a successful repatriation.

What to Watch For
Here are some common symptoms or situations that repatriating families encounter:

  • irritability/ resentment
  • sense of difference and disconnect
  • disappointment
  • inability to concentrate
  • low morale
  • change in values/attitudes
  • marital conflict
  • fatigue
  • parent/child conflict
  • educational/adjustment problems for children
  • depression
  • feeling unappreciated personally/professionally
  • decreased productivity
  • loneliness

What Can Employers Do?
One way to lessen the negative impact of repatriation is to provide support to the employee and their family in the form of a “Repatriation Debriefing.” Skilled repatriation counselors can help these individuals recognize the symptoms of reverse culture shock, and provide techniques to manage through it effectively.  To support family members, providing an opportunity for the employee and family to candidly and confidentially discuss repatriation challenges with regard to both work-related and family experiences is key. This process provides an opportunity to examine and explore the potential difficulties of returning home, as well as assisting in problem solving and goal setting.

Employers should also carefully manage repatriation assignments to ensure that expatriates are retained in their organizations, and that the new skills acquired during the international assignment are recognized and leveraged.

Finally, don’t minimize the importance of taking care of the family.  When an employee relocates, so does their family, and the impact on a spouse and children can be profound.

These steps will help minimize turnover amongst repatriates, preserving your international assignment investment, and also ensure that your repatriating employees are quickly and effectively reintegrated into their home country.

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