We thought we should pull together the main reasons, according to our experience that hinder Expat Spouse employment in the host country. This is a non-scientific analysis based on opinions and experience. There are a number of studies (Permits Foundation, 2012; Silberbauer, 2015) dedicated to the topic.
Global Mobility providers and academics often research how family impacts “expatriate failure”. In my view, this is not enough. We should investigate how we can bring down the barriers to Expat Spouse employment. Why is it so difficult for Expat Spouses to find work in the host country? Here is a short analysis of the issues. Before getting too frustrated please check out our Expat Spouse Career Program Zurich Switzerland HireMeExpress.
1- Work Permit Restrictions
Finding a job is not as straightforward for many of my clients as it is in their home countries. Even if most top host locations allow Expat Spouses to work on the partner’s dependent work permit, other countries present significant restrictions to Expat Spouse employment. In fact, while some of them do not issue work permits to any Expat Spouses at all, others may present subtleties linked to marital status or they might not recognize same-sex marriages.
2- Host Language Skills
Even though the expat might work for a global company, most jobs in the host country will require host language skills. Unless you move from the UK to the USA, you often will not have the language skills required to work in the host country. It’s important that you don’t underestimate this aspect and that you start learning the local language as soon as possible, ideally before relocating. The good news is thatalmost two-thirds of employers already provide this as the main form of assistance (Permits Foundation, 2012). If there is a business need, companies generally pay for a 60-hour course also for the Expat spouse. However, 60 hours is not a lot and for working in another language a basic course will not be sufficient. There are specific job search engines that filter for English-speaking roles. If you are looking to find employment in the Swiss job market, you can look up www.englishforum.ch.
3- Recognition of University Degrees in Regulated Fields and Non-Regulated Fields
While within the EU we can assume that university degrees will be recognized due to the common job market, a Brazilian doctor cannot work in a hospital in Switzerland. We call this a “regulated profession”. In the best-case scenario, you will need to go through a considerable amount of bureaucracy to get your degree converted, and this may cost you a good amount of money. In the worst-case scenario, however, if you want to keep practicing your profession, you will have to get complementary certificates in the host country. Even in non-regulated fields and jobs it seems very hard to translate degrees and determine equivalency. Very often you need to explain what your degree and experience mean in “lay terms.”
4 – Professional Networks
Another issue is the lack of a professional network, which gives access to the untapped and informal labor market in the host country. Often you can only join professional associations when you are in a corporate role or when you have graduated in the country. Building your professional network in your host country will require time and trust. You will have to start from scratch and dedicate a considerable amount of time to this activity if you want to see good results. You will also need to understand that matters of trust and relationships are culturally different, so it’s important that you act in a culturally appropriate manner when attempting to expand your professional network.
5 – Global Mobility Policy
Only very forward-thinking global mobility and global recruiting policies address the need for support for “trailing” dual career partners. While ten years ago dual-career issues on international assignments were solved by sticking to classical Western nuclear “family” models, we now want to adhere to the needs of dual careers, patchwork families, Eastern “family” models, same-sex partners, and unmarried de-facto relationships. Visionary Global Mobility policies address various support models ranging from providing a lump sum to spousal career coaching. As an intercultural career advisor, I also work with clients who decide to start a global, transferable business so that they can follow their life partner to other locations and become location-independent. Thanks to technology I can support clients in NYC as well as in Mumbai. We also support candidates to improve their personal branding in the host market, learn to network effectively and improve their interview skills and online presentations. But it’s crucial that Global Mobility Leaders update their policies and promote spouse support services rather than pay lump sums.
6 – Intercultural Bias of Our Recruiters
Our recruiters often do not understand intercultural differences. Recruiters often don’t understand resumes from other countries and outsourcing talent specialists to HR-shared service centers has not improved the chances of “foreign” candidates in the recruitment process. Most selection methods and assessments are culturally biased. For example, in Switzerland, psychometric testing and other assessments of candidates are used to assess candidates next to interviews. Riedel (2015) shows examples where highly skilled candidates from China fell through the assessment roster in a German company because of their indirect communication style. Companies should provide training on Inclusion and Diversity in an attempt to eliminate unconscious biases and ensure all worthy candidates are being considered for global mobility. This practice is not yet spread. According to KPMG, 39% of employees surveyed aren’t aware of inclusive leadership training within their organizations.
7 – Unconscious Bias of Sending Home Sponsors
PwC issued a study in 2016 on female expatriation where it appears very obvious that a lot more women would be interested in an international assignment than the ones that are actually sent. As a matter of fact, some types of assignments (like short-term, very short-term, and fly-in and out commuter assignments) are notably more popular among women than among men. If women make up 20% only (PwC, 2016) of the internationally mobile population across all sectors, it’s probably due to the unconscious bias of the sending-home sponsors who assume a female manager is not mobile even though she might have mentioned it several times. I speak from experience. If you want to guarantee that the selection of women and other underrepresented groups is fair and objective, you need to measure the relative inclusiveness of mobility assignments and ensure policies on equal access are working. If you find out they are not working, intervene as soon as possible.
8 – Research to Measure the Impact of Dual-Career Programs
In 2012, ETH Zurich conducted extensive research with several European universities on barriers to dual careers within the EU and EFTA countries. For most companies (NetExpat & EY, 2018; Atlas World Group, 2019) the presence of dual-career couples negatively affects the decision to relocate. There’s more: the spouse’s unwillingness to move because of his or her career is the first reason for turning down relocation. After all, it’s 2020, and the increasing number of households relying on two salaries should not surprise us. While in the past, small firms were relatively less affected by spouse/partner’s employment than medium and big firms, in more recent times, the impact has been similar across company sizes. There is evidently still a lot to do in order to integrate the needs of dual-career couples in the expatriation process. If you want to keep pace with reality and stand out with a far-reaching Global Mobility policy, please keep this issue a top priority.
On the receiving end, I can report that more and more expat spouses are male. There is hope. If you want to see how all these work in practice and would like to receive a proposal from us, please drop a line to Angie Weinberger (angela@globalpeopletransitions.com). I am happy to support you!
Silberbauer, K. (2015). Benefits of dual-career support for expat spouses, International Journal of Business and Management, vol 3, no. 2. DOI: 10.20472/BM.2015.3.2.005.
Starting a business (and keeping it running) is hard work. I mean, hard! But it is all worth the time, money, and effort invested for those with a passion, a plan, and a reliable support system. It’s going to be a rollercoaster ride, though. Between the rewarding highs of seeing the spark of interest in a student’s eyes or the genuinely thankful client, you were able to help. Then, there are the lows of the stress and responsibilities that come with being an entrepreneur, and you might wonder if you did the right thing by making changes or if you are going to make it. But the freedom to focus your energy on what you have most at heart allows you to grow, live for your purpose, and live from it too!
It requires a lot of discipline, physical and mental fitness, and friends who will not leave you if you have not been in touch for more than a week. You need a life partner and family who are entirely behind your decision, and you need to be prepared to work harder than ever. After almost ten years of building and running an offline and online business with freelancers in different locations and a diverse client base, I consider myself a pro.
Finding Your Purpose as an Expat Coach
A few years back, the business was drained, and the savings were used up. I had invested in two additional courses. I was ready to give up and get a full-time job. I even said “yes” to a full-time job offer. But then “fate” kicked in. In a very relaxed moment during our first RockMeRetreat, I knew the answer was a clear “No.” I was not ready to start a full-time job in a leadership role again, where I would spend all my energy on maneuvering politics, playing the game, coaching a team, and sitting at a desk for more than six hours a day. Yes, I was very disappointed when the company told me that they wanted to hire somebody else. I was down and scared, but at the same time, I was relieved. And I knew this feeling. It was the freedom smell. Deep down inside, I knew that I would always fall back on my feet and have all the skills within me to make a living. I once again felt the fear (and did it anyway). (There’s a book about that).
Let’s help Expats Find Their Intrinsic Motivation
This post is not a pep talk on how we should leap out of our comfort zone and fight for survival daily because this adrenaline level is not suitable in the long run. We only need this kind of adrenaline in an actual emergency during a tornado or a pandemic, but not every day for years on end. A job is great. A paycheck is wonderful. A sick day is sensational. A sponsored coffee is amazing. A paid holiday is fantastic. Burnout isn’t. You probably wonder how you keep the energy drainers out of your work environment, and my advice about this is a simple one: Focus on your well-being first. Focus on that as long as you need, stop eating junk food, walk regularly, stop working after six hours, and change your routine to fit your life. Most of the issues we have at work come from our fear of not being enough. We overcompensate. You might think that you need to achieve that next level, subsequent promotion, or next salary band. Then you will have a wonderful life. But let me be honest with you: There is a price you pay for that. And this price might not be what you are looking for right now. I am in favor of abandoning many of the typical HR systems. Let us give our people the benefit of the doubt again and help them find their intrinsic motivation.
We should help them work on projects where they can thrive, help them develop client relationships they will find engaging, and above all, we should change lives. Passion is a better driver than security for entrepreneurs as employees. And if you doubt now how you can help your team get to that level, we should have a conversation. I would say first of all: Everybody still has a ton to learn in this world. Understanding that we are always learning is the first step toward growth. Many people, especially women, need help to find the confidence to move ahead. In Switzerland, many women grew up in a male-dominated environment where they learned to work more than their peers to be recognized, and when they tried to move up the ladder, and had to show their teeth. Then a manager told them that they were too aggressive and too pushy.
They started to have self-doubts and fell into a complacent state where moving up was no longer an option. I know many excellent women with the busy-bee and Aschenbroedel-syndrome. They run their departments silently in the background, while a male colleague gets the bonus and the honors. They start initiatives and get criticized. They speak out in meetings, and someone else picks up the thread, and everyone applauds the other guy.
Help Female Expats and Rainbow Talent Be Heard
We can all do our share to help them thrive. Sometimes an encouraging hug or a pep talk during lunch or a job referral might just be what they need. My team and I started helping more diverse women. We work with women from developing countries, women with more seniority, and women from minority backgrounds. Whatever their backgrounds, women with young children also face obstacles and prejudice in the labor market. Managers often assume they will miss work when their children are sick or that they will leave early. I’m ashamed to say that, but we diligently exclude certain people from the workforce here in Switzerland, depriving them of the fundamental right to work. It’s not always intentional, but we cannot always blame unconscious bias for our decisions.
Some companies forgo excellent candidates because the humans who make up that company cannot move beyond their prejudice about women (even more so if they come from developing countries, have young children, have gaps in their resume, or are LGBTQ+, or disabled). It is frequent for people with a refugee background who cannot produce the required papers and certificates for specific jobs to face many challenges when accessing the job market. People suffering from mental health problems such as depression and talents who might be on the autism spectrum or have schizophrenia face numerous barriers when searching for a job. We might not be able to create a significant groundswell today and start a revolution, BUT we can change lives, one person at a time.
“I’m on a Mission to bring the Human Touch back into Global Mobility (through Digitalization).”
Angie Weinberger preparing for a Red Couch Talk
As we delve deeper into the world of entrepreneurship, diversity, equity, and inclusion, it becomes increasingly apparent that these are not mere buzzwords but pillars of our collective future. In this extended discussion, we will explore the significance of fostering a diverse and inclusive entrepreneurial ecosystem, the challenges faced by underrepresented groups, and the strategies to overcome these obstacles.
The Power of Diversity, Equity and Inclusion
Entrepreneurship has long been considered a realm of opportunity, a space where innovative ideas can flourish, and dreams can come to life. However, the path to entrepreneurial success has not always been equally accessible to all. Historically, certain demographics, particularly women, underrepresented groups, and individuals from underprivileged backgrounds, have faced systemic barriers that hindered their entrepreneurial journey.
In recent years, there has been a growing recognition of the immense value that diversity and inclusion bring to the world of entrepreneurship. Research has consistently shown that diverse teams and founders are more likely to achieve higher financial returns, foster innovation, and solve complex problems effectively. In essence, diversity is not just a moral imperative but a strategic advantage for any entrepreneurial endeavor.
Challenges on the Road
While the benefits of diversity are evident, it’s crucial to acknowledge the unique challenges faced by underrepresented groups. These challenges range from limited access to capital and resources to biases in investment decisions. For female entrepreneurs, the gender pay gap and the scarcity of female investors further exacerbate these hurdles. Similarly, individuals with disabilities encounter obstacles in terms of physical accessibility and societal stigmatization. The lack of understanding and accommodation for mental health challenges can also deter talented individuals from pursuing entrepreneurial ventures. Moreover, women of color often face a double burden of racial and gender discrimination, making it essential to address intersectionality in discussions of diversity and inclusion.
Strategies for Inclusion
In our quest to build a more inclusive Global Mobility landscape, several strategies have emerged as effective tools for change.
Accessible Funding Opportunities: Creating funding mechanisms that are more inclusive and accessible to a broader range of entrepreneurs is paramount. This includes venture capital firms actively seeking diverse founders, crowdfunding platforms, and government initiatives that provide grants and loans to underrepresented groups.
Mentorship and Support Networks: Mentorship programs that pair experienced entrepreneurs with aspiring ones have proven to be instrumental in leveling the playing field. These relationships offer guidance, advice, and valuable connections.
Education and Training: Equipping aspiring entrepreneurs with the skills and knowledge they need to succeed is vital. Educational programs, workshops, and incubators designed for underrepresented groups can provide the necessary tools to thrive in the entrepreneurial world.
Breaking Down Biases: Addressing unconscious biases in investment decisions and workplace practices is an ongoing effort. Diversity and inclusion training, blind recruitment processes, and transparent evaluation criteria can help mitigate bias.
Policy Changes: Advocating for policy changes at local, national, and international levels is essential. These policies should promote diversity in hiring, access to education, and equitable distribution of resources.
Celebrating Success Stories: Highlighting the achievements of diverse entrepreneurs not only inspires others but also challenges stereotypes. Recognizing and celebrating these success stories is a vital part of creating a more inclusive entrepreneurial culture.
A Collective Mission for Change
In conclusion, the journey toward a more inclusive entrepreneurial landscape is a collective mission that requires the efforts of individuals, organizations, and society as a whole. It is not merely about opening doors but also about ensuring that once those doors are open, everyone has an equal opportunity to thrive. The entrepreneurial world is a dynamic and innovative space, and by embracing diversity and inclusion, we can unlock its full potential, change lives, and bring about a brighter future for all. We might not be able to create a significant groundswell today and start a revolution, BUT we can change lives, one person at a time. Join us in our mission.
Committing to diversity, equity, and inclusion in Global Mobility, we can pave the way for a more prosperous, inclusive, and innovative future, where every voice is heard, and every dream has a chance to flourish.
My Most Significant Learning in Over a Decade of Running an Expat Coach Business
“There’s always an open door.”
I started my Expat Coach Business in 2010 with a blog and officially launched two years later, leaving a well-paid career and jumping ship. I learned that there’s always an open door and that whenever I hit a wall, I needed coaching myself, and then more doors would open. This is one of the rare occasions where I spoke about my journey, and in the last few days, several clients asked me for advice on how to start an Expat Coach Business. So, I’m pulling my thoughts together. Please reach out to me for a consultation.
requires careful planning and consideration of various factors. Here are some important aspects to focus on:
1. Legal Requirements: Ensure you understand the legal requirements for setting up a business in Zurich, including registering your business, obtaining necessary permits or licenses, and complying with tax regulations. Consulting with a local business attorney or advisor can help you navigate these requirements.
2. Market Research: Conduct thorough market research to understand Zurich’s demand for expat coaching services. Identify your target audience, their needs, preferences, and the competitive landscape. This will help you tailor your services and marketing strategies effectively.
3. Cultural Understanding: Zurich has a unique business culture and customs. Understanding cultural nuances and business etiquette is crucial for building client relationships and credibility. To gain insights into the local culture, consider networking with local expat communities or joining professional organizations.
4. Language Skills: While English is widely spoken in Zurich, having proficiency in German or French can be advantageous, especially when dealing with local clients or navigating administrative processes. Consider enhancing your language skills if necessary.
5. Networking: Networking is essential for building a client base and establishing partnerships in Zurich. Attend industry events, join professional associations, and connect with fellow coaches, expats, and potential clients through online platforms or local meetups.
6. Financial Planning: Develop a solid financial plan that outlines your startup costs, projected income, and expenses. Consider office rent, marketing expenses, insurance, and professional development. It’s also essential to set pricing for your services that reflects the value you provide while remaining competitive in the market.
7. Online Presence: Establish a solid online presence through a professional website and an active presence on social media platforms. Showcase your expertise, testimonials from satisfied clients, and valuable content to attract potential clients and build credibility.
We have a series and several blog posts on how to start and improve your online presence.
8. Continued Learning and Certification: Invest in continuing education and certification programs to stay updated on the latest coaching trends and best practices. This will demonstrate your commitment to professional development and enhance your credibility as a coach.
To gain further insights and guidance specific to starting a business as an expat coach in Zurich, consider reaching out to:
– Local business incubators or entrepreneurship support organizations
– Chambers of Commerce or industry associations in Zurich
– Experienced expat coaches or entrepreneurs in Zurich for mentorship and advice
– Expatriate communities or forums where you can connect with fellow expats and exchange insights
– Professional coaches’ networks or associations for resources and support tailored to your profession
Focusing on these critical areas and seeking advice from relevant sources can help you lay a strong foundation for your expat coaching business in Zurich.
The primary difference between an expat coach and a “normal” coach (often referred to as a life coach, career coach, or executive coach) lies in their specialization and focus on addressing the unique challenges and needs of expatriates or individuals living and working abroad.
Understanding of Expatriate Challenges: An expat coach is trained and experienced in understanding the specific challenges faced by individuals who are living, working, or studying abroad. These challenges may include cultural adjustment, language barriers, homesickness, career transitions, cross-cultural relationships, and identity issues.
Global Competency: Expat coaches have a deep understanding of different cultures and cultural dynamics. They can help clients navigate cultural differences, develop cultural competence, and adapt their behavior and communication styles to thrive in a multicultural environment.
Relocation Support: Expat coaches provide support and guidance to individuals and families before, during, and after relocation. They help clients prepare for the challenges of moving to a new country, make informed decisions, and effectively manage the transition process. We often connect our clients to relocation experts and other Subject Matter Experts in Zurich so it is important to build a good network.
Career Transition and Development: Expat coaches assist clients in exploring career opportunities abroad, leveraging their skills and experiences in an international context, and overcoming career-related challenges such as job search, networking, and professional development in a new cultural environment.
Personal Development and Well-being: Expat coaches focus on their clients’ holistic well-being, addressing not only career-related concerns but also personal and emotional challenges associated with expatriate life. They help clients build resilience, cope with stress, enhance self-awareness, and develop personal growth and fulfillment strategies.
Cross-Cultural Coaching: Expat coaches provide cross-cultural coaching to help clients navigate cultural differences and develop intercultural competence. They facilitate cultural awareness, sensitivity, and effective communication across cultural boundaries.
Knowledge of International Resources: Expat coaches know of international resources, networks, and support services that can assist clients in accessing information, assistance, and community resources specific to their needs as expatriates.
While the skills and techniques used by expat coaches may overlap with those of other types of coaches, their specialization in expatriate issues and understanding of cross-cultural dynamics distinguish them from “normal” coaches. This specialization enables expat coaches to provide tailored support and guidance to individuals navigating the complexities of living and working abroad.
1 – Obtain Your Basic Training
Check with Sundae Schneider Bean if she offers Global Coach Coalition again. This course is great if you already have a basis and start a coaching practice.
Initially, you work with test and pilot clients, but you should move to paid clients as soon as someone is willing to pay you. For more practice and coaching hours, you could work with a coaching platform like EZRA and Coach Hub.
4 – Work with a Relocation Management Company (RMC) and Get Listed on Digital Global Mobility Platforms
When I started, I worked with CROWN Relocations, and you can find a Relocation Management Company (RMC) willing to work with you as a freelancer. There are also platforms such as XPATH GLOBAL, but my success in getting work through them is very limited. I’ve been on this platform for a year and have had 0 inquiries.
Keeping up to date with intercultural research is more important than being certified by a general coaching association. I subscribe to the ethical principles of the ICF and keep my competency level updated, but I am not a member (yet). This might be important for a new coach. As a German speaker on the verge of Swiss citizenship, I would probably join BSO rather than ICF. As an English speaker, the ICF may be better if you plan to move to other countries again.
The term COACH is not protected in Switzerland. Hence, you can call yourself a coach any day now. But that also leads to confusion. Quality and branding are critical, and building a business is not for the faint-hearted. It would help if you had a lot of energy and capacity. It is a full-time job in the first five to ten years, but then you might be able to work less than 50 hours. Read my accounts of the rollercoaster of starting and maintaining a startup company through the first five years. It also always helped me to have a second leg to stand on (as a subject matter expert I am teaching Global Mobility and was pulled into corporate projects during the last decade).
7 – Ask me for a consultation and coach supervision
While the skills and techniques used by expat coaches may overlap with those of other types of coaches, their specialization in expatriate issues and understanding of cross-cultural dynamics distinguish them from “normal” coaches. This specialization enables expat coaches to provide tailored support and guidance to individuals navigating the complexities of living and working abroad.
As an expat coach, my specialization lies in understanding the unique challenges faced by individuals who are living, working, or studying abroad. I am trained and experienced in helping clients navigate cultural adjustment, language barriers, homesickness, career transitions, cross-cultural relationships, and identity issues.
My deep understanding of different cultures and cultural dynamics allows me to assist clients in adapting their behavior and communication styles to thrive in a multicultural environment. I provide support and guidance to individuals and families before, during, and after relocation, helping them prepare for the challenges of moving to a new country and effectively managing the transition process.
In addition to career-related concerns, I focus on my clients’ holistic well-being, addressing the personal and emotional challenges associated with expatriate life. I help them build resilience, cope with stress, enhance self-awareness, and develop personal growth and fulfillment strategies.
I facilitate cultural awareness, sensitivity, and effective communication across cultural boundaries through cross-cultural coaching. I also provide access to international resources, networks, and support services that can assist clients in accessing information, assistance, and community resources specific to their needs as expatriates.
My specialization in expatriate issues and my understanding of cross-cultural dynamics enable me to provide tailored support and guidance to individuals navigating the complexities of living and working abroad. As a founder and experienced coach, I can also provide coach supervision and consultation on how to start a business in Zurich.
A famous Swiss supermarket had an incident where an employee in the sales area wanted to wear a head scarf, but they did not allow her to do that, so she resigned. Unfortunately, this happens to a company that promotes being open and living diversity, equity, and inclusion. I don’t see a s*** storm happening, and it seems that in Switzerland, this is acceptable, and I’m afraid I have to disagree.
In Switzerland, the land of Zwingli and Calvin, the majority religious group is Roman Catholic, with approximately 37% of the Swiss population. The reformed Evangelical community makes up 25%. 5% of the Swiss population is Muslim, mainly from the Balkans and Turkey.Around 30% of the population have no religious affiliation.
According to Wikipedia, there are approximately 20’000 Jews in Switzerland, and more than 50 percent of Jewish households reside in Zurich, Geneva, and Basel. There is also growing concern about antisemitism in Switzerland, as in many other countries in the world.
With global polarization growing, I am compelled to remind everyone how we can contribute to building a more inclusive work environment. If you haven’t yet bought “The Global Rockstar Album,” this would be an excellent first step.
How you can help Religious Minorities in Companies in Switzerland
Multinational companies in Switzerland promote an “inclusive” culture. Everyone should have the same opportunities within the company, regardless of their religious or cultural background. While I often hear that Switzerland is so intercultural because it has four different language regions and is located in the middle of Europe, I experience a different reality. In public discussions, we discuss differences but hardly touch on pragmatic solutions for helping each other get along. Here are 14 easy-to-implement ideas to make your minority employees feel more included in your workforce.
We help our clients gain confidence. We point out that Switzerland is an open country with a long history of religious freedom. That includes the freedom to not believe in anything at all. We raise the intercultural competence of the employees in the companies we work with, but we cannot reach everyone in the country. I am embarrassed when I hear stories of attacks, fear, and overt discrimination. We wish for our clients to be welcomed with open arms in everyday life and in the companies they work for, regardless of their cultural and religious backgrounds.
Since 2000, I have observed that many global companies have developed intercultural competence in their staff and managers, mainly through training and legislative minimum standards. While this is better than nothing, more is needed. In Switzerland, the current trend in diversity training is to uncover our “unconscious bias,” i.e., how our unconscious stereotypes affect our hiring and promotion decisions. We tend to like people who look like us, think like us, behave like us, and come from similar backgrounds. This is also called the “Mini-Me syndrome.”
I don’t see many corporate discussions around intercultural, interracial, and interreligious differences and commonalities. The main reason is that these differences tend to be seen as personal differences more often than cultural differences outside of intercultural training. Once there is a conflict, it is usually attributed to the individual rather than cultural background. Or the other way around: Negative judgments are attributed to cultural background rather than individual behavior. Hardly anyone I know has enough knowledge to distinguish between a stereotype and a tendency (that might not be a stereotype but true for most people with this cultural background, provided they have spent most of their lives in that cultural background).
We should encourage intercultural discussions more often. Awareness creates acceptance in a multicultural environment. In Tourism, we treat customers differently according to their cultural background. By considering a few minor but effective adjustments, companies can provide a discrimination-free environment and welcome everyone with open arms.
1) Religion is a private matter for every employee, and it should not affect their work performance. If we focus our assessments on performance rather than on person, we are on the right track.
2) Minorities might need short breaks to pray. If we use a trust-based time management system rather than strict time control, we can ensure that religious minorities have prayer time during the day.
3) In hospitals, physicians must learn gender-related rules that religious minorities must observe, especially when a man treats a woman. In case of doubt, ask the patient.
4) In tourism, we must learn what is important to clients from the United Arab Emirates or Saudi Arabia. For example, due to the ban on burqas, we might no longer be able to serve those clients in Switzerland.
5) In the police, we need to move away from stereotyping and get a clear understanding of why many young men feel overburdened with life in another culture. At the same time, their families at home depend on their financial support.
6) As therapists and other health care professionals, we need to learn how the trauma of war and being alone when you come from a collectivist cultural background might affect your psyche. We also need to understand that counseling might not be a concept in many of the home cultures of minority employees (assuming they did not grow up in Europe or the US).
7) We need to differentiate the social classes of the person we speak to. If you have an Islamic banker or a writer who has fled from Afghanistan, then you are likely to have no misunderstandings because you can communicate with both in German and English. But if you talk to a less educated colleague who has just arrived in Switzerland and does not yet speak the language well, then you will need to simplify your language and use techniques to check if he or she understands you. Avoid speaking in the child’s language and use proper German or English.
8) To better deal with cultural differences, we must train our staff members as authorities, medical assistants, personal assistants, and company receptionists. It would help if they were less judgemental and more understanding of inclusion.
9) We can get the basics right for inclusion. Muslims, Jews, Hindus, Jains, and many other religious minorities need to know what they eat and drink. You can install signs in the canteen and explain what is in the food. You can offer one vegetarian, vegan, halal, and kosher dish. It would be best if you did that anyway in a modern canteen.
10) Stop forcing anybody to drink alcohol: At the infamous Swiss Apéro, you can show which drinks contain alcohol and explain that everyone is welcome, even if they don’t like wine. You can make it a point to offer non-alcoholic cocktails and accept that people will cheer you with a glass of water (even if that is against the “Knigge”).
11) You can approve extended holidays over festivals to fly or drive home. You can adapt your company policy to give more flexibility for different religious holidays by providing a holiday budget. This is especially helpful in restaurants and other businesses with a large proportion of migrants
12) We can congratulate religious minorities on their holidays. Maintaining a global holiday calendar and working out content for your in-house communication is easy. https://www.timeanddate.com/holidays/
13) We can provide prayer and meditation rooms for our staff. This will help all staff members have quiet zones to contemplate, pray, or meditate in these hectic times. This would help all of us, and offering group meditation courses could be a well-being perk you provide in your company because you care about the well-being of all employees.
14) We can provide more internship opportunities to refugees. Many refugees cannot prove their formal qualifications and will fall through the roster of our recruitment processes. Still, we could see how they work if we provide them with more internships. An internship is an excellent way for you to learn more about an employee. We need to change our policies to offer internships to anyone (and take out the age limit). We would also help women who have a hard time returning to the workforce after a career break if we offered more inclusive internships with fewer barriers.
I hope these 14 pragmatic ideas will help you build an environment where your religious minority employees feel more included.
Joseph Shaules and Ishita Ray discuss intuition and the “feel-good fallacy.” This is a highly critical discussion of intercultural interactions and #globalcompetency. Many of us fall into this trap and think having the right attitude or mindset is sufficient to “do right by the other”. This is largely a minimizing assumption, denying embodied cultural beliefs, values, and behaviors.
Listen to the latest episode of the #DeepCulture Podcast: Cultural Intuitions and the Feel-good Fallacy to understand why. In this episode, Ishita Ray and I explore cultural intuitions–the ability to “read the air” and interpret our environment.
We have lived in a world dominated by political, economic, and environmental uncertainty for many years. However, the past three years have been exceptional and challenging for most of us. The global health crisis caused by Covid-19 has brought the planet to its knees. The pandemic impacted all aspects of life and radically changed the way we work. The world of Global Mobility will never be the same. We are beyond Global Mobility and ride into a new way of working.
Considering the impact caused by the pandemic, it does not take a fortune teller to foresee that Global Mobility Managers will have to deal with the blow of the crisis in the years to come. If you thought that one global crisis was enough, you were up for a shock in February of this year when Russia invaded Ukraine.
Geopolitical tension, including in and around China, seems more pervasive than ever. Insecurity around energy, food supplies, inflation, and other dystopian scenarios causes many anxieties and mental health issues. The Global Mobility Manager of 2022 is a crisis manager. All “crisis” cycles show that Global Mobility Managers remain incredibly resilient and constantly come up with immediate and creative solutions to face issues that arise overnight.
Imagine the difficulty of suddenly repatriating an Expat (or an Expat family) who was temporarily on holiday in a third country and remains stuck there without any other assistance. You might have to find a quick solution for someone about to go on assignment but had to postpone their departure. Their household goods are on their way to the host location. You book a serviced apartment for them in the home country.
Teams in war zones continue to work or relocate to a haven, refugees integrate into the workforce, and business travelers overstretch their stays in locations and create a tax liability.
Having handled many crises in the past, guarding the lives of Expat families has become our daily bread. We continue to bring the human touch back into Global Mobility. As I already mentioned in my book in 2019, it is more important for all of us to keep our sanity. Putting on our oxygen masks and working on our inner strength is more important than ever.
Let’s continue to build up our support gang and raise the next generation of Global Mobility Managers through an excellent education with the Global Mobility Master Course at the Erasmus University in Rotterdam. I also favor a mentor system where experienced Global Mobility Jedis foster and guide a Padawan. (Yes, I draw much inspiration from movies, books, and music.)
When you need guidance, we all have our favorite book, and I turned to my religion for advice and found a fantastic guideline for the winter to come.
EXPAT
1) I am the EXPAT, your client: You shall not have strange people before me.
Our Expat population is changing. Nowadays, an ever more diverse population is embarking on international assignments. Expats vary in cultural background, family situation, age, gender, etc. Addressing these groups’ needs in a one-size-fits-all policy is impossible. A more diverse workforce equals various individual assignees’ expectations, resulting in a proposition that might be desirable for one employee while not appealing for another. The Expat is our main client. We need to take care of their interests before we consider other parties in the process. In case of doubt, focus on people over processes (see also: Agile Manifesto).
In the AIRINC Mobility Outlook Survey 2021, 65% of respondents expect that the demand for flexibility from the business will increase. Meanwhile, 52% of the companies surveyed expect that adding more flexibility to policies is the best response to this demand, followed by 28% who think using a wider variety of policy types is the better solution. According to the Mercer 2019 Flexible Mobility Policies Survey, the most popular policy elements for which the participants introduced flexibility are family-related: housing, spousal support, child education, and home leave tickets are all items that can help improve the Expat Experience while on assignment.
2) You shall not take the name of the POLICY, your bible, in vain.
There are reasons for quoting the policy, the law, or other regulatory insights. However, this should not be your go-to-wording for anything that “is not possible.” With the crisis, we all accepted that the duty of care belongs to our role. Policies should foster the well-being of employees.
Flexible policies have prepared some companies to deal more efficiently with urgent repatriations and unforeseen mobility scenarios. Other companies adopting flexible policies have found them inapplicable and inappropriate in the context of urgency. In my view, we will move away from policies altogether and design individual packages for expats that fit like bespoke, handmade business suits.
We mentioned last year that immigration is becoming more complex, and it could be that the host country’s legislation has not kept up with modern family constructs, for example. Communication about what is possible and how we can support it is critical here. Communicate openly about longer lead times and backlogs at authorities (for example, post-BREXIT, the UK immigration process currently takes much longer than we were used to).
3) Remember to keep holy the DIGITAL DETOX DAY
Keep a “digital detox day” because your work never ends. We have constantly worked across time zones, holiday schedules, and daily demands. For your sanity and energy maintenance, getting away from all media for at least 24 hours is essential. I practice DDD but have observed with my coaching clients that the pandemic has blurred the lines between work and personal time.
Many organizations have focused on digitization, which means moving to more digital formats. Digitalization, on the other hand, means strategically shifting to digital processes and activities. The terms are often used interchangeably.
One of the biggest challenges is incorporating technology into the business to add value to the company and its employees. One positive example of digitalization is reporting assignees through an intuitive HR system and tracking assignees through security apps such as the International SOS Assistance App.
Your level of digital engagement depends on how “digitally mature” your global mobility program is. You might be just ‘exploring digital,’ using robotics to carry out simple and repetitive tasks, while others might be already ‘becoming digital’ with a formal digital strategy. You are already experiencing success where automation performs tasks humans generally handle, such as periodic emails or copying and pasting information from public or private sources. Adopting and introducing those techniques into existing processes will focus on diminishing costs, increasing productivity by improving operational efficiency, and retaining talent.
Some of the latest HR systems, Success Factors or Workday, offer essential workflow functions for international assignments. Still, they cannot yet run the entire end-to-end process with all the external vendors involved. Data needs to shift from the HR System to the vendor platform, but an integrated solution, which I call “the Holy Grail,” has yet to be invented (it exists mainly in my fantasy brain). As I filled another Excel sheet with numbers and birth dates, I kept reminding myself that this was how I started in the field in 1999. Before that, we used to calculate on paper. Robotic Process Automation (RPA) technology is another exciting use of AI in the field. We speed up transactional processes in mobility functions. Equally important is that automation can also reveal itself as crucial in reducing hierarchical thinking. Read more about bringing the Human Touch back into Global Mobility.
Human-Computer Interaction (HCI) deals with more natural ways humans and computers can work together in the future. Watch this space as it could help us in Global Mobility and reduce our stress levels again. For example, instead of sitting at a desk for 12 hours, we could work by walking outside and taking the Expat Family with us on a virtual tour of the city. Or we can use voice commands to fill out a form instead of retyping the data.
4) Honor the Expat’s Host and Home Manager (and Sponsors)
We have structured Global Mobility drivers and assignment types and integrated Global Mobility with the Talent function. We still need to bring back the Human Touch, and we especially need to align the home and host line manager’s interest in the Expat’s goals and performance criteria.
We also need to remember to nominate a sponsor so that the Expat has a home to return to and a guardian angel who watches out for their interests in the home company. You will have fewer headaches if you initially reduce the assignment length to a maximum of two years. It’s always easier to extend an assignment that works well than to “early repatriate” someone for whatever reason.
Since the 1990s, assignment types have evolved from only having long-term or short-term assignments. In the 2000s, new kinds of assignments emerged, such as the rotator, the international transfer, the globalist, and the commuter. Then, the 2010s saw the rise of business travelers, international new hires, and domestic relocations. In the present decade, we will see the assignment types evolve and diversify further with new possibilities like virtual roles, contingent workers, remote workers, and other future mobility options we have not thought about yet.
Depending on your situation, you might want to consider your primary use cases and create suitable assignment types around them. For example, we started the “Cross-Border Project Worker” type as someone who is employed in one location, lives in a second location, and might commute twice a week to a third location. European legislation now adopts the “Teleworker” as an assignment type. Be creative so you have a handle on managing or accepting our other reality of dealing with every case on a customized basis.
5) You shall not fire an EXPAT.
Have you solved the dilemma of succession planning and repatriation in your company yet? If so, I’d be interested in exchanging with you as it still seems that we are utilizing 1999 methods in recruiting and global resourcing. We should have understood that firing an Expat is never a good idea. It shows that we did not do our job well in the selection or assignment. Maybe we forgot to nominate a sponsor in the home company, or we assigned the Expats without a clear Global Mobility driver. We should make it our priority to retain our Expats in the organization.
6) You shall not solicit from your VENDORS.
As I mentioned in the Global Mobility Workbook, we need to collaborate better with all our vendors to enhance the Expat Experience (XX) further. One ground rule is that you cannot poach staff from your vendors. I would also suggest you build long-term relationships with everyone involved in the process.
You are one team at the end of the day, and the Expat and their family will feel it if you work together like a well-oiled machine instead of blaming each other when there is a break in the process. I would encourage you to search for the cracks in the “Process Porcelain” because most of the time, you can solve an issue best if you look at the process in every detail, handover, and sub-step.
7) You shall not reduce BENEFITS.
Now that companies diversify their compensation approaches, you need to dig deeper into base pay, benefits, and short-term and long-term incentives to have a more comprehensive financial understanding of the implications of an international move. It’s time to broaden your reward skills and ensure you understand compensation models, host-based compensation, and inflation rates by country. As a basic principle, try to maintain equity in the compensation approach. Balance out a lower salary than the host market by providing an additional market allowance or a benefit such as corporate housing.
Human Touch
8) You shall not bear false witness against your EXPAT.
Building a trusted relationship with your Expat and their Spouse will be a crucial success factor for any international assignment. Try to communicate openly and honestly and be transparent about your limitations. Let them know how you justify exceptions, make package decisions, offer specific benefits, and under what circumstances. Show them your “box of chocolates” and give them one to taste. We think it is too short-sighted to discuss employee experience only in the context of our work and want you to focus on enhancing the Expat Experience (XX).
The lack of Expat Spouse career opportunities is among the top five reasons assignments fail (AIRINC Mobility Outlook Survey 2021). I have written extensively about why that is and give you ideas on how you can support the Expat Spouse. Over the last ten years, I have seen no significant improvement in how we integrate and support the Expat Spouse. Only a few companies offer Expat Partner Career Support. Let’s also agree that we want to see an improvement on that front.
The climate and energy crisis will force us to rethink Global Mobility altogether. Expats want to work from anywhere in the world, and at the same time, moving furniture from Hong Kong to Singapore to New York or flying home every week might not be the best and most sustainable solution for the future. If you are serious about reducing the carbon footprint, you must incentivize environmentally friendly solutions in favor of the “classical approach.” For example, you could pay for storage rather than moving household goods. You could support rental furniture instead of giving an allowance for buying new furniture. You could pay for train travel instead of flights within a certain distance.
We will need to give up our resistance to work from anywhere (WFA), workations, and other virtual assignments, which means that employees can also work in a third country of choice (not the home country or the location benefiting from the task performed). This possibility enables Expats to become digital nomads, no longer bound to a specific location. Implementing more Virtual Assignments also means acknowledging and accepting that working arrangements are changing fast in response to technology, generational changes, and sudden business disruptions.
Of course, there are limits to this as well. The most obvious is that not all jobs are remote, which is also one of the reasons why virtual Mobility will not replace traditional Mobility. Tax and compliance issues can pose a risk, too. The company having no existing operations and not wishing to have a permanent establishment where the employee would like to be based can be another possible barrier to Virtual Assignments. Some organizations are also concerned that Virtual Assignments could hinder company culture and teamwork, with the risk of the employee feeling like a perpetual outsider.
Moving jobs to people instead of moving people to jobs will not substitute the traditional way of thinking about Global Mobility. Still, it is another tool companies can use in their global operations. We live in an era where recruitment should be location-independent.
As organizations gradually embrace best practices to manage a distributed international workforce, it will be essential for Global Mobility teams to adapt to a new way of thinking and learn to implement Virtual Assignments successfully. Also, the Global Employment Company adage will have a rebirth like the latest 80ies fashion.
I wish you, Global Mobility Managers, great success in implementing our decalogue and making it the cornerstone of your department’s policy for future years.
Kind regards Angie Weinberger
PS: You can always contact me via all my platforms, such as LinkedIn and good old bottle posts, or you can read my weekly brain dump (The Global People Club Sandwich). If you wish to bulk order any of my publications, it’s also best to contact me directly.
Hauri, D., Eisenhut, P., and Lorenz T. (2016). „Knacknuss Wachstum und Zuwanderung: Hintergründe und Zusammenhänge.” Stiftung Zukunft.li. Retrieved 28 May, 2020, from Knacknuss Wachstum und Zuwanderung
Hershbein, B. and Khan, L. B. (2018). ‘Do Recessions Accelerate Routine-Biased Technological Change? Evidence from Vacancy Postings.’ American Economic Review. Vol. 108, no. 7, pp. 1737-72. Retrieved May 27, 2020, from https://www.aeaweb.org/articles?id=10.1257/aer.20161570
7 – Ask me for a consultation and coach supervision
2) You shall not take the name of the POLICY, your bible, in vain.
3) Remember to keep holy the DIGITAL DETOX DAY
4) Honor the Expat’s Host and Home Manager (and Sponsors)
5) You shall not fire an EXPAT.
6) You shall not solicit from your VENDORS.
7) You shall not reduce BENEFITS.
