1. By the end of this session you will be able to:
Describe what is meant by an expatriate
Explain the relationship between hiring local staff and expatriate staff
Identify the costs of an expatriate manager
Explain the terms Expatriate Acculturation & Culture Shock
Explain the elements of Pre-departure and repatriation training
Identify the personal traits of a successful expatriate

3. Expatriate manager
An expatriate manger is one who work and live in a foreign country.
Transnational hotel companies often transfer qualified, seasoned managers from one property to another. This process of transfer and rotation creates a class of executives known as expatriates.

4. Expatriate manager
An expatriate manger is a person working in any country other than their own. Typical positions are General manager, F&B manager, FOH manager, Executive Chef and Engineers at all levels
Major chain hotels will transfer and rotate their executives exposing them to training, experiences and career opportunities. Rotation also permits hotels to deploy talent where they most need it.

5. The roles of an expatriate manager
To represent the organisation in dealing with business people, government officials, suppliers and customers.
To develop a healthy relationship with local employees, and with the host communities.
To reconcile the goals of the hotel company, the owner and the host country (which may differ markedly).

6. Local Versus Expatriate Hiring
1)Local Laws - permitting the number of foreign staff
2)Hotel Policies - frequent transfers, position rotations and individual career tracking
3)Skills Transfer - the understanding that the expatriate manager will help develop his/her local counterpart and that the job will be eventually be filled by a local replacement
4)Work Visa & Immigration Restrictions

7. Cost of the expatriate manager
An appropriate compensation package is required to maintain expatriate managers.
They are being required to uproot and change their families lifestyle.
The challenge when designing a package is to maintain a standard of living equivalent to their colleagues in their host country as well as compensating them for any additional costs . Such as relocation and transportation costs.

8. Cost of the expatriate manager
Allowances - are prerequisites that are given to an expatriate employee’s spending power up to home country standards. These are given net (tax paid) whereas differentials are considered taxable income.
Cost of living adjustments to the salary
Housing differentials
Goods of differentials - are designed to protect the employee from exchange rate movements and price movements

9. Cost of the expatriate manager
Transportation Differentials -are designed to compensate for increased travelling expenses
Allowances for vacations/home leaves
Reimbursement of educational expenses for children of the expatriate
Tax Reimbursement. Most expatriate are paid a net salary inclusive of all added costs and tax liabilities. Many operators will pay for all the employee’s company-related income tax obligations above a set amount.

10. Expatriate Acculturation & Culture Shock
Self Orientation: how an individual sees themselves
Others – Orientation: how an individual sees and understands others
Perceptual Orientation: how an individual sees and understands situation and puts them into context.
Culture shock results from being immersed in an unfamiliar environment. It can cause confusion, disorientation and discomfort

11. Expatriate Acculturation
Self Orientation
Stress reduction
Physical mobility
Dealing with alienation
Dealing with isolation
Realistic expectations prior to departure
“Acculturation Profiles of Expatriate Managers” Columbia Journal of World Business, October 1986 Gary Odour

12. Perceptual Orientation:
Others – Orientation:
Relationship skills
Willingness to communicate
Non Verbal communication
Respect for others
Patience
Perceptual Orientation:
Flexible attitude
High tolerance for ambiguity
Being non-judgemental
Being open-minded
Operational independence

13. Pre-Departure Training
This tends to focus on four main areas
Cultural awareness
Attitudes
Knowledge
Skills

14. Cultural awareness Training
Raises participants awareness of cultural differences and their impact on business behaviour.
Every one of us culture bound (to a certain extent).
The world is viewed through the lens culture has provided
And perhaps people react to culturally influenced perceptions of the world in culturally prescribed ways
Leadership styles, training methods, motivation and communication styles will vary

15. Attitude Training
Focuses on how they are shaped.
It is critical for a manager to understand the difference between nature and nurture.
That is, attitudes and beliefs – including their own – are acquired from conditioning and the environment (nurture).
They are not inherently correct or inborn (and therefore somehow more natural)
People who do not understand are adopting Ethnocentrism (superiority over another)

16. Social & business etiquette History (folklore)
Knowledge Training
Social & business etiquette
History (folklore)
Current affairs & general business conditions
Values of the host country
Geography and climate
Sources of pride
Religion
Political/legal/economic structure

17. Concentrates on skills building in such areas as: Language
Skills Training
Concentrates on skills building in such areas as:
Language
Non verbal communication
Cultural stress management
Adjustment & adaptation
Part of this may determine the individual's personal coping mechanisms and those that are most effective.

18. Pre-Departure Training
Family orientation
Social & business etiquette
History & folklore
Current Affairs
Values of host country
Geography, climate and the physical environment
Sources of pride: artists, things of interest
Religion
Political/Economic Structure
Prevailing business practices
Matters of currency, time zones
Transportation
Hours of business
Public holidays

19. Repatriation of Expatriate Managers
Discussion of current developments and trends at home
Instruction on new company personnel, operating procedures and organizational changes
Professional/financial counseling
Re-entry bonuses
Relocation allowances
Preparation for reverse culture shock and readjustment

20. Personal Traits of a successful Expatriate Manager
Sense of humour
The ability to forgive
Tolerance of ambiguity/Open mindedness
Empathy
Self-reliance
Flexibility and adaptability
Curiosity/Patience
Perceptiveness
Strong sense of self
Non-judgmental attitude