Company’s Expatriate Policy: Recommendations

Subject: Employee Management
Pages: 2
Words: 559
Reading time:
2 min
Study level: College

It goes without saying that sending the company’s employees from various management levels to work abroad may be regarded as an efficient way to ensure high-quality performance in another enterprise. A French energy group decided to increase its share of electricity from renewable energies by taking control over an Irish, medium-sized company with a well-functioning infrastructure for electricity generation and considerable experience in wind energy. That is why some employees from a French department will be sent to County Donegal, where an Irish company is situated, for a period of approximately three years. In this case, it is highly essential to develop a particular expatriate policy that will help these employees to prepare for work abroad and ensure their wellbeing and productivity for this time.

As it is crucial to prepare workers for expatriation, they should be initially chosen, and multiple factors should be considered in this case. They include a person’s desire to work abroad, marital status and children, competency, experiences, talent and potential, and individual characteristics that may facilitate adaptation. In addition, before workers are chosen, in two-three months, the company’s management should set corporate goals, investigate potential challenges, such as another country’s legislation related to expatriation, and develop strategies to deal with these issues. After the group of expatriates is defined, the pre-move training will start six months before the departure. It will include cultural training to get acquainted with the cultural peculiarities of Ireland, especially referred to the workplace, language training to be more proficient in English, and professional training connected with specific skills and knowledge that will be essential in a new place. In addition, during the training, all specific objectives and goals of expatriation will be translated to employees to ensure their understanding and commitment.

In general, there can be numerous challenges expatriates face during their living and working abroad. Staying in another country for a long time and having an essential assignment may be highly stressful and lead to the failure of many employees (Hamze, 2020). The issues of expatriation traditionally include language barrier, cultural shock, moving-related expenditures, the achievement of balance between life and work, retaining worldwide careers, loneliness, and adaptation to a new working team (Hamze, 2020). Moreover, women, especially those who travel for work alone, may face tension and misunderstanding in the predominantly male workforce abroad. In turn, for management, the main challenges are connected with the possibility of expatriation’s high costs, employees’ non-return, the support of connection with traveled workers for goal achievement, and addressing their expectations. In general, the majority of these challenges may be mitigated during the pre-move training, the planning of the expatriation budget, and the company’s support in a new place.

Thus, the company’s actions play a vital role in ensuring French employees’ productivity, performance, connectedness, and general wellbeing in Ireland. First of all, expatriates should be provided with all available allowances, including housing, cost of living, utility, medical, relocation, and home leave ones. The company’s support should be presented by providing health insurance, finding accommodation, preparing taxation processes, and covering travel costs to ensure workers’ continued communication with home. In addition, if highly qualified workers move with their families, the company should take all responsibilities related to children’s education in Ireland. In this case, when expatriates feel they are supported, and their efforts are respected and appreciated, they will be motivated and productive.


Hamze, M. M. (2020). The challenges facing expatriate managers working in foreign countries. Management and Economics Review, 5(1), 160-173.