amrop bk pap€œjust as the us workforce is browning with the addition of foreign talent, india is...
TRANSCRIPT
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�2� �P�M
“Just as the US workforce is browning with the addition of foreign talent, India is slowly creaming as foreigners increasingly seek opportunities in the world's largest democracy.”
Foreword
As India seeks to develop its global business
aspirations, the role of expatriates in those efforts is
likely to grow. Some of the reasons have to do with
cultural issues peculiar to India; other reasons spring
from more general causes related to human resources
in a globalizing world. And still others may be traced to
the global recession, which provides an extraordinary
opportunity to tap knowledge workers from around the
world.
India stands to benefit from these circumstances.
Expatriates can offer Indian firms a great
deal—specialized knowledge, experience of running
large multinational enterprises, cultural diversity that
spurs innovation. In other words, they offer the “know-
how, the know-who, and the know-what” that would be
very difficult, if not impossible, for Indian businesses to
replicate effectively. Just as the US workforce is
“browning” with the addition of foreign talent, so too do
we see the trend that India is slowly “creaming” as
foreigners increasingly seek opportunities in the world's
largest democracy.
While these clear benefits offer much promise for India's
global ambitions, there are potential hurdles to address.
With an influx of non-Indian talent, cultural frictions can
arise - on both sides. For instance, there may be
fundamental differences on even basic frameworks,
such as time punctuality. Then too there are
considerations of building self-credibility, a “personal
brand.” if you like, that is associated with promises that
one makes - and delivers on. Similarly, there will be
broader challenges as both native and non-native
professionals learn how to interact with one another to
by Dipak C. Jain, PhDDean Emeritus, Kellogg School of Management,
Northwestern University, Evanston, Illinois, USA
get the optimal “cross-pollination” of ideas and
practices. If the foreign executive is viewed as a
meddlesome or presumptuous “big brother” seeking to
“boss” the Indian team, some members of that team
may try to undermine the authority of the expatriate in
ways that, ultimately, risk hurting the organization.
To safeguard against such challenges, companies that
look to expatriate leaders should be prepared to offer
the organizational infrastructure to support those
people when they arrive in-country. The Indian
companies must consider creating an “executive host”
or a “host team” whose duties include ensuring a
smooth integration between the foreign professional(s)
and the organization. Importantly, there must be a top-
down commitment to such efforts, meaning that the
company's senior leaders should play an instrumental
role, rather than relegating the project to the human
resources department. Helping expatriates make this
transition easier is India's cultural “DNA,” which
historically has been one of easy adaptability,
hospitality, and overall warmth toward foreign guests.
In today's competitive global marketplace, the
difference between the best and the rest often comes
down to superior thought leadership, coupled with
exemplary execution. Finding the best talent to achieve
those goals requires Indian companies to take a global
perspective as they seek the fresh insights that will
drive breakthrough success in the coming years.
Amrop's research to study, debate and develop this
body of thought is well timed.
i
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�6� �P�M
“Just as the US workforce is browning with the addition of foreign talent, India is slowly creaming as foreigners increasingly seek opportunities in the world's largest democracy.”
Foreword
As India seeks to develop its global business
aspirations, the role of expatriates in those efforts is
likely to grow. Some of the reasons have to do with
cultural issues peculiar to India; other reasons spring
from more general causes related to human resources
in a globalizing world. And still others may be traced to
the global recession, which provides an extraordinary
opportunity to tap knowledge workers from around the
world.
India stands to benefit from these circumstances.
Expatriates can offer Indian firms a great
deal—specialized knowledge, experience of running
large multinational enterprises, cultural diversity that
spurs innovation. In other words, they offer the “know-
how, the know-who, and the know-what” that would be
very difficult, if not impossible, for Indian businesses to
replicate effectively. Just as the US workforce is
“browning” with the addition of foreign talent, so too do
we see the trend that India is slowly “creaming” as
foreigners increasingly seek opportunities in the world's
largest democracy.
While these clear benefits offer much promise for India's
global ambitions, there are potential hurdles to address.
With an influx of non-Indian talent, cultural frictions can
arise - on both sides. For instance, there may be
fundamental differences on even basic frameworks,
such as time punctuality. Then too there are
considerations of building self-credibility, a “personal
brand.” if you like, that is associated with promises that
one makes - and delivers on. Similarly, there will be
broader challenges as both native and non-native
professionals learn how to interact with one another to
by Dipak C. Jain, PhDDean Emeritus, Kellogg School of Management,
Northwestern University, Evanston, Illinois, USA
get the optimal “cross-pollination” of ideas and
practices. If the foreign executive is viewed as a
meddlesome or presumptuous “big brother” seeking to
“boss” the Indian team, some members of that team
may try to undermine the authority of the expatriate in
ways that, ultimately, risk hurting the organization.
To safeguard against such challenges, companies that
look to expatriate leaders should be prepared to offer
the organizational infrastructure to support those
people when they arrive in-country. The Indian
companies must consider creating an “executive host”
or a “host team” whose duties include ensuring a
smooth integration between the foreign professional(s)
and the organization. Importantly, there must be a top-
down commitment to such efforts, meaning that the
company's senior leaders should play an instrumental
role, rather than relegating the project to the human
resources department. Helping expatriates make this
transition easier is India's cultural “DNA,” which
historically has been one of easy adaptability,
hospitality, and overall warmth toward foreign guests.
In today's competitive global marketplace, the
difference between the best and the rest often comes
down to superior thought leadership, coupled with
exemplary execution. Finding the best talent to achieve
those goals requires Indian companies to take a global
perspective as they seek the fresh insights that will
drive breakthrough success in the coming years.
Amrop's research to study, debate and develop this
body of thought is well timed.
i
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
About the study
iii
Over a decade ago Amrop and the Harvard business school first published its study titled “The International Executive”
and provided pointers to global organisations on how a cadre of internationally adept executives might be developed.
India is now on a path of rapid growth and we are delighted to publish another first of its kind “To be or Not to Be”;
Expatriates in Indian Companies”.
In this study the term Expatriate refers to a person of non-Indian origin, but working and residing in India. On the other
hand the term Repatriate refers to a person of Indian origin who has returned to India for work after having spent some
or most part of his professional career outside India.
This research has unique depth as conclusions and insights are drawn from a diverse group of senior executives, with
their own unique personal experiences on the subject. It establishes that there an increase in willingness to look
beyond India and native Indians – that goes well beyond the obvious advantage of skills and ability. But many appear
less prepared to accept the wider benefits and hence experience lower value. The expatriates also appear less
prepared for this adaptation which at times is complex.
The drivers of expatriate attraction themselves are not without surprise and suggest possibilities that are promising.
The research has given body to debates such as the question of “who is better” . Expatriates or Repatriates. The
answers challenge many past mind sets and while for many Indian organisations “Repatriates” are a preferred choice
when seeking global talent, the research establishes that their fitment can be full of strife.
Best practices and suggested approaches have been put together that provide a framework for reaching a successful
balance. Incorporating other research work from Amrop, the study also recommends Indian companies to build a cadre
of international executives through a sustained long term approach to globalization of internal talent. In a small but
relevant way, the role of the Government has been debated and parallels drawn with other countries.
The key message for Indian companies being – prepare, support and enable fitment. While for expatriates, they need
to focus on adaptability and demonstrate value and not simply rest on past laurels.
At many places in the study percentages have been calculated basis comments by respondents. Given the nature of
this quantitative study, these percentages may not be truly generalized.
The study is gender neutral and 'she' or 'he' is used for the ease of language and will always mean both
together.
Acknowledgments
We are indeed grateful to Prof. Dr Jagdeep S. Chhokar for leading the thought and work on his study. His
discussions with the participants were greatly appreciated for their candour and the insightful debates that
ensued. Prof. Chhokar completed his PhD from the Louisiana State University, USA and after an illustrious
career retired as the Dean and Director In-Charge at the Indian Institute of Management, Ahmedabad. He
now lives in Delhi.
He was ably assisted by Assistant Professor Rajiv Kumar who at this time is the Assistant Professor at the
Indian Institute of Management, Calcutta. We remain grateful for the energy and time that he brought to
this effort.
We would like to put on record our gratitude to Ms NG Siew Kiang currently the Executive Director at
Contact Singapore, which is an alliance of the Singapore Economic Development Board and the Ministry of
Manpower – dedicated to attracting global talent to work, invest and live in Singapore. Contact Singapore
has offices in Asia Pacific, Europe and North America. Her views provide insights on “what can be” and are
relevant to the growth that India pursues for there is little doubt that as the nation integrates into the global
economy its leadership will also integrate with global talent.
This study would hardly have been possible without the time provided by the participants, often during
schedules that were busy.
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
About the study
iii
Over a decade ago Amrop and the Harvard business school first published its study titled “The International Executive”
and provided pointers to global organisations on how a cadre of internationally adept executives might be developed.
India is now on a path of rapid growth and we are delighted to publish another first of its kind “To be or Not to Be”;
Expatriates in Indian Companies”.
In this study the term Expatriate refers to a person of non-Indian origin, but working and residing in India. On the other
hand the term Repatriate refers to a person of Indian origin who has returned to India for work after having spent some
or most part of his professional career outside India.
This research has unique depth as conclusions and insights are drawn from a diverse group of senior executives, with
their own unique personal experiences on the subject. It establishes that there an increase in willingness to look
beyond India and native Indians – that goes well beyond the obvious advantage of skills and ability. But many appear
less prepared to accept the wider benefits and hence experience lower value. The expatriates also appear less
prepared for this adaptation which at times is complex.
The drivers of expatriate attraction themselves are not without surprise and suggest possibilities that are promising.
The research has given body to debates such as the question of “who is better” . Expatriates or Repatriates. The
answers challenge many past mind sets and while for many Indian organisations “Repatriates” are a preferred choice
when seeking global talent, the research establishes that their fitment can be full of strife.
Best practices and suggested approaches have been put together that provide a framework for reaching a successful
balance. Incorporating other research work from Amrop, the study also recommends Indian companies to build a cadre
of international executives through a sustained long term approach to globalization of internal talent. In a small but
relevant way, the role of the Government has been debated and parallels drawn with other countries.
The key message for Indian companies being – prepare, support and enable fitment. While for expatriates, they need
to focus on adaptability and demonstrate value and not simply rest on past laurels.
At many places in the study percentages have been calculated basis comments by respondents. Given the nature of
this quantitative study, these percentages may not be truly generalized.
The study is gender neutral and 'she' or 'he' is used for the ease of language and will always mean both
together.
Acknowledgments
We are indeed grateful to Prof. Dr Jagdeep S. Chhokar for leading the thought and work on his study. His
discussions with the participants were greatly appreciated for their candour and the insightful debates that
ensued. Prof. Chhokar completed his PhD from the Louisiana State University, USA and after an illustrious
career retired as the Dean and Director In-Charge at the Indian Institute of Management, Ahmedabad. He
now lives in Delhi.
He was ably assisted by Assistant Professor Rajiv Kumar who at this time is the Assistant Professor at the
Indian Institute of Management, Calcutta. We remain grateful for the energy and time that he brought to
this effort.
We would like to put on record our gratitude to Ms NG Siew Kiang currently the Executive Director at
Contact Singapore, which is an alliance of the Singapore Economic Development Board and the Ministry of
Manpower – dedicated to attracting global talent to work, invest and live in Singapore. Contact Singapore
has offices in Asia Pacific, Europe and North America. Her views provide insights on “what can be” and are
relevant to the growth that India pursues for there is little doubt that as the nation integrates into the global
economy its leadership will also integrate with global talent.
This study would hardly have been possible without the time provided by the participants, often during
schedules that were busy.
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
Some of ourStudy Participants
Avantha Group
Sanmar Germany
Bharti Airtel
Aditya Birla Group
Bharti Airtel
ex- Tata Power
Bharti Enterprises
Amrop Mexico
Crompton Greaves
Forward Group
Cemex Mexico
Muruguppa Group
Sanmar Group
Bharti Airtel
Ashwini Gupta
Betram Kawalath
Carol Borghese
David Von Platon
Don Price
Gerry Grove White
Inder Walia
Jose Carillo
Kelly Martin
Liam Donnelley
Luiz Hernandez
M M Murrugappan
M N Radhakrishnan
Manoj Kohli
N Sankar
N Srinath
Nilanjan Shome
Peter Vinall
Raju Narisetti
Russel Burman
Santrupt Misra
Shailendra Jain
Subhash Chandra
Sudhir Trehan
Dr. Thomas Duckers
Ulrich Dade
Vasantha Anagamuthu
Yavar Dhala
Sanmar Group
Tata Communications
HT Media
Ex - Aditya Birla Group
HT Media
Aditya Birla Retail
Aditya Birla Group
Grasim Industries
Essel Group
Crompton Greaves
Ex-Bharat Forge
Amrop Germany
HT Media
Forward Group
The equation of demand and supply
Hiring and engaging effectively
“Fitting in” to deliver the value proposition
Best practices that drive success
Other experiences and considerations
Contents
v
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
Some of ourStudy Participants
Avantha Group
Sanmar Germany
Bharti Airtel
Aditya Birla Group
Bharti Airtel
ex- Tata Power
Bharti Enterprises
Amrop Mexico
Crompton Greaves
Forward Group
Cemex Mexico
Muruguppa Group
Sanmar Group
Bharti Airtel
Ashwini Gupta
Betram Kawalath
Carol Borghese
David Von Platon
Don Price
Gerry Grove White
Inder Walia
Jose Carillo
Kelly Martin
Liam Donnelley
Luiz Hernandez
M M Murrugappan
M N Radhakrishnan
Manoj Kohli
N Sankar
N Srinath
Nilanjan Shome
Peter Vinall
Raju Narisetti
Russel Burman
Santrupt Misra
Shailendra Jain
Subhash Chandra
Sudhir Trehan
Dr. Thomas Duckers
Ulrich Dade
Vasantha Anagamuthu
Yavar Dhala
Sanmar Group
Tata Communications
HT Media
Ex - Aditya Birla Group
HT Media
Aditya Birla Retail
Aditya Birla Group
Grasim Industries
Essel Group
Crompton Greaves
Ex-Bharat Forge
Amrop Germany
HT Media
Forward Group
The equation of demand and supply
Hiring and engaging effectively
“Fitting in” to deliver the value proposition
Best practices that drive success
Other experiences and considerations
Contents
v
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
The equation of demand and supply
Are Indian companies seeking to create
multicultural organizations ?
Indian companies are open to inducting expatriate
talent but The Drivers of this demand are revealing.
The “Uniqueness” of the India experience is at the
centre of this challenge and impacts the availability
and attraction of expatriates.
While the question is logical it is perhaps little bit early.
Even then the value proposition of expatriates working
in Indian companies is overwhelmingly established – all
sides articulate an opportunity for a win-win relationship.
There is increasing intolerance for a sub-optimal
performance culture, and a willingness to go across
borders in order to find right leaders to catalyse
superior performance. There is need for bringing in
superior knowledge and skills with a goal of improving
competitive ability.
Demand for Expatriate leaders is driven by the needs of
Indian companies seeking a step change in their
competitive performance through the expertise &
leadership culture that expatriates bring. The context of
these needs can be varied -
nFaster development of Sunrise Industries
nGlobal business expansion
nGlobal Integration and Excellence
nM&A residues and business models.
While attracted by the furious growth of our economy
and the chance for a rich and diverse experience,
Summary
“It is now fashionable to work in India and on the flip side, there are those who find the India story far-fetched. While the jury is still out, there is a promise of value to all.”
expatriates can be daunted by the state of Indian
infrastructure. Even then this “attraction” is positively
influenced by considerations such as
nThe Brand and Quality of the Indian Company
nAbility to have larger impact on business than
narrower role definitions
nThe role content itself which can be very challenging
nIndia like experience in other markets around the
world
nThe decline of several industries in world markets.
While most companies admitted to the need for
expatriate talent, the level of enthusiasm was varied.
Comments from three leading Chief Executives reveal
the simplicity of this equation:
“Indian business needs talent. Whether that
talent is an expatriate or an Indian does not
matter.”
“We have to look at human resource in its
entirety and what is available and what is
needed, irrespective of whether that talent
is Indian, American, Czech, or German.”
“If companies in India need to be global, they
will need expatriate talent.”
A profound outcome is that the definition of the
“right leadership talent” is undergoing a perceptible
shift.
2
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
The equation of demand and supply
Are Indian companies seeking to create
multicultural organizations ?
Indian companies are open to inducting expatriate
talent but The Drivers of this demand are revealing.
The “Uniqueness” of the India experience is at the
centre of this challenge and impacts the availability
and attraction of expatriates.
While the question is logical it is perhaps little bit early.
Even then the value proposition of expatriates working
in Indian companies is overwhelmingly established – all
sides articulate an opportunity for a win-win relationship.
There is increasing intolerance for a sub-optimal
performance culture, and a willingness to go across
borders in order to find right leaders to catalyse
superior performance. There is need for bringing in
superior knowledge and skills with a goal of improving
competitive ability.
Demand for Expatriate leaders is driven by the needs of
Indian companies seeking a step change in their
competitive performance through the expertise &
leadership culture that expatriates bring. The context of
these needs can be varied -
nFaster development of Sunrise Industries
nGlobal business expansion
nGlobal Integration and Excellence
nM&A residues and business models.
While attracted by the furious growth of our economy
and the chance for a rich and diverse experience,
Summary
“It is now fashionable to work in India and on the flip side, there are those who find the India story far-fetched. While the jury is still out, there is a promise of value to all.”
expatriates can be daunted by the state of Indian
infrastructure. Even then this “attraction” is positively
influenced by considerations such as
nThe Brand and Quality of the Indian Company
nAbility to have larger impact on business than
narrower role definitions
nThe role content itself which can be very challenging
nIndia like experience in other markets around the
world
nThe decline of several industries in world markets.
While most companies admitted to the need for
expatriate talent, the level of enthusiasm was varied.
Comments from three leading Chief Executives reveal
the simplicity of this equation:
“Indian business needs talent. Whether that
talent is an expatriate or an Indian does not
matter.”
“We have to look at human resource in its
entirety and what is available and what is
needed, irrespective of whether that talent
is Indian, American, Czech, or German.”
“If companies in India need to be global, they
will need expatriate talent.”
A profound outcome is that the definition of the
“right leadership talent” is undergoing a perceptible
shift.
2
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
Aspirations of growth and competitive ability through
global excellence are the two fundamental drivers for
Indian companies to hire expatriates.
The emergence of new industries in the country such as
organized retail as well as the rapid development of
others such as new media, aviation provides a platform
for the induction of expatriate leaders. For such
industries a good learning and performance curve
already exists in other parts of the world. It makes
sense to tap into the expertise of people from these
industries globally though sensitivity to their current
business models is recommended.
As the chairman of a leading media company pointed
out: “Despite having the largest film industry, the live
entertainment segment has not been developed as
much because we have neither adequate technology
nor the human capital”.
As Indian companies expand worldwide, demand is
fuelled by the desire to 'localize' their global
subsidiaries - acknowledging that unique knowledge
and local familiarity of foreign markets is key to
success. However drivers such as their commitment
and implementation skills often remain hidden.
Expatriates are seen to bring ready expertise to
increase the speed of development of
underdeveloped as well as sunrise industries.
Expatriates are seen to bring immediate value in
other “select” domain areas, which lack local
leadership talent even when the industry is not new.
Global Business Expansion fuels demand for
expatriates.
The equation of demand and supply
What drives demand?
70% Expatriates bring ready expertise
16% Global business expansion
14% Global integration and excellence
Leading Factors that influence demand
0% Leadership Skills
70%
16%14%
Says one CEO, “I have an expatriate controlling the
quality of 36 plants on three continents. I would not
have been able to achieve global quality without him”.
Integration challenges emerge consequent to global
M&A as organizations acquire a multi-national
workforce which in some cases exceeds 30% of the
total. To manage such situations a demand for
expatriate managers is emerging, even though they
may be located on foreign shores.
Indian companies rarely seek, expatriate talent for
leadership and people skills. However during hiring a
negative perception around these becomes a cause for
rejection. As India develops further we expect this to be
to an important driver in the pursuit of superior talent.
Merger & Acquisition particularly International
acquisitions have brought foreign talent into Indian
companies.
Most of the emerging drivers are ‘hard’ in nature
and aspects such as leadership & people
management are conspicuous by their absence.
So, is India a favoured destination for global talent?
There is wide belief that this would be stretching the
truth.
India or “India-like” experience becomes a key
driver of attraction for expatriates
The growth story of many Indian Companies drives
positive perceptions to be in a role with much larger
and sometimes with unprecedented scale.
While obstacles must be overcome, attractions appear
as well. The “India story” lies centre stage but its
articulation is fraught with ambiguity often even within
an organization.
An expatriate remarked “Enough homework has not
been done and a clear 'balance sheet' of positives and
negatives not articulated leading to uncomfortable
surprises”.
(referring to
developing, culturally or language complex nations)
Such leaders feel a “connect” of sorts and consequently
posses a superior ability to deal with the issues that are
inherent to the India move.
An Amrop German partner with significant India
familiarity pointed out: “When hiring for an Indian
company, we look for International exposure to
countries like China and Brazil. They, then appreciate
what we are taking about.”.
To illustrate the point, an expatriate hired for his special
knowledge of an industry handled a scale almost 30
times higher than his last job, described value to himself
as 'an unparalleled exposure'. In addition he enjoys a
derived benefit of international recognition, thereby
raising his own profile.
The equation ofdemand and supply
11% Quality of Indian companies
14% Declining overseas industries
17% Challenging role content
29% Larger playing field
29% India or India like experience
What influences attraction?
14%
11%29%
29%
17%
Factors that impact attraction for India
This translates into a richer and differentiated
experience for expatriates. Revealed are the sometimes
hidden attractions for some expatriates who see
potential global recognition by her/his association with
such companies.
An expatriate R&D leader working in India remarked
“ I would get to experience the tremendous challenge of
a new design project which could impact the global
market and in my opinion will change the game around
the world”.
Quality of their own company remains a blind side for
many hiring companies while others are unprepared to
articulate it. For example - a recent growth story to a
new business model yet unseen, challenging vision, top
management.
Many examples of such industries were debated that
provide a pool of talent - manufacturing, automotive, etc.
A challenging business agenda often drives an
attractive role content.
Many are attracted to the Quality of Indian
Companies
Declining overseas industries, for some, are an
important attraction to Indian companies.
4
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�7� �P�M
Aspirations of growth and competitive ability through
global excellence are the two fundamental drivers for
Indian companies to hire expatriates.
The emergence of new industries in the country such as
organized retail as well as the rapid development of
others such as new media, aviation provides a platform
for the induction of expatriate leaders. For such
industries a good learning and performance curve
already exists in other parts of the world. It makes
sense to tap into the expertise of people from these
industries globally though sensitivity to their current
business models is recommended.
As the chairman of a leading media company pointed
out: “Despite having the largest film industry, the live
entertainment segment has not been developed as
much because we have neither adequate technology
nor the human capital”.
As Indian companies expand worldwide, demand is
fuelled by the desire to 'localize' their global
subsidiaries - acknowledging that unique knowledge
and local familiarity of foreign markets is key to
success. However drivers such as their commitment
and implementation skills often remain hidden.
Expatriates are seen to bring ready expertise to
increase the speed of development of
underdeveloped as well as sunrise industries.
Expatriates are seen to bring immediate value in
other “select” domain areas, which lack local
leadership talent even when the industry is not new.
Global Business Expansion fuels demand for
expatriates.
The equation of demand and supply
What drives demand?
70% Expatriates bring ready expertise
16% Global business expansion
14% Global integration and excellence
Leading Factors that influence demand
0% Leadership Skills
70%
16%14%
Says one CEO, “I have an expatriate controlling the
quality of 36 plants on three continents. I would not
have been able to achieve global quality without him”.
Integration challenges emerge consequent to global
M&A as organizations acquire a multi-national
workforce which in some cases exceeds 30% of the
total. To manage such situations a demand for
expatriate managers is emerging, even though they
may be located on foreign shores.
Indian companies rarely seek, expatriate talent for
leadership and people skills. However during hiring a
negative perception around these becomes a cause for
rejection. As India develops further we expect this to be
to an important driver in the pursuit of superior talent.
Merger & Acquisition particularly International
acquisitions have brought foreign talent into Indian
companies.
Most of the emerging drivers are ‘hard’ in nature
and aspects such as leadership & people
management are conspicuous by their absence.
So, is India a favoured destination for global talent?
There is wide belief that this would be stretching the
truth.
India or “India-like” experience becomes a key
driver of attraction for expatriates
The growth story of many Indian Companies drives
positive perceptions to be in a role with much larger
and sometimes with unprecedented scale.
While obstacles must be overcome, attractions appear
as well. The “India story” lies centre stage but its
articulation is fraught with ambiguity often even within
an organization.
An expatriate remarked “Enough homework has not
been done and a clear 'balance sheet' of positives and
negatives not articulated leading to uncomfortable
surprises”.
(referring to
developing, culturally or language complex nations)
Such leaders feel a “connect” of sorts and consequently
posses a superior ability to deal with the issues that are
inherent to the India move.
An Amrop German partner with significant India
familiarity pointed out: “When hiring for an Indian
company, we look for International exposure to
countries like China and Brazil. They, then appreciate
what we are taking about.”.
To illustrate the point, an expatriate hired for his special
knowledge of an industry handled a scale almost 30
times higher than his last job, described value to himself
as 'an unparalleled exposure'. In addition he enjoys a
derived benefit of international recognition, thereby
raising his own profile.
The equation ofdemand and supply
11% Quality of Indian companies
14% Declining overseas industries
17% Challenging role content
29% Larger playing field
29% India or India like experience
What influences attraction?
14%
11%29%
29%
17%
Factors that impact attraction for India
This translates into a richer and differentiated
experience for expatriates. Revealed are the sometimes
hidden attractions for some expatriates who see
potential global recognition by her/his association with
such companies.
An expatriate R&D leader working in India remarked
“ I would get to experience the tremendous challenge of
a new design project which could impact the global
market and in my opinion will change the game around
the world”.
Quality of their own company remains a blind side for
many hiring companies while others are unprepared to
articulate it. For example - a recent growth story to a
new business model yet unseen, challenging vision, top
management.
Many examples of such industries were debated that
provide a pool of talent - manufacturing, automotive, etc.
A challenging business agenda often drives an
attractive role content.
Many are attracted to the Quality of Indian
Companies
Declining overseas industries, for some, are an
important attraction to Indian companies.
4
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respond to language and to a face that looks like our
own, often throwing caution to the wind in that pursuit”.
This research suggests a few factors that will require
consideration leading to better decision making, such
as:
nThe design of the hiring process that is relevant for
each induction and not a master process that will
work for everything
nA diagnostic approach can add significant value and
must be a prelude to action.
nIndia could stress the person but could stress the
family even more.
nDebating basic and often taken for granted
processes during the hiring phase can cause fatigue
to those involved.
Indian companies desire to hire expatriates but
many are not prepared to proceed along that path
and for some a poor outcome often leads them to
throw the baby out with the water.“When we hire globally it amazes me how werespond to a language we understand and to a face that looks just like our own, often throwing caution to the wind.”
Summary
Hiring and engaging effectively
Two Questions are paramount in the decision to hire
an expatriate. “Is an expatriate needed in this job ?”
and if yes “Is he needed in this situation, today ?”
These questions suggest a deeper evaluation of the
‘need’ is required; an analysis that goes beyond the
obvious into aspects that might impact attraction or the
choice of the person. While the questions are important
even more important is the one least asked “ Who
should be the participants to this discussion”. Many a
times a poor choice of participants have compromised
the outcome.
The importance of 'who' might be involved in these
discussions is lost quickly as the discussion itself gets
embroiled into many other debates, perhaps the most
heated being that of the eternal divide between opting
for a “Repatriate or an Expatriate”. (repatriate refers to
a person of Indian origin returning to India after many
years or even with no India experience). We find that
hiring of Indian repatriates has its own tricky issues and
does not deserve the ease with which it achieves
“preferred” status in many an organization.
As one CEO put it rather directly “It amazes me how we
6
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�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
respond to language and to a face that looks like our
own, often throwing caution to the wind in that pursuit”.
This research suggests a few factors that will require
consideration leading to better decision making, such
as:
nThe design of the hiring process that is relevant for
each induction and not a master process that will
work for everything
nA diagnostic approach can add significant value and
must be a prelude to action.
nIndia could stress the person but could stress the
family even more.
nDebating basic and often taken for granted
processes during the hiring phase can cause fatigue
to those involved.
Indian companies desire to hire expatriates but
many are not prepared to proceed along that path
and for some a poor outcome often leads them to
throw the baby out with the water.“When we hire globally it amazes me how werespond to a language we understand and to a face that looks just like our own, often throwing caution to the wind.”
Summary
Hiring and engaging effectively
Two Questions are paramount in the decision to hire
an expatriate. “Is an expatriate needed in this job ?”
and if yes “Is he needed in this situation, today ?”
These questions suggest a deeper evaluation of the
‘need’ is required; an analysis that goes beyond the
obvious into aspects that might impact attraction or the
choice of the person. While the questions are important
even more important is the one least asked “ Who
should be the participants to this discussion”. Many a
times a poor choice of participants have compromised
the outcome.
The importance of 'who' might be involved in these
discussions is lost quickly as the discussion itself gets
embroiled into many other debates, perhaps the most
heated being that of the eternal divide between opting
for a “Repatriate or an Expatriate”. (repatriate refers to
a person of Indian origin returning to India after many
years or even with no India experience). We find that
hiring of Indian repatriates has its own tricky issues and
does not deserve the ease with which it achieves
“preferred” status in many an organization.
As one CEO put it rather directly “It amazes me how we
6
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
expectation the expatriate himself or herself develops a
poorer perception of his or her own performance.
In most cases expatriates were paid higher than their
local peers. This complicates the situation and creates
challenges of negative team perceptions; unless
managed by clear communication it has an adverse
effect. Keep in mind that who participates in the debate
on an expatriate induction is as important as debating
how the induction may be managed.
First to accept an offer to work here and then to actually
settle down and relocate family – often becomes an
insurmountable problem. Throughout the process of
hiring, new challenges will emerge and those who do
well are ones who are not exasperated by a subject
reappearing often.
The good news is that most companies are sensitive
towards this but an organized approach seems lacking.
Processes and systems are under developed and even
with those with experience, often relegate it to a level of
unjustified simplicity. Interestingly, the families of
returning Indians seem to have equal or more problems
adjusting to India than those of expatriates.
As a CEO says, “I want to be sure the expatriate and
his/her family is culturally adaptable and is supported in
that endeavour. You can have the finest people, but if
they are unhappy and dissatisfied because their families
are not here it tends to impact their work. I'd be very
concerned if that happens.”
A hurdle that is often the first as well as the last will
be that of family adjustment.
Hiring and engaging effectively
Comparative importance of factors
Indian InfrastructureCompensationRelocation
Family Adjustment
70%
43%
12%
31%
5%9%
Expatriates
Indian Companies
9%
21%
“Is an expatriate needed for this job and in this
situation, now?” Caution is advised in reaching
conclusion by thorough an examination of this
question before embarking on the journey.
A focus on what is important will keep the discussion on
an even keel. The Value Proposition of the Expatriate
needs to be forecasted and well understood. Lack of
an effort to answer this question leads to a serious
mismatch of aspirations and delivered value between
the expatriate and the Indian company. It leaves many
perplexed as the mismatch is rarely traced to this point
where it really originates.
Our research reveals that the fitment of Expatriates
is superior in technical and expertise roles.
This, coupled with their ability to keep to delivery
schedules, makes foreign nationals a first choice in
roles related to technology, engineering and
manufacturing. At the same time those organizations
which paid little heed to the whole package including
leadership style and team relationships, suffered.
Even for business leadership roles, the value
proposition continues to be centred significantly on
advanced knowledge and capability in a particular
industry.
Many examples can be found in new industry verticals -
for example, CEO of a new airline when almost no
relevant executive talent exists in India; Companies
that understand this value beyond the limited view of
sector expertise will do better.
Hiring and engaging effectively
Factors that will influence hiring
A well structured and patient hiring process
conducted with depth & candour plays a key role in
the selection and attraction of expatriates.
This is one area where most companies seem to have
invested well and most expatriates express satisfaction
with the efforts made by companies in briefing them, the
involvement of the top management and the overall
patience to allow the right decisions to emerge. Even
then the prelude to this hiring process does need
improvement through a diagnostic process that involves
multiple stakeholders chosen with care.
A comment made defined it well “The deep involvement
of the CEO himself gives the candidate the impression
that the top of the organization is devoting a lot of time
and attention. This of course is extremely important for
the candidate.”
Compensation is seen as a double-edged sword
and both too low and too high can lead to
difficulties.
It is established that Indian companies possess a
willingness to pay higher compensation for the right
expatriate talent. Terms of employment also differ
around issues of vacation time, stock options, taxation,
and retirement benefits. Most expatriates have a
positive view on this subject.
As one group HR head says, “Cost is not a
disincentive... If the knowledge they bring is unique and
required, we have paid super premiums to bring some
exceptional foreign talent in.”
But this is only half the story. The real challenge is that
the willingness to pay a premium creates a much higher
expectation within the organization – and against this
The aspect of actual relocation and physical
transition is important and involves both the body
and soul.
Indian employers seem to manage and support this well
enough and are known to welcome the new joinee with
personal contact and social engagements. As Prof Jain
says in the foreword, it is natural for a nation that
welcomes a guest with open arms. A well designed
relocation policy can only eliminate confusion that
sometimes develops.
8
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
expectation the expatriate himself or herself develops a
poorer perception of his or her own performance.
In most cases expatriates were paid higher than their
local peers. This complicates the situation and creates
challenges of negative team perceptions; unless
managed by clear communication it has an adverse
effect. Keep in mind that who participates in the debate
on an expatriate induction is as important as debating
how the induction may be managed.
First to accept an offer to work here and then to actually
settle down and relocate family – often becomes an
insurmountable problem. Throughout the process of
hiring, new challenges will emerge and those who do
well are ones who are not exasperated by a subject
reappearing often.
The good news is that most companies are sensitive
towards this but an organized approach seems lacking.
Processes and systems are under developed and even
with those with experience, often relegate it to a level of
unjustified simplicity. Interestingly, the families of
returning Indians seem to have equal or more problems
adjusting to India than those of expatriates.
As a CEO says, “I want to be sure the expatriate and
his/her family is culturally adaptable and is supported in
that endeavour. You can have the finest people, but if
they are unhappy and dissatisfied because their families
are not here it tends to impact their work. I'd be very
concerned if that happens.”
A hurdle that is often the first as well as the last will
be that of family adjustment.
Hiring and engaging effectively
Comparative importance of factors
Indian InfrastructureCompensationRelocation
Family Adjustment
70%
43%
12%
31%
5%9%
Expatriates
Indian Companies
9%
21%
“Is an expatriate needed for this job and in this
situation, now?” Caution is advised in reaching
conclusion by thorough an examination of this
question before embarking on the journey.
A focus on what is important will keep the discussion on
an even keel. The Value Proposition of the Expatriate
needs to be forecasted and well understood. Lack of
an effort to answer this question leads to a serious
mismatch of aspirations and delivered value between
the expatriate and the Indian company. It leaves many
perplexed as the mismatch is rarely traced to this point
where it really originates.
Our research reveals that the fitment of Expatriates
is superior in technical and expertise roles.
This, coupled with their ability to keep to delivery
schedules, makes foreign nationals a first choice in
roles related to technology, engineering and
manufacturing. At the same time those organizations
which paid little heed to the whole package including
leadership style and team relationships, suffered.
Even for business leadership roles, the value
proposition continues to be centred significantly on
advanced knowledge and capability in a particular
industry.
Many examples can be found in new industry verticals -
for example, CEO of a new airline when almost no
relevant executive talent exists in India; Companies
that understand this value beyond the limited view of
sector expertise will do better.
Hiring and engaging effectively
Factors that will influence hiring
A well structured and patient hiring process
conducted with depth & candour plays a key role in
the selection and attraction of expatriates.
This is one area where most companies seem to have
invested well and most expatriates express satisfaction
with the efforts made by companies in briefing them, the
involvement of the top management and the overall
patience to allow the right decisions to emerge. Even
then the prelude to this hiring process does need
improvement through a diagnostic process that involves
multiple stakeholders chosen with care.
A comment made defined it well “The deep involvement
of the CEO himself gives the candidate the impression
that the top of the organization is devoting a lot of time
and attention. This of course is extremely important for
the candidate.”
Compensation is seen as a double-edged sword
and both too low and too high can lead to
difficulties.
It is established that Indian companies possess a
willingness to pay higher compensation for the right
expatriate talent. Terms of employment also differ
around issues of vacation time, stock options, taxation,
and retirement benefits. Most expatriates have a
positive view on this subject.
As one group HR head says, “Cost is not a
disincentive... If the knowledge they bring is unique and
required, we have paid super premiums to bring some
exceptional foreign talent in.”
But this is only half the story. The real challenge is that
the willingness to pay a premium creates a much higher
expectation within the organization – and against this
The aspect of actual relocation and physical
transition is important and involves both the body
and soul.
Indian employers seem to manage and support this well
enough and are known to welcome the new joinee with
personal contact and social engagements. As Prof Jain
says in the foreword, it is natural for a nation that
welcomes a guest with open arms. A well designed
relocation policy can only eliminate confusion that
sometimes develops.
8
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
Expatriate vs. Repatriate - eternal debate
Returning Talent of Indian Origin (Repatriates) over
International Talent of Foreign Origin (Expatriates).
This preference is hinged on two thoughts: First a
perception that they would fit better culturally and hence
assimilate faster and the second that of higher stability
and longevity within the job
“We want an [returning] Indian as we want them to
stay.” says an Indian company CEO.
The Chairman of another company, says, “Obviously, in
most cases you will take an Indian because of his/her
knowledge of cultural situations and most likely the best
fit would be an Indian.”
This seemingly simple conclusion is not supported by
experience and we recommend companies take a hard
look. The belief throws a veil on two very important
considerations. One, they might actually not fit in better
and the second; an expatriate might bring greater value.
A business leader in the study commented “Even when I
feel that the most likely best fit would be a returning
Indian, I do not rule out others”
For instance, many perceive repatriates to have a chip
on their shoulder without possessing a distinctively
superior capability. Indian Companies tended to have
All things being equal, when it comes to the right
international talent, Indian companies have a strong
preference for Repatriates over expatriates.
Closer examination will however reveal that the
fitment of Indian repatriates is also fraught with its
own set of tricky issues.
Hiring and engaging effectively
Most expatriates have had a positive experience while
relocating to India. These positive experiences are
driven by actions such as; a visit to India with family
during hiring; use of specialized relocation agencies
and finally the attention of the top management which is
seen to be very comforting. Leaving it to internal
administration functions alone has often caused
avoidable lapses.
Expatriate vs Repatriate: eternal debate
even higher performance expectations from repatriates
almost setting them up for failure.
Repatriates seemed to believe in their own ability to
adjust to the new environment much more than reality
seems to suggest. Consequently they make less of an
effort in becoming acceptable to others in the
organization. Looking like an Indian with an ability to
speak the language is rated far more then it needs to
be.
Families of repatriates find it harder to adjust
caused largely by the element of “surprise”.
A repatriate's fitment is directly proportionate to his level
of “connectivity” with India. Connectivity shows up in
many ways; extended family living in India, older
parents of self and/or spouse, location being a place
where they grew up, large social circle that exists today
and can be active.
Hiring and engaging effectively
Expatriate vs Repatriate: eternal debate
ExpatriateRepatriate
Adaptability
Acceptance
Preference
Perceived Longevity
86%
60%
22%
5%
14%
40%
78%
95%
The perceptions of Indian Companies
A comment by a repatriate was revealing: “Indians
resident overseas are anything but Indians.”
So is nationality an advantage or a determinant? The
debate essentially boils down to a matter of perception
rather than facts and a comment from a senior
participant illuminates this confusion the best.
“What we really want is the aggressiveness of an
American manager in terms of growing the business,
the meticulousness of a Japanese manager and the
discipline of a German!”
10
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
Expatriate vs. Repatriate - eternal debate
Returning Talent of Indian Origin (Repatriates) over
International Talent of Foreign Origin (Expatriates).
This preference is hinged on two thoughts: First a
perception that they would fit better culturally and hence
assimilate faster and the second that of higher stability
and longevity within the job
“We want an [returning] Indian as we want them to
stay.” says an Indian company CEO.
The Chairman of another company, says, “Obviously, in
most cases you will take an Indian because of his/her
knowledge of cultural situations and most likely the best
fit would be an Indian.”
This seemingly simple conclusion is not supported by
experience and we recommend companies take a hard
look. The belief throws a veil on two very important
considerations. One, they might actually not fit in better
and the second; an expatriate might bring greater value.
A business leader in the study commented “Even when I
feel that the most likely best fit would be a returning
Indian, I do not rule out others”
For instance, many perceive repatriates to have a chip
on their shoulder without possessing a distinctively
superior capability. Indian Companies tended to have
All things being equal, when it comes to the right
international talent, Indian companies have a strong
preference for Repatriates over expatriates.
Closer examination will however reveal that the
fitment of Indian repatriates is also fraught with its
own set of tricky issues.
Hiring and engaging effectively
Most expatriates have had a positive experience while
relocating to India. These positive experiences are
driven by actions such as; a visit to India with family
during hiring; use of specialized relocation agencies
and finally the attention of the top management which is
seen to be very comforting. Leaving it to internal
administration functions alone has often caused
avoidable lapses.
Expatriate vs Repatriate: eternal debate
even higher performance expectations from repatriates
almost setting them up for failure.
Repatriates seemed to believe in their own ability to
adjust to the new environment much more than reality
seems to suggest. Consequently they make less of an
effort in becoming acceptable to others in the
organization. Looking like an Indian with an ability to
speak the language is rated far more then it needs to
be.
Families of repatriates find it harder to adjust
caused largely by the element of “surprise”.
A repatriate's fitment is directly proportionate to his level
of “connectivity” with India. Connectivity shows up in
many ways; extended family living in India, older
parents of self and/or spouse, location being a place
where they grew up, large social circle that exists today
and can be active.
Hiring and engaging effectively
Expatriate vs Repatriate: eternal debate
ExpatriateRepatriate
Adaptability
Acceptance
Preference
Perceived Longevity
86%
60%
22%
5%
14%
40%
78%
95%
The perceptions of Indian Companies
A comment by a repatriate was revealing: “Indians
resident overseas are anything but Indians.”
So is nationality an advantage or a determinant? The
debate essentially boils down to a matter of perception
rather than facts and a comment from a senior
participant illuminates this confusion the best.
“What we really want is the aggressiveness of an
American manager in terms of growing the business,
the meticulousness of a Japanese manager and the
discipline of a German!”
10
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
people wield starts to dawn. The Expatriates
themselves are less prepared and have not invested
the time and energy in preparing for this adaptation.
The companies expressed greater overall satisfaction
and have largely positive experience with their
expatriate leaders: 6.5 on a scale of 10. The expatriate
leaders themselves saw it to be lower and experienced
significant frustration : 3.5 on a scale of 10. Indian
companies would do better to understand these
frustrations and prepare better.
While there are many lessons to be learnt and problems
to be fixed a few comments from companies
communicates the challenge to this balance:
“A positive experience over all; Huge
contribution made by the expatriate and
expectations around technical team expertise
were delivered.”
“The performance levels of expatriates are below
expectations. Their capability is not as distinctive
either and the cultural gap lowers their
productivity further.”
“Adjustment to India is a 2-3 year process and
not 6 months.”
The first round in this fitment journey has been
“experimental” and has been better for Indian
companies than for their expatriate leaders.
“Fitting in” to deliver the value proposition
“An expatriate is surprised by the level of intellect
around him and his unprepared-ness allows people to
run circles around him causing serious difficulties.” This
comment from a previous chairman of a Bank sums up
the challenges of fitment eloquently.
This chapter unfolds the early journey of expatriates in
working and leading in Indian companies. The
challenges they face in each step and at times even
before they join and take charge.
Actions of these stakeholders are sometimes deliberate
and sometimes not so. But the impact of their actions is
always not evident. This insensitivity often causes
dissonance and stresses appear that have
consequences over the medium and longer term.
Team dynamics with peers and subordinates is known to
bring about a cultural disconnect as the widely prevalent
communications style “of reading between the lines”
surfaces and understanding the unwritten influence that
At a time of any hiring, the right leadership talent is
no simple matter and the hiring of the right
expatriate leader is tougher, but to ensure that the
expatriate leader settles down is by far the toughest
part of the journey.
Stakeholders to this 'fitment' greatly influence the
success or the lack of it inside organizations, many
times without even being aware of it.
Top Management of Indian companies often plays a
decisive role in under leveraging the expatriate's
value proposition.
Summary
“When he arrives an expatriate is surprised by the level of intellect around him and his unprepared-ness is visible, and allows people to run circles around him.”
12
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
people wield starts to dawn. The Expatriates
themselves are less prepared and have not invested
the time and energy in preparing for this adaptation.
The companies expressed greater overall satisfaction
and have largely positive experience with their
expatriate leaders: 6.5 on a scale of 10. The expatriate
leaders themselves saw it to be lower and experienced
significant frustration : 3.5 on a scale of 10. Indian
companies would do better to understand these
frustrations and prepare better.
While there are many lessons to be learnt and problems
to be fixed a few comments from companies
communicates the challenge to this balance:
“A positive experience over all; Huge
contribution made by the expatriate and
expectations around technical team expertise
were delivered.”
“The performance levels of expatriates are below
expectations. Their capability is not as distinctive
either and the cultural gap lowers their
productivity further.”
“Adjustment to India is a 2-3 year process and
not 6 months.”
The first round in this fitment journey has been
“experimental” and has been better for Indian
companies than for their expatriate leaders.
“Fitting in” to deliver the value proposition
“An expatriate is surprised by the level of intellect
around him and his unprepared-ness allows people to
run circles around him causing serious difficulties.” This
comment from a previous chairman of a Bank sums up
the challenges of fitment eloquently.
This chapter unfolds the early journey of expatriates in
working and leading in Indian companies. The
challenges they face in each step and at times even
before they join and take charge.
Actions of these stakeholders are sometimes deliberate
and sometimes not so. But the impact of their actions is
always not evident. This insensitivity often causes
dissonance and stresses appear that have
consequences over the medium and longer term.
Team dynamics with peers and subordinates is known to
bring about a cultural disconnect as the widely prevalent
communications style “of reading between the lines”
surfaces and understanding the unwritten influence that
At a time of any hiring, the right leadership talent is
no simple matter and the hiring of the right
expatriate leader is tougher, but to ensure that the
expatriate leader settles down is by far the toughest
part of the journey.
Stakeholders to this 'fitment' greatly influence the
success or the lack of it inside organizations, many
times without even being aware of it.
Top Management of Indian companies often plays a
decisive role in under leveraging the expatriate's
value proposition.
Summary
“When he arrives an expatriate is surprised by the level of intellect around him and his unprepared-ness is visible, and allows people to run circles around him.”
12
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�8� �P�M
“Fitting in” to deliver the value proposition
The underlying issues that inhibit performance and
delivery on the job are complex and revolve around a
central theme of work culture and expectations. The role
of top management in Indian companies is of great
importance as is the aspect of working with and
understanding the operating style of the expatriate. The
person himself plays an important role as he deals with
the challenge of delivering the value proposition that he
was hired for.
They must recognize and accept their direct role in
assisting the expatriate to perform, accepting that the
failure could well be theirs as well. This realization will
create a positive environment and be a decisive factor in
enabling the expatriate’s value proposition: It must
begin by communicating this value proposition early and
discussing the support systems most likely to
complement. At the same time, being a friendly critique
will be a positive stroke.
A comment by an expatriate describes it rather well “I
realized the real expectations after eighteen months
with the company, they could have got their money's
worth if only I had known”.
Mostly not supported by reason, a perception of short
term value is driven by the urge to cut costs once a
'learning' benefit is extracted. While the goal may be
acceptable it fuels poor day to day actions. Sometimes
The top management team and bosses in Indian
companies must not underestimate the impact of
their actions or often the lack of their actions.
Time value of expatriates is often seen as short,
triggering a slew of connected actions which
compromise the expected outcome.
“Fitting in” to deliver the value proposition
Often the words “on Boarding” seemed to indicate
something to do once the person came on board.
The study suggests actions which could be the
focus even before they join, but watch out for too
much of early familiarity.
The joining period is said to last 30 to 100 days and it
can be your greatest asset or your greatest enemy.
Inside the company people are busy arranging for his
housing, others are arranging for a car. During this time
there are also those who are busy forming & hardening
opinions even before they have met the newcomer.
Hidden forces are at work on the other side as well. The
wife is now selling their house, the person is wading
through issues of his 401k plan, dual taxation issues
reveal a new problem, applying for a work permit
seems to make the transition more real than it ever
was.
As one Board member said “The expectations are set
high and everybody expects him to hit the ground
running. You can help by untying their shoes”.
nLet them understand and study the business through
internal presentations and asking the person to work
on a plan of sorts.
nGet him to meet his team in an office or perhaps an
offsite location. Tie it up with an event that is already
planned for rather than creating a special one
nMore than one meeting with his boss on issues of
business that he is likely to deal with will allow both
sides to develop experience of each other.
nConsider a role of the mentor at this early stage who
is also thinking about social mentoring for the family.
The benefits are high and the effort cost is low.
The hard beginning for a harder journey
While most of the times an induction programme
exists, a relevant one exists rarely. It is after all not
about visiting offices or visiting plants.
Hence while Indian companies seek greater value
through hiring of expatriate leaders their own role
in creating a platform to leverage this value is a
bottleneck right at the start.
Companies that handled aspects such as
compensation, relocation and sensitivity to family
adjustment well, were less sensitive when it came to
real induction challenges.
Clearly more advanced induction areas - introduction to
the team, explaining underlying issues and facilitating
the transition into the immediate work culture (i.e.,
culture of meetings, business language, communication
processes) - seems to be unaddressed. Apart from
frustrating them, it lowers their credibility-building
chances. The lack of a suitable induction programme
also creates a buzz in the workplace with strong
political undertones.
An expatriate after a frustrating experience remarked,
“No induction, no formal process, head-on style the
company had done nothing by the time I joined”.
They are less prepared with a process that allows for a
productive induction and more focussed on what is
traditional. You have hired a person who is not
traditional; his on-boarding is even more likely to be so.
An Amrop client was complimentary of his experience
with the firm as he was advised early of potential
situations that were likely to develop.
14
Perceived challenges of taking charge
the expatriates own short term mind set sees the role as
a fixed period engagement with little or no thought to
continuity. A fixed period contract rarely used with local
hires further accentuates this perception.
Expatriates are then seen as assets, acquired
exclusively for the transfer of skills, rather than for
cultivating a long-term value sustaining relationship.
This study suggests a new approach of working towards
longer term continuity and accepting shorter term
longevity should it come to that. The subtle shift
promises value during the engagement and even
greater value as their long term relevance is
discovered.
Decisions made in drawn-out meetings often get
overturned by people above. Gaps between intentions
and actions taken are not articulated thereby creating
confusion.
This feeling is quickly acknowledged by expatriates with
experience of India. It lowers the autonomy that might
have been given to them in other circumstances and
compromises the way an expatriate deals with his
environment. It introduces a level of fear all around.
Decision-making style of top management, often ad-
hoc, impacts performance and creates a clash
which is described away as a culture fit issue.
There is perceived ‘uncertainty’ around the
expatriate which belies definition - Perhaps
stemming out of lower knowledge of their culture or
the country of their origin.
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�9� �P�M
“Fitting in” to deliver the value proposition
The underlying issues that inhibit performance and
delivery on the job are complex and revolve around a
central theme of work culture and expectations. The role
of top management in Indian companies is of great
importance as is the aspect of working with and
understanding the operating style of the expatriate. The
person himself plays an important role as he deals with
the challenge of delivering the value proposition that he
was hired for.
They must recognize and accept their direct role in
assisting the expatriate to perform, accepting that the
failure could well be theirs as well. This realization will
create a positive environment and be a decisive factor in
enabling the expatriate’s value proposition: It must
begin by communicating this value proposition early and
discussing the support systems most likely to
complement. At the same time, being a friendly critique
will be a positive stroke.
A comment by an expatriate describes it rather well “I
realized the real expectations after eighteen months
with the company, they could have got their money's
worth if only I had known”.
Mostly not supported by reason, a perception of short
term value is driven by the urge to cut costs once a
'learning' benefit is extracted. While the goal may be
acceptable it fuels poor day to day actions. Sometimes
The top management team and bosses in Indian
companies must not underestimate the impact of
their actions or often the lack of their actions.
Time value of expatriates is often seen as short,
triggering a slew of connected actions which
compromise the expected outcome.
“Fitting in” to deliver the value proposition
Often the words “on Boarding” seemed to indicate
something to do once the person came on board.
The study suggests actions which could be the
focus even before they join, but watch out for too
much of early familiarity.
The joining period is said to last 30 to 100 days and it
can be your greatest asset or your greatest enemy.
Inside the company people are busy arranging for his
housing, others are arranging for a car. During this time
there are also those who are busy forming & hardening
opinions even before they have met the newcomer.
Hidden forces are at work on the other side as well. The
wife is now selling their house, the person is wading
through issues of his 401k plan, dual taxation issues
reveal a new problem, applying for a work permit
seems to make the transition more real than it ever
was.
As one Board member said “The expectations are set
high and everybody expects him to hit the ground
running. You can help by untying their shoes”.
nLet them understand and study the business through
internal presentations and asking the person to work
on a plan of sorts.
nGet him to meet his team in an office or perhaps an
offsite location. Tie it up with an event that is already
planned for rather than creating a special one
nMore than one meeting with his boss on issues of
business that he is likely to deal with will allow both
sides to develop experience of each other.
nConsider a role of the mentor at this early stage who
is also thinking about social mentoring for the family.
The benefits are high and the effort cost is low.
The hard beginning for a harder journey
While most of the times an induction programme
exists, a relevant one exists rarely. It is after all not
about visiting offices or visiting plants.
Hence while Indian companies seek greater value
through hiring of expatriate leaders their own role
in creating a platform to leverage this value is a
bottleneck right at the start.
Companies that handled aspects such as
compensation, relocation and sensitivity to family
adjustment well, were less sensitive when it came to
real induction challenges.
Clearly more advanced induction areas - introduction to
the team, explaining underlying issues and facilitating
the transition into the immediate work culture (i.e.,
culture of meetings, business language, communication
processes) - seems to be unaddressed. Apart from
frustrating them, it lowers their credibility-building
chances. The lack of a suitable induction programme
also creates a buzz in the workplace with strong
political undertones.
An expatriate after a frustrating experience remarked,
“No induction, no formal process, head-on style the
company had done nothing by the time I joined”.
They are less prepared with a process that allows for a
productive induction and more focussed on what is
traditional. You have hired a person who is not
traditional; his on-boarding is even more likely to be so.
An Amrop client was complimentary of his experience
with the firm as he was advised early of potential
situations that were likely to develop.
14
Perceived challenges of taking charge
the expatriates own short term mind set sees the role as
a fixed period engagement with little or no thought to
continuity. A fixed period contract rarely used with local
hires further accentuates this perception.
Expatriates are then seen as assets, acquired
exclusively for the transfer of skills, rather than for
cultivating a long-term value sustaining relationship.
This study suggests a new approach of working towards
longer term continuity and accepting shorter term
longevity should it come to that. The subtle shift
promises value during the engagement and even
greater value as their long term relevance is
discovered.
Decisions made in drawn-out meetings often get
overturned by people above. Gaps between intentions
and actions taken are not articulated thereby creating
confusion.
This feeling is quickly acknowledged by expatriates with
experience of India. It lowers the autonomy that might
have been given to them in other circumstances and
compromises the way an expatriate deals with his
environment. It introduces a level of fear all around.
Decision-making style of top management, often ad-
hoc, impacts performance and creates a clash
which is described away as a culture fit issue.
There is perceived ‘uncertainty’ around the
expatriate which belies definition - Perhaps
stemming out of lower knowledge of their culture or
the country of their origin.
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�9� �P�M
least two sides of the same coin.
As one group HR head remarks, “If the capability of the
expatriate is not distinctive, the cultural gap widens and
lowers productivity and performance.”
It is true that companies expect expatriates to have a
more serious attitude towards their acceptability and
hence put in a bigger effort into making themselves
more effective. They expect them to do more of the
“Adapting” but greater value will be delivered if this is
shared between both sides.
respect for privacy and personal space are the cause of
many complaints. Unfocused agendas of meetings that
lead to wasteful output are a significant cause of
frustration and an indication of the work culture
mismatch. This is further marred by a relatively higher
political environment at work.
As one expatriate respondent says, “Most of the
discussion takes place around what to do and very little
on how to do it. Little wonder that things go wrong”.
Most expatriates enjoy working with their Indian
colleagues, whom they find to be bright and
hardworking. However, expatriates also find their ability
to handle negative feedback poor, usually “with silence
and retreating into a shell.” They also see Indian
managers as more theoretical with lower
implementation capabilities. Effectiveness is low on
account of lower depth of experience perhaps as a
result of high job mobility. By comparison they find the
Indian work culture to be hierarchical and bureaucratic.
Indications such as a five-day week mind set, strict
individualism, and need for personal time and space -
are alien to the Indian working style of continuous
debate and always connected instant views.
Even then Indian companies expected expatriates to
settle sooner by inherently understanding that people in
India can often over-commit and those that set up a
Team ability and style is a discovery that shocks
some but surprises many.
This cultural disconnect is experienced
simultaneously by both the Indian companies and
expatriates.
“Fitting in” to deliver the value proposition
Companies set inadequate expectations out of their
hires to start with. Many of these are developed on
the fly and without the knowledge of the person
who is expected to know or even read between the
lines.
The disconnect with the team and its work culture
derails many a smooth process.
While harder issues like business metrics are easier to
assimilate, the softer ones create great difficulty and
compromise the recognition and acceptance of the
expatriate leader by his/her team. These evolving
expectations and their limited understanding by the
expatriate is further influenced by rather poor
communication to the broader team. This now becomes
a recipe for disaster – only adding fuel to the
unanswered question “why was he hired or why is he
paid better.” You can see the disconnect aggravating
day to day.
These pressures can be eased by mentors at the work
place who also take steps to assist the person in social
fitment of the family in a way creating a safety valve
that allows steam to escape. Some companies have
reaped the benefits of separate 'social mentors' who
are not always the senior-most in the organization.
The actual work culture in Indian organizations can be
quite opposite to the work style of expatriates who are
used to greater productivity. Most bemoaned issues
which seem minor but create disruptions in day-to-day
work.
Lower productivity, quality orientation, long hours of
work, a careless attitude towards time, and a lack of
“Fitting in” to deliver the value proposition
strong follow-up system sail through.
A business leader defines it well “I can't understand why
these expatriates expect common standards, systems
and processes. That is hardly the trait of a rapidly
growing economy”
From the point of view of Indian companies, the value
proposition of expatriates as leaders is seen as strong
on several fronts. This includes their work ethic, non-
biased approach, and focus on delivering on
commitments. However, these strengths are not
enough. The successful expatriates, in addition, were
genuinely global in their value proposition, had the right
expertise backed by a good sense of humour, a positive
mind set and higher tolerance for a different culture. You
wonder if both sides are not saying the same thing or at
Amongst all this difficulty a silver lining emerges.
16
Focus Areas Leading Indicators
Work culture Various actions led by Top managementPerception of expatriate longevity Decision making styles of senior leadersExpectations out of expatriates
Top management
Various actions led by Top managementPerception of expatriate longevity Decision making styles of senior leadersExpectations out of expatriates
Induction On-boardingRelevant induction programCreating platforms for successMentorship
Work Culture
Top ManagementInduction
4%
16%
49%
84%
0%
47%
Indian Companies viewsExpatriate views
Variance in factors triggers dissonance
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�9� �P�M
least two sides of the same coin.
As one group HR head remarks, “If the capability of the
expatriate is not distinctive, the cultural gap widens and
lowers productivity and performance.”
It is true that companies expect expatriates to have a
more serious attitude towards their acceptability and
hence put in a bigger effort into making themselves
more effective. They expect them to do more of the
“Adapting” but greater value will be delivered if this is
shared between both sides.
respect for privacy and personal space are the cause of
many complaints. Unfocused agendas of meetings that
lead to wasteful output are a significant cause of
frustration and an indication of the work culture
mismatch. This is further marred by a relatively higher
political environment at work.
As one expatriate respondent says, “Most of the
discussion takes place around what to do and very little
on how to do it. Little wonder that things go wrong”.
Most expatriates enjoy working with their Indian
colleagues, whom they find to be bright and
hardworking. However, expatriates also find their ability
to handle negative feedback poor, usually “with silence
and retreating into a shell.” They also see Indian
managers as more theoretical with lower
implementation capabilities. Effectiveness is low on
account of lower depth of experience perhaps as a
result of high job mobility. By comparison they find the
Indian work culture to be hierarchical and bureaucratic.
Indications such as a five-day week mind set, strict
individualism, and need for personal time and space -
are alien to the Indian working style of continuous
debate and always connected instant views.
Even then Indian companies expected expatriates to
settle sooner by inherently understanding that people in
India can often over-commit and those that set up a
Team ability and style is a discovery that shocks
some but surprises many.
This cultural disconnect is experienced
simultaneously by both the Indian companies and
expatriates.
“Fitting in” to deliver the value proposition
Companies set inadequate expectations out of their
hires to start with. Many of these are developed on
the fly and without the knowledge of the person
who is expected to know or even read between the
lines.
The disconnect with the team and its work culture
derails many a smooth process.
While harder issues like business metrics are easier to
assimilate, the softer ones create great difficulty and
compromise the recognition and acceptance of the
expatriate leader by his/her team. These evolving
expectations and their limited understanding by the
expatriate is further influenced by rather poor
communication to the broader team. This now becomes
a recipe for disaster – only adding fuel to the
unanswered question “why was he hired or why is he
paid better.” You can see the disconnect aggravating
day to day.
These pressures can be eased by mentors at the work
place who also take steps to assist the person in social
fitment of the family in a way creating a safety valve
that allows steam to escape. Some companies have
reaped the benefits of separate 'social mentors' who
are not always the senior-most in the organization.
The actual work culture in Indian organizations can be
quite opposite to the work style of expatriates who are
used to greater productivity. Most bemoaned issues
which seem minor but create disruptions in day-to-day
work.
Lower productivity, quality orientation, long hours of
work, a careless attitude towards time, and a lack of
“Fitting in” to deliver the value proposition
strong follow-up system sail through.
A business leader defines it well “I can't understand why
these expatriates expect common standards, systems
and processes. That is hardly the trait of a rapidly
growing economy”
From the point of view of Indian companies, the value
proposition of expatriates as leaders is seen as strong
on several fronts. This includes their work ethic, non-
biased approach, and focus on delivering on
commitments. However, these strengths are not
enough. The successful expatriates, in addition, were
genuinely global in their value proposition, had the right
expertise backed by a good sense of humour, a positive
mind set and higher tolerance for a different culture. You
wonder if both sides are not saying the same thing or at
Amongst all this difficulty a silver lining emerges.
16
Focus Areas Leading Indicators
Work culture Various actions led by Top managementPerception of expatriate longevity Decision making styles of senior leadersExpectations out of expatriates
Top management
Various actions led by Top managementPerception of expatriate longevity Decision making styles of senior leadersExpectations out of expatriates
Induction On-boardingRelevant induction programCreating platforms for successMentorship
Work Culture
Top ManagementInduction
4%
16%
49%
84%
0%
47%
Indian Companies viewsExpatriate views
Variance in factors triggers dissonance
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�9� �P�M
experience of other organisations on 'what went wrong'
will go beyond the content and help cement a style of
evaluation that delivers results.
Planning for the fitment of the new person
The planning for and the actual hiring requires energy
and both the individual and the organisation heave a
sigh of relief when the deal is done. It is forgotten that
only a hill has been climbed and another one awaits in
the form of ensuring fitment of the person inducted. This
hill is a higher one requires both sides to hold hands
and be sensitive to issues that sometimes remain
invisible. The expatriates must understand that they are
not merely taking a role in a developing market but in
one that can be culturally challenging to the unprepared
mind or be welcoming of a guest who is prepared.
Expatriates can better by noting a few important
suggestions
Often an expatriate senses and encounters that there
are wheels within wheels as he tries to deal with the
new environment. Yes there are and while this subject
is complex, it is not as complex as you might believe.
A well co-ordinated start, keeping your eyes on the ball,
and knowing that a strong finish is required before you
can win the game will keep things on an even keel.
Best practices that drive success
Summary
This Chapter presents the accumulated insights of
Amrop India, the Study Participants as well as the
experiences of Amrop partners around the world as they
deal with similar issues in their own markets. These
insights will deliver the best outcome when used as an
additional data point along with your own thinking and
experience.
A ten point checklist for a better hiring process
The hiring process design presents many opportunities
but you will put yourself and the process at risk if you
kick start such a project and expect to deal with
emerging issues on the fly. A ten point checklist allows
you to be prepared for many questions that could
emerge during the hiring process, at a time when their
evaluation may be difficult. The section recommends
important 'considerations' that will keep the unknown to
a minimum.
Which Expatriate leaders are right for India and for
you? Clearly not all.
A ten point check list suggests an evaluation framework
for selecting the right expatriate leaders. These
comments will drive internal debate and consequently
the emergence of a strong and well formed criterion.
Other inputs such as the expertise of Amrop and
18
“Indian companies live in their shells, comforted by a world they know, getting them to put in new precessesis the toughest thing you could ask for.”
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�9� �P�M
experience of other organisations on 'what went wrong'
will go beyond the content and help cement a style of
evaluation that delivers results.
Planning for the fitment of the new person
The planning for and the actual hiring requires energy
and both the individual and the organisation heave a
sigh of relief when the deal is done. It is forgotten that
only a hill has been climbed and another one awaits in
the form of ensuring fitment of the person inducted. This
hill is a higher one requires both sides to hold hands
and be sensitive to issues that sometimes remain
invisible. The expatriates must understand that they are
not merely taking a role in a developing market but in
one that can be culturally challenging to the unprepared
mind or be welcoming of a guest who is prepared.
Expatriates can better by noting a few important
suggestions
Often an expatriate senses and encounters that there
are wheels within wheels as he tries to deal with the
new environment. Yes there are and while this subject
is complex, it is not as complex as you might believe.
A well co-ordinated start, keeping your eyes on the ball,
and knowing that a strong finish is required before you
can win the game will keep things on an even keel.
Best practices that drive success
Summary
This Chapter presents the accumulated insights of
Amrop India, the Study Participants as well as the
experiences of Amrop partners around the world as they
deal with similar issues in their own markets. These
insights will deliver the best outcome when used as an
additional data point along with your own thinking and
experience.
A ten point checklist for a better hiring process
The hiring process design presents many opportunities
but you will put yourself and the process at risk if you
kick start such a project and expect to deal with
emerging issues on the fly. A ten point checklist allows
you to be prepared for many questions that could
emerge during the hiring process, at a time when their
evaluation may be difficult. The section recommends
important 'considerations' that will keep the unknown to
a minimum.
Which Expatriate leaders are right for India and for
you? Clearly not all.
A ten point check list suggests an evaluation framework
for selecting the right expatriate leaders. These
comments will drive internal debate and consequently
the emergence of a strong and well formed criterion.
Other inputs such as the expertise of Amrop and
18
“Indian companies live in their shells, comforted by a world they know, getting them to put in new precessesis the toughest thing you could ask for.”
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�5�:�5�9� �P�M
A positive solution finder and not just a problem finder
A global mindset is more important than global
experience
And then much more
“An expatriate candidate made some derogatory
statements about this centre. Hence, I did not take him
simply for this reason, as I did not see him as somebody
who could find solutions.”
“If he has worked in a global company he has been
exposed to a different culture. He could be rotated through
various cultures and responsibilities; leading to a global
mindset and then he can be an Indian or he can be an
expatriate.”
“Married to an Indian. Sense of humour, robust, sensitive,
very high degree of social sensitivity. Moral courage to
take a stand. No Arrogance, resilient.”
Flexibility is more important than money
You know the role intimately, the person has only
read a page
Think again if you believe the family is the person's
issue
The obvious is not so obvious
Avoid the value destroyers
Thinking salary premium is good but that is not the
complete story. Articulate the value expectation and
then compensate for that value. It will pay dividends.
Detailed briefing for the candidate needs development
and right search firm will support it with an evolved
diagnostic process. Even then, take time to talk about
the role in the way you see it. The benefits are amazing.
Sure it is an issue that the person must address. But do
you want to leave it unattended. Keep it top of mind and
be innovative. It could be an asset or a problem that is
best recognized early.
Most Indian companies have done their homework in
areas of compensation structuring, risk mitigation,
relocation etc and take their eyes off the problem.
One expatriate summoned it up well “The company took
note of my peculiar situation and allowed me four days
off every two months even though they had never done
something like that, It made me accept many other
terms”
Use contracts to say what you mean and don't say what
you do not mean. “This is how contracts are in India.” is
an excuse that does not cut much ice.
Best practices that drive success
10 factors that gear you well for hiring
Prepare a plan for each hire that is well-structured,
candid and in-depth
Patience is a virtue
The CEO's & Top management involvement will
deliver results
You are evaluating the person, but he is also
evaluating you
Perceptions are the reality at all times
Prepare a hiring plan that identifies the factors of
attraction as well as the potential negatives. Such a
candid plan is most likely to surface candidates that can
deal with the situation and go beyond a good looking
resume.
You will deal with very little of unknown and the person
who you hire will deal with a lot more. Give him the time
to develop his understanding and ask all the questions,
many of which he has not yet constructed.
Too many times a good hiring process is jeopardized by
taking the eyes off the goal post, before the match
ends. After the hiring is made energies are at a low and
the process is left to others to execute.
Evaluation cuts both ways mostly in subtle but sure
ways. Presenting accurate views of your teams will help
the person evaluate his ability and background in
positive ways.
Managing the organization perception vis-à-vis the
value proposition of the expatriate and the arising
compensation differential is critical and will impact
stability faster than you think.
Best practices that drive success
20
Look for genuinely global experience
Evaluate for emerging market experience
Too many “firsts” can spoil the broth
Look for India connect beyond the obvious
Should have relevant leadership experience
Seek expertise which can be respected
Look for adaptability and learning abilities
“All talent which is sitting in Western Europe and North
America is not global unless it comes from a global
company. If it is comes from a local company in one country
it is as local as an Indian here.”
“An expatriate who has worked in countries similar to India
(in terms of infrastructure, e.g. Brazil, Indonesia) will be a
better fit for working in India.”
“A person with many firsts to deal with can be a recipe for
failure - First time CEO, First time JV, First time outside UK”
“Through holiday travel, business dealings, leading India
market, past experience, family connection and many
more.”
“Mistakes include taking mature people from mature
companies; they have not invented things from scratch.
They look for procedures, but there are none.”
“The expatriate has an advantage if he comes from an
industry where his nation has made a mark.”
“Sensitivity is the key. Lessons learned and personal
qualities are more important than job knowledge.”
10 point evaluation checklist
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
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A positive solution finder and not just a problem finder
A global mindset is more important than global
experience
And then much more
“An expatriate candidate made some derogatory
statements about this centre. Hence, I did not take him
simply for this reason, as I did not see him as somebody
who could find solutions.”
“If he has worked in a global company he has been
exposed to a different culture. He could be rotated through
various cultures and responsibilities; leading to a global
mindset and then he can be an Indian or he can be an
expatriate.”
“Married to an Indian. Sense of humour, robust, sensitive,
very high degree of social sensitivity. Moral courage to
take a stand. No Arrogance, resilient.”
Flexibility is more important than money
You know the role intimately, the person has only
read a page
Think again if you believe the family is the person's
issue
The obvious is not so obvious
Avoid the value destroyers
Thinking salary premium is good but that is not the
complete story. Articulate the value expectation and
then compensate for that value. It will pay dividends.
Detailed briefing for the candidate needs development
and right search firm will support it with an evolved
diagnostic process. Even then, take time to talk about
the role in the way you see it. The benefits are amazing.
Sure it is an issue that the person must address. But do
you want to leave it unattended. Keep it top of mind and
be innovative. It could be an asset or a problem that is
best recognized early.
Most Indian companies have done their homework in
areas of compensation structuring, risk mitigation,
relocation etc and take their eyes off the problem.
One expatriate summoned it up well “The company took
note of my peculiar situation and allowed me four days
off every two months even though they had never done
something like that, It made me accept many other
terms”
Use contracts to say what you mean and don't say what
you do not mean. “This is how contracts are in India.” is
an excuse that does not cut much ice.
Best practices that drive success
10 factors that gear you well for hiring
Prepare a plan for each hire that is well-structured,
candid and in-depth
Patience is a virtue
The CEO's & Top management involvement will
deliver results
You are evaluating the person, but he is also
evaluating you
Perceptions are the reality at all times
Prepare a hiring plan that identifies the factors of
attraction as well as the potential negatives. Such a
candid plan is most likely to surface candidates that can
deal with the situation and go beyond a good looking
resume.
You will deal with very little of unknown and the person
who you hire will deal with a lot more. Give him the time
to develop his understanding and ask all the questions,
many of which he has not yet constructed.
Too many times a good hiring process is jeopardized by
taking the eyes off the goal post, before the match
ends. After the hiring is made energies are at a low and
the process is left to others to execute.
Evaluation cuts both ways mostly in subtle but sure
ways. Presenting accurate views of your teams will help
the person evaluate his ability and background in
positive ways.
Managing the organization perception vis-à-vis the
value proposition of the expatriate and the arising
compensation differential is critical and will impact
stability faster than you think.
Best practices that drive success
20
Look for genuinely global experience
Evaluate for emerging market experience
Too many “firsts” can spoil the broth
Look for India connect beyond the obvious
Should have relevant leadership experience
Seek expertise which can be respected
Look for adaptability and learning abilities
“All talent which is sitting in Western Europe and North
America is not global unless it comes from a global
company. If it is comes from a local company in one country
it is as local as an Indian here.”
“An expatriate who has worked in countries similar to India
(in terms of infrastructure, e.g. Brazil, Indonesia) will be a
better fit for working in India.”
“A person with many firsts to deal with can be a recipe for
failure - First time CEO, First time JV, First time outside UK”
“Through holiday travel, business dealings, leading India
market, past experience, family connection and many
more.”
“Mistakes include taking mature people from mature
companies; they have not invented things from scratch.
They look for procedures, but there are none.”
“The expatriate has an advantage if he comes from an
industry where his nation has made a mark.”
“Sensitivity is the key. Lessons learned and personal
qualities are more important than job knowledge.”
10 point evaluation checklist
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�0� �P�M
Best practices that drive success
Do’s – by expatriates
Must focus on demonstrating value for which he is
hired.
You have to demonstrate adaptability at both social
and organizational levels.
Must have the right attitude to the new work culture
“If the individual is a good and performing individual, the
issues will be minimized. An organization does not
expect magic from any one.”
“As long as the expatriate is adding value, there are
really no attitudinal problems.”
“He has to be adaptable, must have the perseverance to
work his way through. Some have gone out of their way
to ensure that they are part of society. This in turn has
given them considerable acceptability among people.”
“He must build relationships; understand work-life
balance in the context of India. A positive attitude to
team work, willing to share his knowledge, willing to
work with the team and be a part of it, reasoning with
the team, demonstrating and achieving results rather
than being an armchair strategist.”
22
Best practices that drive success
Do’s – by Indian companies
Demonstrate visible responsibility for anchoring
the expatriate initially in the work and team culture.
Set expectations with the person
Appoint a mentor for the first few months
Support him with a good No.2
Prepare the organization to accept the expatriate
And go beyond the metrics to also set expectations
around softer issues such as team management,
working style management.
Choice of person is key, the mentor enables the
expatriate to read the organization correctly,
understand the local business language, and also the
culture. In very senior appointments consider external
mentorship as an option.
Choice of person should be on apolitical and good
execution skills and must have experience with the
organization. If he has been a good performer it will
help.
Through correct communication on his need/value
proposition/place in organization.
Instead of being intrusive, be sensitive, and above
all be watchful
Understand the impact of your own leadership style
Be neutral on working practices
He will win your trust only if you allow him to
And recognize problems early taking care to
communicate them as action platforms. Do not judge
early in the relationship instead think how you might
have addressed the issue.
And factor that into your judgment of the expatriate's
effectiveness.
You do not need to glorify the 'Indian way'. Which will
include many negatives. Instead explain the details
and let him know that he should discover his own
answers.
Start with trust yourself and if not at least do not start
with suspicion. If you do what you are really saying is
that your hiring is faulty. Empower well enough, keep
an eye on effectiveness. Think how you empower the
“liked” leaders in the organization.
You must work on your acceptance and not take it
for granted
Become a stakeholder to fitment not a bystander
waiting for action
Find and enjoy the positives of India and Indians
Your native language may be different, so may be your
workstyle and your response. Work on your acceptance
by a dual focus on yourself and the actions of others.
Solve emerging issues early but as issues and not
problems.
Fitment is not somebody else's problem. It is definitely
yours. You should be aware of the fact that managing
the fitment of 1 will be far easier than managing the
fitment of 20 around you with you.
India has problems and that is easy to know. Problems
will not display your ability, but your ability to focus on
solutions will. The solutions emerge from
understanding the good sides and what may be done to
deal with the challenges.
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�0� �P�M
Best practices that drive success
Do’s – by expatriates
Must focus on demonstrating value for which he is
hired.
You have to demonstrate adaptability at both social
and organizational levels.
Must have the right attitude to the new work culture
“If the individual is a good and performing individual, the
issues will be minimized. An organization does not
expect magic from any one.”
“As long as the expatriate is adding value, there are
really no attitudinal problems.”
“He has to be adaptable, must have the perseverance to
work his way through. Some have gone out of their way
to ensure that they are part of society. This in turn has
given them considerable acceptability among people.”
“He must build relationships; understand work-life
balance in the context of India. A positive attitude to
team work, willing to share his knowledge, willing to
work with the team and be a part of it, reasoning with
the team, demonstrating and achieving results rather
than being an armchair strategist.”
22
Best practices that drive success
Do’s – by Indian companies
Demonstrate visible responsibility for anchoring
the expatriate initially in the work and team culture.
Set expectations with the person
Appoint a mentor for the first few months
Support him with a good No.2
Prepare the organization to accept the expatriate
And go beyond the metrics to also set expectations
around softer issues such as team management,
working style management.
Choice of person is key, the mentor enables the
expatriate to read the organization correctly,
understand the local business language, and also the
culture. In very senior appointments consider external
mentorship as an option.
Choice of person should be on apolitical and good
execution skills and must have experience with the
organization. If he has been a good performer it will
help.
Through correct communication on his need/value
proposition/place in organization.
Instead of being intrusive, be sensitive, and above
all be watchful
Understand the impact of your own leadership style
Be neutral on working practices
He will win your trust only if you allow him to
And recognize problems early taking care to
communicate them as action platforms. Do not judge
early in the relationship instead think how you might
have addressed the issue.
And factor that into your judgment of the expatriate's
effectiveness.
You do not need to glorify the 'Indian way'. Which will
include many negatives. Instead explain the details
and let him know that he should discover his own
answers.
Start with trust yourself and if not at least do not start
with suspicion. If you do what you are really saying is
that your hiring is faulty. Empower well enough, keep
an eye on effectiveness. Think how you empower the
“liked” leaders in the organization.
You must work on your acceptance and not take it
for granted
Become a stakeholder to fitment not a bystander
waiting for action
Find and enjoy the positives of India and Indians
Your native language may be different, so may be your
workstyle and your response. Work on your acceptance
by a dual focus on yourself and the actions of others.
Solve emerging issues early but as issues and not
problems.
Fitment is not somebody else's problem. It is definitely
yours. You should be aware of the fact that managing
the fitment of 1 will be far easier than managing the
fitment of 20 around you with you.
India has problems and that is easy to know. Problems
will not display your ability, but your ability to focus on
solutions will. The solutions emerge from
understanding the good sides and what may be done to
deal with the challenges.
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�0� �P�M
Other experiencesand considerations
Summary
The subject of inducting expatriate leaders is not a new
one and other works offer insights as does the
experience of other nations. In the journey of Indian
Companies to create, companies - two other
considerations need attention from long term stand
point-
India the nation and the Indian Government is the other
and often a missed stakeholder to this subject.
Developing a Cadre of International Executives in house
is another important if not more critical. We include
excerpts from our global research work conducted with
Harvard Business School which provides insights of
significant relevance to this subject.
The foreword to the study By Prof. Dipak C Jain
comments on that unequivocally. While this aspect begs
for an in-depth treatment and perhaps a subject
24
“Identifying and developing global executives for my organization is one of the more important roles I have as CEO, and it is one ofthe absolute fundamentals of the bank.”
of a separate study, a special article by Ms NG Siew
Kiang, Executive Director, Contact Singapore presents
the stark comparison between a developed country's
journey and approach to global talent vs. India.
Together with earlier parts of this study, this chapter
concludes with not only presenting insights into solving
the complex issue of expatriates but also the longer
terms approach to holistic development of international
talent and hence – Creating Multicultural Global Indian
Companies.
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Other experiencesand considerations
Summary
The subject of inducting expatriate leaders is not a new
one and other works offer insights as does the
experience of other nations. In the journey of Indian
Companies to create, companies - two other
considerations need attention from long term stand
point-
India the nation and the Indian Government is the other
and often a missed stakeholder to this subject.
Developing a Cadre of International Executives in house
is another important if not more critical. We include
excerpts from our global research work conducted with
Harvard Business School which provides insights of
significant relevance to this subject.
The foreword to the study By Prof. Dipak C Jain
comments on that unequivocally. While this aspect begs
for an in-depth treatment and perhaps a subject
24
“Identifying and developing global executives for my organization is one of the more important roles I have as CEO, and it is one ofthe absolute fundamentals of the bank.”
of a separate study, a special article by Ms NG Siew
Kiang, Executive Director, Contact Singapore presents
the stark comparison between a developed country's
journey and approach to global talent vs. India.
Together with earlier parts of this study, this chapter
concludes with not only presenting insights into solving
the complex issue of expatriates but also the longer
terms approach to holistic development of international
talent and hence – Creating Multicultural Global Indian
Companies.
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�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�0� �P�M
Singapore – A Home for Global Talent - by Ms NG
Siew Kiang, Executive Director, Contact Singapore
Singapore's economy has been driven by human capital
- a situation engendered by the country's lack of natural
resources. The Singapore Government recognized
early on that, in addition to developing local talent to
their fullest potential, there was a need to attract global
talent to help grow and diversify our economy, anchor
strategic investments, keep our businesses globally
competitive and develop a highly skilled workforce.
Currently, a third of Singapore's workforce is made up
of foreigners, a result of Singapore's open-door
immigration policy since the 1980s. Even in the
economic downturn, Singapore continues to attract and
retain global talent through a variety of means.
One of the key initiatives was the establishment of
Contact Singapore; an alliance of the Singapore
Economic Development Board and the Ministry of
Manpower - dedicated to attracting global talent to
work, invest and live in Singapore. Contact Singapore
has offices in the Asia Pacific, Europe and North
America. It actively links Singapore-based employers
with global talent, promotes awareness of career
opportunities in Singapore's strategic and growth
industries, and works with private sector partners to
facilitate the interests of potential individual investors in
Singapore.
The Singapore Government also established first-class
Dedicated Focus on Global Talent Attraction -
creatin of Contact Singapore
Other experiencesand considerations
Government as a stakeholder
The 3rd stakeholder in this journey of Globalization of
Indian human capital is India itself and hence, Indian
government, who has critical influence on the fitment
and happiness quotient of expatriate talent.
Expatriates find the Indian government interface
complex and believe that, in most other countries,
government processes are far more supportive of
settling down in the country.
Comments like “There is not a culture of expatriation in
India.”; “Expatriates are not an integral part of the
business culture in India” are indicators of lack of focus
on development of this emerging pool of talent in India.
These issues when read along with family adjustment
issues, tend to aggravate the overall negative experi-
ence.
We believe that these issues cannot be resolved by any
one stakeholder, but clearly the government has a role
to play in addressing some of these. If the India
Country Brand has to have a place in the global talent
market, then this should become a strategic drive in
some part of our government.
Many international economies have been driven by
human capital and many of them recognized early the
need to attract and preserve global talent pool to help
grow and diversity their economy. Singapore is a
leading example. While we can always debate the
appropriateness of Singapore as a benchmark, there
are many lesson that lie in their approach.
India needs to be a home for global talent
Other experiencesand considerations
economic, educational, political, and cultural
infrastructure to make the country an attractive place for
highly skilled global talent to set up their home.
Singapore has developed a stable, globally competitive
economy that continually seeks new growth sectors –
such as biomedical sciences, interactive and digital
media, and clean energy – and invests heavily in
research and development, information technology and
human capital. These efforts have brought in over 7,000
MNCs to Singapore, and this, in turn, has attracted
talent from around the world to build their careers and
life in Singapore.
Good governance, a sound judicial system and legal
framework, and rule of law were also constituents to
provide stability, economic growth, and a basis for the
workforce to compete equally in the marketplace. A
multifaceted education system, replete with reputable
international schools and local institutions, was estab-
lished to ensure that both local and foreign students
would be instilled with a global mind set that would help
them succeed in the global marketplace.
Tying all these infrastructural facets together is a stable,
efficient political system that ensures integrity in all
aspects of Singapore's society, and appeals to those
mobile individuals looking for a place to grow their
careers and build their lives.
Beyond the macro-level instruments to attract global
talent, the Singapore Government also developed
policies and programs to facilitate the move to our island
city. These initiatives include the Employment Pass, the
legal Personalized Employment Pass, the Global Schoo
House Programme and the Work Holiday Program.
Besides a short processing time, Singapore's Employ-
ment Pass (EP) allows the holder to bring family
members with them, and the dependents have the
option to work in Singapore as well. To further facilitate
the contributions of global talent to Singapore, the
Personalized Employment Pass (PEP) was introduced.
The PEP is tied to the employee, rather than a specific
employer, and is granted on the strength of the holder's
individual merits. It also allows the holder to remain in
Singapore for up to six months in between jobs to
evaluate new employment opportunities.
To develop Singapore into a compelling talent hub, the
Global School House programme was launched in 2002
to draw world-class universities, professional services
firms and business schools to Singapore, where
students, faculty, researchers and professionals from all
over the world would be given the opportunity to
develop their professional capabilities and become
leaders in their own fields.
The Work Holiday Programme (WHP) offers mobile
youths the opportunity to live and work in Singapore for
up to six months to discover the spectrum of career
opportunities available and experience our culture.
Singapore has adopted this holistic approach to global
talent attraction and retention, engaging both macro-
and micro-level initiatives that work in tandem to bring
about an economic and cultural ecosystem that
welcomes, and thrives with, the injection of global
talent.
26
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�0� �P�M
Singapore – A Home for Global Talent - by Ms NG
Siew Kiang, Executive Director, Contact Singapore
Singapore's economy has been driven by human capital
- a situation engendered by the country's lack of natural
resources. The Singapore Government recognized
early on that, in addition to developing local talent to
their fullest potential, there was a need to attract global
talent to help grow and diversify our economy, anchor
strategic investments, keep our businesses globally
competitive and develop a highly skilled workforce.
Currently, a third of Singapore's workforce is made up
of foreigners, a result of Singapore's open-door
immigration policy since the 1980s. Even in the
economic downturn, Singapore continues to attract and
retain global talent through a variety of means.
One of the key initiatives was the establishment of
Contact Singapore; an alliance of the Singapore
Economic Development Board and the Ministry of
Manpower - dedicated to attracting global talent to
work, invest and live in Singapore. Contact Singapore
has offices in the Asia Pacific, Europe and North
America. It actively links Singapore-based employers
with global talent, promotes awareness of career
opportunities in Singapore's strategic and growth
industries, and works with private sector partners to
facilitate the interests of potential individual investors in
Singapore.
The Singapore Government also established first-class
Dedicated Focus on Global Talent Attraction -
creatin of Contact Singapore
Other experiencesand considerations
Government as a stakeholder
The 3rd stakeholder in this journey of Globalization of
Indian human capital is India itself and hence, Indian
government, who has critical influence on the fitment
and happiness quotient of expatriate talent.
Expatriates find the Indian government interface
complex and believe that, in most other countries,
government processes are far more supportive of
settling down in the country.
Comments like “There is not a culture of expatriation in
India.”; “Expatriates are not an integral part of the
business culture in India” are indicators of lack of focus
on development of this emerging pool of talent in India.
These issues when read along with family adjustment
issues, tend to aggravate the overall negative experi-
ence.
We believe that these issues cannot be resolved by any
one stakeholder, but clearly the government has a role
to play in addressing some of these. If the India
Country Brand has to have a place in the global talent
market, then this should become a strategic drive in
some part of our government.
Many international economies have been driven by
human capital and many of them recognized early the
need to attract and preserve global talent pool to help
grow and diversity their economy. Singapore is a
leading example. While we can always debate the
appropriateness of Singapore as a benchmark, there
are many lesson that lie in their approach.
India needs to be a home for global talent
Other experiencesand considerations
economic, educational, political, and cultural
infrastructure to make the country an attractive place for
highly skilled global talent to set up their home.
Singapore has developed a stable, globally competitive
economy that continually seeks new growth sectors –
such as biomedical sciences, interactive and digital
media, and clean energy – and invests heavily in
research and development, information technology and
human capital. These efforts have brought in over 7,000
MNCs to Singapore, and this, in turn, has attracted
talent from around the world to build their careers and
life in Singapore.
Good governance, a sound judicial system and legal
framework, and rule of law were also constituents to
provide stability, economic growth, and a basis for the
workforce to compete equally in the marketplace. A
multifaceted education system, replete with reputable
international schools and local institutions, was estab-
lished to ensure that both local and foreign students
would be instilled with a global mind set that would help
them succeed in the global marketplace.
Tying all these infrastructural facets together is a stable,
efficient political system that ensures integrity in all
aspects of Singapore's society, and appeals to those
mobile individuals looking for a place to grow their
careers and build their lives.
Beyond the macro-level instruments to attract global
talent, the Singapore Government also developed
policies and programs to facilitate the move to our island
city. These initiatives include the Employment Pass, the
legal Personalized Employment Pass, the Global Schoo
House Programme and the Work Holiday Program.
Besides a short processing time, Singapore's Employ-
ment Pass (EP) allows the holder to bring family
members with them, and the dependents have the
option to work in Singapore as well. To further facilitate
the contributions of global talent to Singapore, the
Personalized Employment Pass (PEP) was introduced.
The PEP is tied to the employee, rather than a specific
employer, and is granted on the strength of the holder's
individual merits. It also allows the holder to remain in
Singapore for up to six months in between jobs to
evaluate new employment opportunities.
To develop Singapore into a compelling talent hub, the
Global School House programme was launched in 2002
to draw world-class universities, professional services
firms and business schools to Singapore, where
students, faculty, researchers and professionals from all
over the world would be given the opportunity to
develop their professional capabilities and become
leaders in their own fields.
The Work Holiday Programme (WHP) offers mobile
youths the opportunity to live and work in Singapore for
up to six months to discover the spectrum of career
opportunities available and experience our culture.
Singapore has adopted this holistic approach to global
talent attraction and retention, engaging both macro-
and micro-level initiatives that work in tandem to bring
about an economic and cultural ecosystem that
welcomes, and thrives with, the injection of global
talent.
26
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�0� �P�M
executive's success. Involvement with Local Culture as
well as regular contact with Head Office was also
considered as prerequisite for success abroad.
Some respondents indicated that the younger the
executive, the more flexible and adaptable they were
likely to be- thus likely to succeed in an international
assignment.
International posting calls for resilience on part of the
executive to an unfamiliar culture and at the same time
perform successfully. It demands special skills and
higher levels of diplomacy. While executive are
expected to bring a certain degree of expertise and
judgment to the table, they are no longer expected to
learn everything on their own.
Propose for Transition –
develop
language
skills, give
international edu Recruit host country nationals
CEO anchors it
Integrate with succession
program Identify individuals
EarlySet clear policies for – Global Movement relocation etc
Rely on International Job Rotation
Other experiencesand considerations
Developing cadre of International expertise. Success in
today's international marketplace demands highly
skilled executives for achieving global competitiveness
as well as local responsiveness. There is a definite and
growing sense of urgency to build a cadre of
internationally experienced executives.
Amrop International commissioned a team of Harvard
professors to conduct a global study on international
executives ever produced. The Study Report served
two important purposes –
nProvided guidelines for meaningful international
executive development.
nProvided a significant body of views and experience
for organizations to draw upon in evaluating their
approaches to international executive development.
By ‘international executive’, we mean an individual
whose executive development has involved, or will
involve, at least one international posting, and whose
executive responsibilities require a global business
perspective.
This study represents the informed opinions of nearly
one thousand chief executive officers, managing
directors and other senior executives in over 30
countries around the world. These executives worked
within a broad spectrum of industry sectors including
manufacturing, financial services, professional
services, mining and resources, communication, retail,
distribution and information technology.
When asked why their company is developing
international executives; nearly 3 quarters answered
The new international executive Excerpts from a past Harvard Amrop study
that they wanted to improve their ability to develop
global products & services to allow customization
across a global business environment. International
executives determine the success and longevity of the
organization. By engaging in their development,
companies will be significantly enhancing their
competitiveness in the world wide business
environment.
Two thirds indicated that successful expatriate posting
may be prerequisite for top management and CEO
positions; overall half reported that development of
CEO candidates was a key motivation for developing
international executives.
Companies that give priority to hiring and developing
their future global executives will significantly enhance
their competitiveness in a worldwide business
environment, however, the unique roles and
responsibilities of today's international executives
create a recruitment challenge of the highest order.
A senior international executive is in great demand and
the demand is outstripping supply. At the same time,
multinational organizations have considerable difficulty
filling top level international positions.
Having said that, companies do realize that this is not
an easy exercise as it encapsulates a recruitment
challenge. Is the talent pool out there? Perhaps; but
right now the demand well exceeds the supply.
Key strategies for developing International Executives:
Any company wishing to build a cadre of successful
Other experiencesand considerations
international executives should take note of these six
strategic initiatives:
nDevelop a formal executive succession plan with
CEO playing a central role in international executive
development.
nRely on centralized personnel policies.
nAttractive financial package and comparable benefits
nAssist with relocation
nRecruit host country nationals
nIdentify candidates for international assignment early
in their careers.
The gap between a company's need to attract
international executives and its success in finding those
executives is greatest in China, East Europe and South
East Asia. Although the respondents represented a very
diverse geographic group, the study revealed that their
experiences, problems and polices regarding
international executive development were virtually the
same, regardless of where the company was
headquartered, where the executive was from and
where he or she were working!
In an international environment, the international
executive is often the top manager at his or her post, so
diplomacy, communication skills, self reliance and
personal leadership are critical. 90% of the executives
in the survey indicated personal leadership qualities
were the number one guarantee of success
internationally. Followed by 70% indicating that
Technical Knowledge/Functional Expertise & Specific
Country Knowledge were important factors in the
The Key to Success Internationally
28
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executive's success. Involvement with Local Culture as
well as regular contact with Head Office was also
considered as prerequisite for success abroad.
Some respondents indicated that the younger the
executive, the more flexible and adaptable they were
likely to be- thus likely to succeed in an international
assignment.
International posting calls for resilience on part of the
executive to an unfamiliar culture and at the same time
perform successfully. It demands special skills and
higher levels of diplomacy. While executive are
expected to bring a certain degree of expertise and
judgment to the table, they are no longer expected to
learn everything on their own.
Propose for Transition –
develop
language
skills, give
international edu Recruit host country nationals
CEO anchors it
Integrate with succession
program Identify individuals
EarlySet clear policies for – Global Movement relocation etc
Rely on International Job Rotation
Other experiencesand considerations
Developing cadre of International expertise. Success in
today's international marketplace demands highly
skilled executives for achieving global competitiveness
as well as local responsiveness. There is a definite and
growing sense of urgency to build a cadre of
internationally experienced executives.
Amrop International commissioned a team of Harvard
professors to conduct a global study on international
executives ever produced. The Study Report served
two important purposes –
nProvided guidelines for meaningful international
executive development.
nProvided a significant body of views and experience
for organizations to draw upon in evaluating their
approaches to international executive development.
By ‘international executive’, we mean an individual
whose executive development has involved, or will
involve, at least one international posting, and whose
executive responsibilities require a global business
perspective.
This study represents the informed opinions of nearly
one thousand chief executive officers, managing
directors and other senior executives in over 30
countries around the world. These executives worked
within a broad spectrum of industry sectors including
manufacturing, financial services, professional
services, mining and resources, communication, retail,
distribution and information technology.
When asked why their company is developing
international executives; nearly 3 quarters answered
The new international executive Excerpts from a past Harvard Amrop study
that they wanted to improve their ability to develop
global products & services to allow customization
across a global business environment. International
executives determine the success and longevity of the
organization. By engaging in their development,
companies will be significantly enhancing their
competitiveness in the world wide business
environment.
Two thirds indicated that successful expatriate posting
may be prerequisite for top management and CEO
positions; overall half reported that development of
CEO candidates was a key motivation for developing
international executives.
Companies that give priority to hiring and developing
their future global executives will significantly enhance
their competitiveness in a worldwide business
environment, however, the unique roles and
responsibilities of today's international executives
create a recruitment challenge of the highest order.
A senior international executive is in great demand and
the demand is outstripping supply. At the same time,
multinational organizations have considerable difficulty
filling top level international positions.
Having said that, companies do realize that this is not
an easy exercise as it encapsulates a recruitment
challenge. Is the talent pool out there? Perhaps; but
right now the demand well exceeds the supply.
Key strategies for developing International Executives:
Any company wishing to build a cadre of successful
Other experiencesand considerations
international executives should take note of these six
strategic initiatives:
nDevelop a formal executive succession plan with
CEO playing a central role in international executive
development.
nRely on centralized personnel policies.
nAttractive financial package and comparable benefits
nAssist with relocation
nRecruit host country nationals
nIdentify candidates for international assignment early
in their careers.
The gap between a company's need to attract
international executives and its success in finding those
executives is greatest in China, East Europe and South
East Asia. Although the respondents represented a very
diverse geographic group, the study revealed that their
experiences, problems and polices regarding
international executive development were virtually the
same, regardless of where the company was
headquartered, where the executive was from and
where he or she were working!
In an international environment, the international
executive is often the top manager at his or her post, so
diplomacy, communication skills, self reliance and
personal leadership are critical. 90% of the executives
in the survey indicated personal leadership qualities
were the number one guarantee of success
internationally. Followed by 70% indicating that
Technical Knowledge/Functional Expertise & Specific
Country Knowledge were important factors in the
The Key to Success Internationally
28
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What the data and personal comments from interviews
seem to suggest is that international executives need a
highly positive and realistic attitude.
Because everything seems to take longer, an open
mind, flexibility, patience and tolerance for different
lifestyles are essential ingredients for success.
“I have worked in many places in the world
where it takes perhaps half a year to a year
before one is acclimatized enough to become the
manager one was in the country one left.”
“Unfortunately an executive's education, training
and experience seldom fully prepare him to
function effectively in an unfamiliar culture.”
“Burnout of expatriates is high. Not everyone is
able to tackle the global issues”
78%Concerns about family
50%Fear of losing touch with “mainstream”
44%Difficulty finding spouse employment
43%Fear about no promotion on return
33%Conflict in cultural values
26%Inadequate compensation
Other experiencesand considerations
There is no doubt that adapting to a new culture while
still performing successfully for the company poses a
unique challenge to the executive. In addition, double-
income families are increasingly the norm, not the
exception, in many parts of the world. The individual's
family must be mobile, accommodating and flexible
enough to adapt to new surroundings far away from
home.
Some of the respondents indicated that the younger the
executive, the more flexible and adaptable they were
likely to be – and thus less likely to fail on an
international assignment. The downside risk of failing
internationally, especially at a younger age, is that it
can be career threatening.
When asked why individuals might be reluctant to take
international postings, executives cited family concerns
as the greatest disincentive. These included the
family's ability to adjust to such a move, as well as
finding employment for spouses.
Job-related concerns were also high on the list. Exactly
half of those surveyed said that fear of losing touch with
the central activities of the company – the 'mainstream'
– was a very important factor in decisions to decline
international assignments.
A further 43% indicated that fear about not obtaining a
promotion or losing rank upon return was also critical.
Fears like these are sometimes difficult to dislodge –
they often originate from the past experiences of
international executives that have spread through the
corporate 'grapevine'.
Refusing of international assignments
Reasons given for refusing international assignments
Excerpts from a past Harvard Amrop study
“I think when it comes to family, it's always more
difficult to move teenagers than small children.”
“It seems executives are afraid of losing their
domestic or local contacts or local exposure to
executive search firms when they move abroad.”
“Globetrotting is hard, intense and non-stop. But
it has its rewards.”
81%Individuals unable to adjust to the culture
70%Individuals unable to cope with demands of the job
69%Family unable to adjust to the culture
37%Lack of support from the head office
Other experiencesand considerations
The cost of failure on international assignment is a high
one, not only for the employee but also the company.
Presently, relocation costs are upwards of $300,000 US,
and this excludes training and development.
Executives, their spouses and their children all have to
make big adjustments to the demands and differences
associated with living in a foreign culture. Some
respondents stated that executives who have teenage
children have the most difficulty adjusting.
The reasons for failure are many and varied. They
include the executive's and / or spouse's inability to
adapt to a different environment, personality problems
or emotional immaturity of the executive, other family-
related problems, inability to cope with the greater
responsibilities of overseas work, limited spouse
employment opportunities abroad, lack of technical
competence and lack of motivation.
Cultural differences certainly pose a huge barrier to
success internationally. Over 80% of those polled in the
Harvard. Amrop survey said the executive's inability to
adjust to the culture was a key reason for failure during
international posting.
Almost three quarters cited the individual's failure to
cope with the demands of the job as a factor, but not far
behind was the family's inability to adjust to the
situation.
On the other hand, lack of support from head office was
not considered a contributing factor to failure.
Contributors to failure of expatriates
Why expatriates fail internationally
30
Excerpts from a past Harvard Amrop study
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What the data and personal comments from interviews
seem to suggest is that international executives need a
highly positive and realistic attitude.
Because everything seems to take longer, an open
mind, flexibility, patience and tolerance for different
lifestyles are essential ingredients for success.
“I have worked in many places in the world
where it takes perhaps half a year to a year
before one is acclimatized enough to become the
manager one was in the country one left.”
“Unfortunately an executive's education, training
and experience seldom fully prepare him to
function effectively in an unfamiliar culture.”
“Burnout of expatriates is high. Not everyone is
able to tackle the global issues”
78%Concerns about family
50%Fear of losing touch with “mainstream”
44%Difficulty finding spouse employment
43%Fear about no promotion on return
33%Conflict in cultural values
26%Inadequate compensation
Other experiencesand considerations
There is no doubt that adapting to a new culture while
still performing successfully for the company poses a
unique challenge to the executive. In addition, double-
income families are increasingly the norm, not the
exception, in many parts of the world. The individual's
family must be mobile, accommodating and flexible
enough to adapt to new surroundings far away from
home.
Some of the respondents indicated that the younger the
executive, the more flexible and adaptable they were
likely to be – and thus less likely to fail on an
international assignment. The downside risk of failing
internationally, especially at a younger age, is that it
can be career threatening.
When asked why individuals might be reluctant to take
international postings, executives cited family concerns
as the greatest disincentive. These included the
family's ability to adjust to such a move, as well as
finding employment for spouses.
Job-related concerns were also high on the list. Exactly
half of those surveyed said that fear of losing touch with
the central activities of the company – the 'mainstream'
– was a very important factor in decisions to decline
international assignments.
A further 43% indicated that fear about not obtaining a
promotion or losing rank upon return was also critical.
Fears like these are sometimes difficult to dislodge –
they often originate from the past experiences of
international executives that have spread through the
corporate 'grapevine'.
Refusing of international assignments
Reasons given for refusing international assignments
Excerpts from a past Harvard Amrop study
“I think when it comes to family, it's always more
difficult to move teenagers than small children.”
“It seems executives are afraid of losing their
domestic or local contacts or local exposure to
executive search firms when they move abroad.”
“Globetrotting is hard, intense and non-stop. But
it has its rewards.”
81%Individuals unable to adjust to the culture
70%Individuals unable to cope with demands of the job
69%Family unable to adjust to the culture
37%Lack of support from the head office
Other experiencesand considerations
The cost of failure on international assignment is a high
one, not only for the employee but also the company.
Presently, relocation costs are upwards of $300,000 US,
and this excludes training and development.
Executives, their spouses and their children all have to
make big adjustments to the demands and differences
associated with living in a foreign culture. Some
respondents stated that executives who have teenage
children have the most difficulty adjusting.
The reasons for failure are many and varied. They
include the executive's and / or spouse's inability to
adapt to a different environment, personality problems
or emotional immaturity of the executive, other family-
related problems, inability to cope with the greater
responsibilities of overseas work, limited spouse
employment opportunities abroad, lack of technical
competence and lack of motivation.
Cultural differences certainly pose a huge barrier to
success internationally. Over 80% of those polled in the
Harvard. Amrop survey said the executive's inability to
adjust to the culture was a key reason for failure during
international posting.
Almost three quarters cited the individual's failure to
cope with the demands of the job as a factor, but not far
behind was the family's inability to adjust to the
situation.
On the other hand, lack of support from head office was
not considered a contributing factor to failure.
Contributors to failure of expatriates
Why expatriates fail internationally
30
Excerpts from a past Harvard Amrop study
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
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Our clients call us often for
many reasons that are strategic
and require actions that create
valuable solutions
Most of all they do not hesitate
to pick up the phone even when
they need someone they think
does not exist
Our clients call us when they need to bring on board exceptional leaders.
Our clients often use us as a sounding board on highly confidential organisation matters.
They also call us when they perceive risk around their leadership in performance or in longevity
We have deep interactions with clients who are constantly building and changing their businesses.We help them raise the bar on leadership quality.
We participate in conversations when leadership is not only a matter of the current but also the future.
They use our collective insights on critical matters such as compensation, fitment, performance
Amrop Client EngagementsExecutive Search, Board Consulting, External Succession, Management Assessment
Amrop leads with its unique consulting process that is “Context Driven”
Fundamentally, we deliver unique solutions
Amrop Global Offices Wherever you do business
Americas EMEA EMEA EMEA EMEA Asia Pacific
Argentina Austria Germany Netherlands Spain Australia Brazil Belgium Greece Norway Sweden China Canada Bosnia & Herzegovina Hungary Poland Switzerland Indonesia Chile Bulgaria India Portugal Turkey Japan Colombia Croatia Ireland Romania Ukraine Korea SouthEcuador Czech Republic Italy Russia United Arab Emirates MalaysiaMexico Denmark Latvia Serbia United Kingdom Philippines Peru Estonia Lebanon Slovakia Singapore United States Finland Lithuania Slovenia ThailandVenezuela France Morocco South Africa Vietnam
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�1� �P�M
Our clients call us often for
many reasons that are strategic
and require actions that create
valuable solutions
Most of all they do not hesitate
to pick up the phone even when
they need someone they think
does not exist
Our clients call us when they need to bring on board exceptional leaders.
Our clients often use us as a sounding board on highly confidential organisation matters.
They also call us when they perceive risk around their leadership in performance or in longevity
We have deep interactions with clients who are constantly building and changing their businesses.We help them raise the bar on leadership quality.
We participate in conversations when leadership is not only a matter of the current but also the future.
They use our collective insights on critical matters such as compensation, fitment, performance
Amrop Client EngagementsExecutive Search, Board Consulting, External Succession, Management Assessment
Amrop leads with its unique consulting process that is “Context Driven”
Fundamentally, we deliver unique solutions
Amrop Global Offices Wherever you do business
Americas EMEA EMEA EMEA EMEA Asia Pacific
Argentina Austria Germany Netherlands Spain Australia Brazil Belgium Greece Norway Sweden China Canada Bosnia & Herzegovina Hungary Poland Switzerland Indonesia Chile Bulgaria India Portugal Turkey Japan Colombia Croatia Ireland Romania Ukraine Korea SouthEcuador Czech Republic Italy Russia United Arab Emirates MalaysiaMexico Denmark Latvia Serbia United Kingdom Philippines Peru Estonia Lebanon Slovakia Singapore United States Finland Lithuania Slovenia ThailandVenezuela France Morocco South Africa Vietnam
�A�m�r�o�p�_�B�K�_�M�a�r�1�0�_�L�R
�W�e�d�n�e�s�d�a�y�,� �M�a�r�c�h� �1�0�,� �2�0�1�0� �5�:�1�6�:�0�1� �P�M
New Delhi Office: 7th Floor, Tower-B, Global Business Park, Mehrauli-Gurgaon Road, Gurgaon 122002 T +91 124 4344700 F +91 124 4344777
Mumbai Office: 1047, Regus Level I, Trade Centre Building, Bandra Kurla Complex, Mumbai 400051 T +91 22 65221112 W www.amrop.in
For feedback and additional copies feel free to contact us at: [email protected]
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