Home Office Pipeline: Keeping Expats Informed

“A concern for both the employee and the company is the “out of sight out of mind” syndrome," said Richard Love, Manager Human Resources Services, BAE SYSTEMS Applied Technologies. "Overseas employees don’t always get the same “level” of information that the home employee population enjoys, i.e. loss of the “grapevine” and informal communication channels. Keeping the employee informed when they are out of the mainstream can be a major challenge."

Many companies have adopted a mentor program. The mentor keeps the assignee up-to-date with industry/departmental news and events so they are not out of touch with the home office. It is often suggested that the mentor should be someone who is strategically high enough in the organization to guide the assignee as they leave, are out of the home office, and as they re-enter. “The mentor position should be a high priority role and carefully developed if the process is truly going to work,” said Theresa Kneebone, Global Account Manager of Crown Intercultural Services, powered by MeridianEaton Global. “The more structure the mentor program is given, the more likely it will last throughout the employee’s assignment."

Other solutions to this challenge include: making certain the assignee is on the distribution list for all home office announcements, online publications circulated to off-shore employees, specialized websites that contain home office news and home-leave trips with an emphasis on visiting the home office.

Another consideration that HR professionals and employers in general should be aware of is the emphasis on career management, which becomes a win-win situation for the assignees and the employers. “By delivering such a supportive communication program, the corporate client is looking after their own interests and also their employees’ interests,” confirmed Kirsty Blokker, Relocations Manager Crown Relocations New Zealand. “They are actively striving to be an “Employer of Choice” and considering the long-term interests of their business by cultivating the skills of their assignees."

But the “communications pipeline” process cannot be left up to the HR department alone. It should be a home office program that includes the marketing department (distribution of home office news, i.e. Announcements) IT (specialized websites) and the managers (supporting role) of the divisions that are sending out employees on assignment – and on the assignees themselves.

“We encourage assignees to make home office communication a priority throughout their assignment,” commented Theresa Kneebone. “They should not only rely upon management or HR to keep them closely linked to the rhythms of the home office. They can look for formal and informal contacts that can update them on home office developments and, if necessary, advocate for them, especially as new opportunities arise.”

It has become apparent in the industry that keeping assignees informed will go a long way in maintaining their happiness and feelings of security in the company’s future plans. It will also prevent the employers from losing money on a failed assignment or having to spend additional money on hiring new employees after the assignees have gathered their prospering skills and taken them elsewhere.