1. The ICM Conference « Identify, Assess and Prepare Talent for Expatriation » www.icmassociates.com

2. Marc Raynaud Managing Partner Inter Cultural Management Associates Started as a Marketing manager with Air Canada, Bell Canada. Became General Manager of Alcan in France. Marc has more than 20 years of experience in international management consulting with ICM. With the ICM team, Marc has managed the selection, preparation and training of thousands of managers expatriated to 100 different countries. He helps Leaders and Managers of numerous cultures achieve their goals and results in new cultural context. Marc leads ICM’s development in China, where ICM has been present for more than 12 years.

3. What does ICM Associates do Enable managers and leaders from different cultures work together effectively www.icmassociates.com Us Them Together Common Goal

4. ICM Clients in China (Airbus China) (TTE - TCL Thomson Electronics ) Succeed in China Image Survey Top Managers Seminar Expatriation Briefing Identify & Prepare Expatriates Top Management Briefing Cross-Cultural & Integration seminar Passing the Baton to Locals Virtual Teams Management Internationalisation Survey Management Team Teambuilding World Integration Seminar Negotiating in China Doing Business in China Team building & Cultural Exchange Cross Cultural Training & Top Management Team Seminar (BNA – Bao Steel/Nippon Steel/Arcelor) Enhance Expatriates Performance

5. Why Strengthen International Mobility?  Fast growth has changed the scope of the company  Future growth will come from emerging market (China, India, Brazil, Russia)  A need to accelerate international mobility towards unknown markets  Expatriates will face important and new challenges

6. Does your organization know the total number of candidates that are motivated by an expatriate position?

7. How to Stimulate International Mobility? Know and grow the potential expatriates “pool” Thanks to one Group HR process… and proficient tools: –Mobility Questionnaire –Inter Cultural Seminars –International Careers Committee –And the usual Management Development tools

8. Identify, Assess and Prepare Talent for Expatriation Web Questionnaire Identify candidates for expatriation 1st Month Technical Competence evaluated by Management

9. Does your organization always offer a expatriation training to the candidates before their departure?

10. Seminar PerforM Program Web Questionnaire Identify candidates for expatriation 1st Month2 nd Month Technical Competence evaluated by Management Identify, Assess and Prepare Talent for Expatriation

11. Successful Expatriation : Latest Research Data The situation 10 to 20 % of people sent on expatriate assignments return early + 1/3 of those who remain do not perform up to their supervisor’s expectations = Extremely Costly for the organization Source : Mary G. Tye and Peter Y. Chen / Human Resource Planning

12. Ranking of Predictors for Expatriate Success General adjustment 1. ExtraversionVery important 2. Stress toleranceVery important 3. International Experience (1) Less important 4. Gender (2) Not important (1) Only a successful international experience matters (2) Except in masculine value cultures Source : Human Resource Planning 28.4, Mary Tye & Peter Chen

13. Repatriation, an even bigger challenge!  One third to one half of expatriates leave the company within 2 years of their return to the home country  Returning expatriates have gained valuable global experience and their high rate of turnover upon return to the home country => great loss for the company Conclusion Careful & objective selection process can lead to desirable outcomes for both the organization and the expatriate employees.

14. Beginning of expatriation Time With intercultural training approach + ICM coaching Energy Reduce the level of illusion Reduce the culture shock

15. 360° Questionnaire 1 Day PerforM ProgramCulture Bridging Skills 360° Survey Assessment Center Seminar PerforM Program Web Questionnaire Identify candidates for expatriation 1st Month2 nd Month3rd Month 4th Month Technical Competence evaluated by Management Identify, Assess and Prepare Talent for Expatriation

16. The evaluation of cultural competencies is as important as the technical or linguistic skills evaluation: does your organization assess cross-cultural competence?

17. Feedback Sessions Career Managers 360° Questionnaire 1 Day PerforM ProgramCulture Bridging Skills Evaluation Assessment Center Seminar Web Questionnaire Identify candidates for expatriation 1st Month2 nd Month3rd Month 4th Month 5th Month Technical Competence evaluated by Management Identify, Assess and Prepare Talent for Expatriation

18.  « You always find a candidate when you need one » Three Misconceptions to Overcome

19.  « You always find a candidate when you need one »  « Believe that a manager will perform as well in a different culture as he does in his own »

20. Three Misconceptions to Overcome  « You can always find a candidate if you look hard enough »  « Believing that a manager who displays a high performance level in his native culture will be successful in another »  « Believing that the expatriates return home will be easier than his adaptation abroad »

21. The Keys to Success  Identify and collect all possible candidates  Assess their cultural competence  Allow the candidate to make a real choice after being confronted with the challenges of expatriation  Offer a reconnaissance trip for most challenging destinations  Involve the local team in the integration and support of the new expatriate  Coach the expatriate during the first weeks in the new country

22. Your Questions… Thank you

23. www.icmassociates.com Successful Mergers, Acquisitions and Strategic Alliances How to Bridge Corporate Cultures? Charles Gancel, Irene Rodgers et Marc Raynaud McGraw Hill (2002) Renmin University Press