Pre-Departure Training Term Paper

Pages: 8 (2525 words)  ·  Bibliography Sources: 4  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business

Staffing an entire office with local workers can be challenging, however, because they will have low exposure to the company culture or even the cultural training programs. Expat managers are turnkey, but they cost a lot more, do not stay as long, and they can sometimes struggle with the local culture. So there are definitely tradeoffs and most companies seem to prefer a small number of expat managers who spend a few years bringing local workers up to speed, and hire and train their replacements before coming back home. For project work, Westerners are typically shipped overseas, but for permanent branches, local workers are necessity anyway so the company usually moves fairly quickly to get local workers onboard and up to speed.


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As noted earlier, having someone who has been there before is one of the best pre-departure training tools available to companies because there are so many facets of the expat lifestyle that might be otherwise forgotten. But mentoring is something that can also help managers on their international assignment as well. A mentor can explain a lot of things to the manager about doing business in a given country. Usually, the mentor will work with the new overseas manager to bring them up to speed on the different issues both on being an expat and on the branch in particular. Rainoldi and Golzner (2014) note that a mentoring program can help expat managers to better adapt to their surroundings, and can help them to stay longer on their assignments, both of which are beneficial the company. Mentors can help with ensuring that the managers understand local culture, and the expat life in general. Furthermore, mentors are valuable in that they can help managers to work through problems rather than quit their assignments -- this mentoring can even be remote (Philippart, 2014).


Term Paper on Pre-Departure Training There Are a Assignment

The way you measure the ROI on an international assignment is by weighing the return against the investment. There are, of course, a number of ways to look at these inputs, in particular in the return. But first, the investment is fairly straightforward. The cost of the expat is something that can be readily calculated. The return should be based, then, on the things that the expat is responsible for. There should have been specific performance measures that were outlined, and this should not have changed. With specific performance measures it is easy to determine of the manager is doing his or her job.

The more complicated the assignment, however, the more complicated this measurement task becomes. The person assigned to the overseas project might not be responsible for all of it, but maybe just part of it. There is a case to be made in this instance that the total expense is all that needs to be taken into account. The cost of the expat is rolled into the total cost of the project because the person sent on the assignment is just another fixed cost, something that has to happen. Given that, or alternately the view that there is not going to be much difference in the cost between even a cheap manager and an expensive one, it is entirely worth considering that only the overall project ROI is taken into consideration. It can, after all, be easy to lose the forest for the trees. It can also be difficult to isolate all of the contributions that the expat makes to the assignment -- someone can be indispensable to the success of the project or assignment but this contribution might not show.

Finally, the ROI of a single position is just a bad way to look at any one job. Unless the person is operating in a vacuum, the ROI has to be rolled into the overall project, as it makes no real sense to do otherwise. You need a manager, and while you want to get one at a low cost, the upside revenues are always going to be in favor of simply hiring the best manager and not worrying too much about the cost.


International assignments can be challenging for multinational companies, because of the unique challenges they present. Often, international markets present compelling opportunities, but attention needs to be paid to the factors that contribute to the success of such operations. First, the company needs to find the right manager, someone who will stay long enough to justify the investment made in them, and someone who will bring a high level of accomplishment to the role.

Pre-departure training is also essential to success. It is worth learning about the different culture, about the overseas office, and about life overseas in general. The latter is critical, because it is often the non-work factors that bring expats home early. It is also valuable to provide mentoring to ensure that the different issues that arise along the way can be resolved. Follow up is also important. While a lot of performance appraisal functions the same with the overseas assignments, there are some differences, in particular in that overseas assignments have more challenges, and more variables, and these need to be taken into account when evaluating the performance. The ROI should probably be on the entire project, with the cost of the manager just another fixed cost -- a lot of a manager's contributions to success, especially on overseas projects, are tough to quantify.


Claus, L., Lungu, A. & Bhattacharjee, S. (2011). The effects of individual, organizational and societal variables on the job performance of expatriate managers. International Journal of Management. Vol. 28 (1) 249-271.

Hurn, B. (2007). Pre-departure for international managers. Industrial and Commercial Training. Vol. 39 (1) 9-17.

Philippart, N. (2014). Global e-mentoring: Overcoming virtual distance for an effective mentoring relationship. Wayne State University.

Rainoldi, M. & Golzner, H. (2014). Mentoring across cultures: Implications in managing expatriates acculturation. Europaische Kulturen in der Wirtschaftskommunikation. Vol. 18 (2014) 147-164.

Shaffer, M. & Harrison, D. (2006). Expatriates' psychological withdrawal from international assignments: Work, nonwork and family influences. Personnel Psychology. Vol. 51 (1) 87-118.

Shaffer, M. & Harrison, D. (2001).… [END OF PREVIEW] . . . READ MORE

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APA Style

Pre-Departure Training.  (2014, May 30).  Retrieved September 19, 2020, from

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"Pre-Departure Training."  30 May 2014.  Web.  19 September 2020. <>.

Chicago Style

"Pre-Departure Training."  May 30, 2014.  Accessed September 19, 2020.