Anglo-French Wines Direct (AFW), a multinational company based in the UK, established a
‘High Flyers Programme’ four years ago to develop future leaders to enable to achieve 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. However, the new HR Director
of AFW has discovered the following problems within this programme:
1. 25 percent of the expatriates returned home early due to dissatisfaction.
2. Over 35 percent of the expatriates were considered to be underperforming on the
assignment.
3. Around 30 percent expatriates left within a year of their return to England.
In order to achieve its business objectives, it is essential that AFW turns round this failing
programme into a leading-edge leadership programme. Particularly since AFW is a large
company and plans to expand its business further, it is according to Burgoyne (1988, cited in
Gold et al., 2010) vital that the programme has a high level of maturity, i.e. complexity and
structure, enabling to meet the organisational needs and objectives. Thus, AFW needs to take
a strategic and integrative approach and manage each stage of the ‘International Assignment
Cycle’ (See Appendix 1), i.e. recruitment and selection, hiring, preparation, expatriation and
repatriation, effectively. Accordingly, this report aims to present a mix of solutions regarding
each stage and provide recommendations for evaluating the new programme to ensure its
effectiveness.
Table of Contents
1. Introduction
2. Recruitment and Selection
3. Hiring
4. Preparation
5. Expatriation
6. Repatriation
7. Evaluation of the Leadership Programme
8. Conclusion
Objectives and Key Themes
The primary goal of this report is to analyze and rectify the failing 'High Flyers Programme' at Anglo-French Wines Direct (AFW), which has been plagued by early returns, expatriate underperformance, and high turnover upon repatriation. By applying a strategic and integrative approach to the 'International Assignment Cycle', the report aims to provide actionable solutions and recommendations for evaluating the programme to ensure its future effectiveness and alignment with global growth objectives.
- Strategic optimization of the International Assignment Cycle phases.
- Identification of personality traits and selection criteria for successful international leadership.
- Enhancement of expectation management and succession planning during hiring.
- Implementation of robust pre-departure and 'real-time' expatriation support systems.
- Methodological framework for evaluating leadership development using the Kirkpatrick model.
Excerpt from the Book
Recruitment and Selection
The first and fundamental step for a successful leadership programme is the selection of the right candidates. Since managers who achieve high performance in the domestic setting do not necessarily succeed in the same way overseas (Gurdjian et al., 2007; Jokinen, 2005), it is vital for AFW to identify candidates who will benefit the most from being on a posting. In this context Caligiuri (2000) argues that beyond technical expertise, certain personality traits, such as openness and sociability, are crucial for succeeding abroad and particularly helpful in forming social networks that contribute to the adjustment in the foreign country. However, since personal characteristics are difficult to change (Caligiuri & Di Santo, 2001), AFW has to ensure that the selected candidates possess the necessary traits.
Beyond that, manager’s motivation and readiness for the assignment play a pivotal role in the realisation of their anticipated development (Sanchez et al., 2000) and have to be considered accordingly. Similarly, as the GKN case study demonstrates (James, 2011), it is a crucial prerequisite for a successful learning experience that the selected managers regard the programme and the associated outcomes as relevant to them. Therefore, it is necessary that AFW clearly communicates the benefits of the programme to the participants and ensures that the assignment is linked to their career management.
In addition, since the expatriate’s dependants have a significant influence on his/her satisfaction and performance abroad, they have to be included in the selection process as well (Sanchez et al., 2000). Consequently, AFW should train their assessors to ensure the consideration of all these relevant factors and to promote diversity in the selection by avoiding closed and informal processes (Harris & Brewster, 1999). As a result, effective candidate selection will help to minimise maladjustment and dissatisfaction on the posting and hence reduce the risk of early returns and expatriate underperformance.
Summary of Chapters
Introduction: This chapter introduces the current problems of the 'High Flyers Programme' at AFW and establishes the need for a strategic, integrative approach to the International Assignment Cycle.
Recruitment and Selection: This section discusses the importance of identifying candidates with specific personality traits and readiness for international assignments to minimize early returns.
Hiring: This chapter highlights the necessity of clarifying expectations between stakeholders and ensuring strong succession planning to retain talent.
Preparation: The focus here is on the provision of cross-cultural training, e-learning, and informal briefings to facilitate smoother adjustment for expatriates and their families.
Expatriation: This section advocates for 'real-time' support, such as coaching and the use of sponsors, to maintain performance and facilitate learning during the assignment.
Repatriation: This chapter outlines strategies to ensure successful reintegration and utilization of acquired competencies to prevent talent loss upon return.
Evaluation of the Leadership Programme: This section proposes a multidimensional evaluation framework based on the Kirkpatrick model to measure the effectiveness and business value of the programme.
Conclusion: This final chapter synthesizes the proposed solutions and reaffirms the holistic approach required to transform the programme into a leading-edge leadership initiative.
Keywords
Expatriation, Leadership Development, International Assignment Cycle, Recruitment and Selection, Repatriation, Talent Management, Global Growth, Kirkpatrick Model, Cross-cultural Training, Succession Planning, Performance Management, Employee Retention, Career Capital, Business Objectives, Organizational Commitment.
Frequently Asked Questions
What is the primary focus of this report?
The report focuses on diagnosing and solving systemic issues within the 'High Flyers Programme' at Anglo-French Wines Direct (AFW) to reduce turnover and increase the effectiveness of international assignments.
What are the central themes discussed in the work?
The central themes include the strategic management of the international assignment lifecycle, the importance of personality traits in selection, the role of leadership support, and the necessity of formal evaluation structures.
What is the primary objective of the proposed solutions?
The primary goal is to transform the failing programme into a leading-edge leadership initiative that supports the company's global expansion objectives while retaining high-potential talent.
Which scientific methodology is used for the evaluation?
The report recommends using the Kirkpatrick and Kirkpatrick (2007) model, which evaluates training programmes across four levels: reaction, learning, behaviour, and results.
What does the main body of the report cover?
The main body follows the stages of the International Assignment Cycle, covering recruitment, hiring, preparation, expatriation, and repatriation, followed by a dedicated section on programme evaluation.
Which keywords best characterize this report?
Key terms include Expatriation, Talent Management, International Assignment Cycle, Leadership Development, and Repatriation strategy.
Why is the inclusion of dependants in the selection process recommended?
Research suggests that dependants have a significant impact on an expatriate's satisfaction and success; including them helps minimize maladjustment and reduces the risk of premature returns.
How does the report propose to measure the 'learning' of managers?
Beyond subjective feedback, the report suggests using objective assessments, peer feedback, and development centres carried out before and after job rotations to measure the closing of developmental gaps.
- Arbeit zitieren
- Anna Jung (Autor:in), 2014, Leadership and Management Development: Recommendation of Solutions for Expatriation Problems, München, GRIN Verlag, https://www.hausarbeiten.de/document/275448
