Anglo-French Wines Direct (AFW), a large multinational company based in UK, established
a ‘High Flyers Programme’ four years ago in order to develop middle and senior managers of
the future to enable the achievement of its global growth objectives. The aim was to send
them to one of the international subsidiaries for two years and bring them back for a more
senior position in the UK. However, the new Global HR Director of AFW has discovered
several problems associated with this leadership programme. More precisely, she identified
the following three types of assignment failure:
1. 25 per cent of the expatriates returned home early due to dissatisfaction.
2. Over 35 per cent of the expatriates who remained in post were considered to be
underperforming compared to local management’s expectations of them.
3. Around 30 per cent of those who completed their postings, left within a year of their
return to England.
These outcomes, however, are not attributable to a particular cause but are rather influenced
by a variety of factors which will be analysed more closely in this report. Generally speaking,
it can be assumed that the reasons for the present difficulties are mainly due to an ineffective
management of the ‘Ideal International Assignment Cycle’ (see Figure 1) which includes the
key components recruitment and selection, hiring, preparation, expatriation and repatriation
and will be elaborated on below: [...]
Table of Contents
1. Problem 1: Premature return of the expatriates
2. Problem 2: Underperformance of the expatriates
3. Problem 3: Post assignment attrition
4. Wider management and organisational issues
Research Objectives and Key Topics
The primary objective of this report is to conduct a critical analysis of the underlying causes for expatriate failure within the 'High Flyers Programme' at Anglo-French Wines Direct (AFW) and to evaluate how ineffective management of the international assignment cycle contributes to these outcomes.
- Analysis of recruitment, selection, and hiring processes for international assignments.
- Evaluation of pre-departure preparation and its impact on cultural adjustment.
- Assessment of performance appraisal systems and expatriate support during assignments.
- Investigation into repatriation strategies and post-assignment retention challenges.
Excerpt from the Book
Problem 1: Premature return of the expatriates
To begin with, Dowling et al. (2009) state that early returns from postings are mainly attributable to inappropriate selection which might result in choosing managers who are not qualified for the leadership programme. Further, research reveals that the focus in the selection process is often on technical expertise rather than on interpersonal and cross-cultural skills which are crucial to successfully adjust to an unfamiliar culture (Collings & Scullion, 2008, in Dickmann et al., 2008; Sanchez et al., 2000; Sparrow et al., 2004; Tung, 1981). However, other equally important selection criteria are managers’ personal interests, motivation and readiness for the assignment (Sanchez et al., 2000). The lack of these considerations during the selection process is a potential reason for the expatriates’ dissatisfaction with the posting. In addition, the selection decisions at AFW may be based on ‘networking and assumed reputation’ (Harris & Dickmann, 2005:29) rather than on an open, formal process which in turn might lead to a restricted pool of candidates for the international assignment (Harris & Brewster, 1999). Accordingly, it can be deduced that the early expatriate returns are possibly the result of AFW’s inadequate management of the first Assignment Cycle stage, i.e. selection.
A second reason for the premature return could lie in unmet expectations of the expatriates regarding their job role abroad (Brookfield GRS, 2011). As AFW has made only little progress to move from an ethnocentric to a polycentric approach in their international subsidiaries, it can be assumed that most management positions are still filled by British nationals. This fact might have contributed to the dissatisfaction among expatriates whose expectations were to work predominately with locals thereby gaining valued international experience. Furthermore, there may have been an absence of support during the assignment from the home and/or the host country or an anticipated lack of promotion opportunities upon repatriation (Harris & Dickmann, 2005). With that said, it can be assumed that the hiring stage was not effectively implemented by AFW as there is no evidence of prior clarification of expectations and goals between the company and the expatriates concerning the assignment.
Summary of Chapters
Problem 1: Premature return of the expatriates: This chapter identifies ineffective selection processes and unmet job expectations as primary drivers for the high rate of premature returns among expatriate managers.
Problem 2: Underperformance of the expatriates: This section analyzes how inadequate cross-cultural preparation and insufficient management support during the assignment lead to decreased performance levels.
Problem 3: Post assignment attrition: The chapter explores why high-potential managers often leave the company after returning home, focusing on a lack of repatriation support and career progression opportunities.
Wider management and organisational issues: This concluding analysis links the identified failures to broader structural issues, such as frequent leadership changes in HR and a lack of systematic evaluation of training programs.
Keywords
Expatriate failure, International Assignment Cycle, High Flyers Programme, Cultural adjustment, Repatriation, HR management, Performance appraisal, Selection criteria, Training transfer, Retention, Career development, Global leadership, Organizational support, Cross-cultural training, AFW Direct.
Frequently Asked Questions
What is the core focus of this report?
The report focuses on analyzing the causes of expatriate failure at Anglo-French Wines Direct (AFW), specifically regarding a leadership development initiative known as the 'High Flyers Programme'.
What are the primary areas of concern addressed in the analysis?
The study examines three main areas: the premature return of managers, the underperformance of expatriates during their postings, and high rates of attrition following the completion of international assignments.
What is the main objective of this study?
The primary goal is to determine how the mismanagement of the 'Ideal International Assignment Cycle'—including selection, preparation, and repatriation—directly correlates with the identified failures at the company.
What scientific or theoretical methods are applied here?
The report utilizes existing academic literature on international human resource management (IHRM), including the 'Systematic Training Cycle' and Kirkpatrick’s evaluation levels, to critically examine the company's internal processes.
What is covered in the main body of the report?
The main body systematically breaks down the assignment cycle, evaluating problems in selection, training, expatriation support, and repatriation practices, while also considering wider organizational context factors.
Which keywords best characterize this work?
Key terms include expatriate failure, repatriation, cross-cultural adjustment, international assignment cycle, leadership development, and human resource management strategies.
How did the frequent changes in HR leadership affect the company's outcomes?
The report suggests that high turnover of HR Directors led to a lack of consistency and familiarity with the 'High Flyers Programme', exacerbating the strategic failures in managing the assignment cycle.
Why is the lack of evaluation of the 'High Flyers Programme' considered critical?
The author argues that without systematic evaluation—such as the four levels of training evaluation—the company remains unable to identify why the program fails to meet organizational needs or to make necessary adjustments to improve future performance.
- Arbeit zitieren
- Anna Jung (Autor:in), 2014, Critical Analysis of Possible Causes of Expatriate Failure at AFW Direct, München, GRIN Verlag, https://www.hausarbeiten.de/document/272553
