Sending a manager on an overseas assignment is an expensive undertaking for the sponsoring organization. Mindful of the costs associated with assignment failure and hoping to increase their return on investment, many firms are priming their expat employees for success. They're pre-screening candidates using psychological assessment tools during the expatriate selection process, offering cross-cultural training, and providing attractive expatriate packages.
Often, however, the employee’s spouse is kept out of the loop during the initial stages, when a candidate has been identified but not yet contracted. Companies who are concerned about the escalating costs of an expatriate assignment balk at providing her with the same preparation, as doing so would effectively double pre-departure expenses. They don't ask for her input into a process that will forever change her life and that of her family. In fact, the majority don’t communicate directly with her at all.
During this pre-selection period, potential trailing spouses have several specific needs:
Clear and Direct Communication from International Human Resources
Author and lecturer Robin Pascoe, who partnered with AMJ Campbell International to conduct the relocation survey “Family Matters!” found a “desperate need” among expat wives for clear, regular communications from HR regarding all aspects of the international assignment. Spouses are increasingly insisting on a direct line to HR, bypassing the traditional chain of command which involves the expatriate manager as the go-between.
Input Into the Decisions That Will Affect Their Life Abroad
Numerous studies in recent years have made it clear that the spouse’s satisfaction can make or break the success of the assignment, yet most are never asked by HR if they’re happy about moving overseas. Betty Jane Punnet, author of “Towards Effective Management of Expatriate Spouses,” is unequivocal when she states that the spouse must be a willing partner in an international relocation.
The “Many Women Many Voices" Study of Accompanying Spouses Around the World, conducted by Dr. Anne P. Copeland at The Interchange Institute and commissioned by Prudential Financial, urges sponsoring organizations to consult spouses before the offer is made. Concerns can be dealt with more effectively at this time, and an open dialogue clearly conveys to the spouse that HR understands her relevance to the success of the assignment.
Assistance With Finding Work Overseas
“The Trailing Spouse Survey” calls the dual-career challenge “the number one concern for the trailing spouse,” and laments the lack of support given to those who put their own careers on hold to further those of their partners.
It’s in this early pre-selection stage that the spouse’s career options must be addressed. Employment restrictions and cultural barriers to employment should be researched and made clear before the process goes any further. If working in the host culture is not possible, a frank discussion between the spouse and HR is needed to explore next steps. Is the spouse willing to use this time to pursue further credentials? Would she consider volunteer work? If the spouse is unprepared to jeopardize her career by moving abroad, then all parties involved should rethink the feasibility of an assignment at this time.
If the decision is made to go ahead with the relocation, the sponsoring organization has a responsibility to support the accompanying spouse in her new role overseas, whatever form it ends up taking. A spouse who is able to work in the foreign location will require assistance with obtaining a work permit, translating relevant documentation, updating her CV, and finding a job.
A spouse who is unable to work will require an educational allowance or assistance locating fulfilling volunteer opportunities. Those on a career hiatus would benefit from professional memberships, online or in-person conference attendance, and a trade publication allowance to keep their industry knowledge current.
A Look-see Visit to the Proposed Host Country
No amount of research can take the place of a trip to the host country. Experiencing the sights, sounds, tastes and smells of the new locale allows prospective expatriates to decide if expatriate life is for them. A look-see visit isn’t a sightseeing jaunt; it’s an opportunity to assess the fit between the candidates and the host country. Sponsoring organizations should view it as a necessary expense that leads to an informed and responsible decision about something that will significantly affect both the lives of the expatriates and the company’s bottom line.
Trailing spouses give up a great deal to support their partners’ careers, yet they’re often excluded from decision-making throughout the expatriation process. Because their needs change as they progress through the pre-departure stage, the actual assignment, and onto repatriation, it’s in their best interests to advocate for themselves and their families from the preliminary discussion stage onwards. Attending to their needs before the contract is signed will decrease the likelihood of problems down the road, and bring the expatriates and the sponsoring organization one step closer to their shared goal: a successful global assignment.
References:
Punnet, Betty Jane. “Towards Effective Management of Expatriate Spouses.” Journal of World Business 32(3) (1997): 243-257.
Readers interested in issues faced by expat spouses may also enjoy The Male Trailing Spouse: An Emerging Expatriate Phenomenon, Cross-Cultural Training is Essential for Expat Spouses and Families Adjust Better to Expatriate Life with Support from HR.
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