EMS reveals the keys to retaining and caring for mobilized talent

Success in the worker's functions depends on different factors

In international employee mobility, the retention and care of talent is key, not only for any company that does not want to lose its best human capital, but for an entire country.

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In a process of international mobility Success in the worker's functions depends on different factors. However, if the company forgets to focus on anticipating action plans aimed at talent, it is more difficult for the processes to be satisfactory. “The reality is now more complex than before, because professionals are more in control of their careers and the company and its leaders must be more proactive than before,” he explains. Ana Gazarian, CEO of EMS.

 

The conditions of the policy expatriationAs well as compensations and benefits associated with mobility are important. However, we must not forget that one of the key aspects is that of the expatriate's family and what the moment of his return or repatriation would be like. In this sense, planning is key. “Improvisations, emergencies, mistrust and fears are bad traveling companions,” he says. Gazarian.

 

Good planning throughout the international mobility process must take into account aspects of policies, management, organizational culture and business values. From EMS they explain the most appropriate phases to plan the retention of mobilized talent:

 

Preparation Phase

 

The selection of candidates for international positions is the first step, not without difficulty, for the success of expatriation. To do this, it will be essential to define and describe the candidate's position profile in advance. In most cases, it requires more than just performing well in the parent company.

 

A positive expatriation will depend largely on skills such as: intercultural communication skills, language proficiency, previous international experience and the ability to manage complexity and uncertainty.

 

Assignment Phase

Communication is essential: it must be clear and sufficient, realistically covering expectations regarding the destination and the functions to be performed.

 

In most cases, the department of RRHH It becomes the support element with administrative, governmental, legal, fiscal, logistical and economic procedures. Proper management of these aspects avoids overloading the expatriate with management responsibilities that he or she does not have to assume.

 

 

 

Good planning throughout the international mobility process must take into account aspects of policies, management, organizational culture and business values.

 

 

 

Follow-up Phase

 

Maintaining frequent communication between the Spanish headquarters and the expatriate is key to offering him and his family the necessary support during the different stages of integration in the new destination.

 

It is essential that the expatriate and his family feel welcomed in their new environment. Lack of integration can lead to situations of isolation and even exclusion. Nowadays, technology facilitates and simplifies the transition period in many cases, both personally and professionally.

 

It is often a family's inability to adapt that leads to failure or poor management performance of the expatriate.

 

Return Phase

 

It can mean a great opportunity in the expatriate's professional career.

 

However, not all companies have a policy to facilitate the return of employees. expat. So this can be a difficult time. It may even mean receiving lower pay and having to adapt to a job where the skills learned are not always applied. Some studies confirm that a high percentage ends up looking for a job in another company.

 

On the more personal side, in some cases, it can generate what has been called “reverse culture shock.”

 

Obtaining feedback with proposals for improvement or impressions from returnees can be very useful in optimizing future expatriations.

 

Also betting on taking care of talent

 

The uncertainty of the unknown in the new destination is a stress factor. Therefore, taking care of people must always be a premise and an objective to maintain. Likewise, good care of human capital is a key factor for retention.

 

EMS explains the responses that the organization can give for adequate care of its mobilized employees.

 

Firstly, it is crucial that employees hold regular progress meetings with their manager in an environment of fluid and constructive communication, as well as recognizing people's merits and efforts.

 

Likewise, employees experience the flexibility of the company when it tries to understand professional, personal and family circumstances, forming part of a whole, and not individually.

 

Ana Gazarian explains that “the consequences of an incomplete or inadequate approach can be unfortunate, if the appropriate mechanisms to achieve process efficiency have not been observed in advance.”