1. EXPATRIATES
MANAGEMENT
Daniela Carrozza
Antonio De Pascali
Marica Di Marino
Marika Gurnale
Bianca Traina

3. HQ
SUBSIDIA
RIES
GEOCENTGEOCENT
RICRIC
ThirdThird
CountryCountry
NationalsNationals
POLYCENTPOLYCENT
RICRIC
Host-Host-
CountryCountry
NationalsNationals
ETHNOCENTETHNOCENT
RICRIC
ParentParent
CountryCountry
NationalsNationals

4. Expatriates Administration
SALARYSALARY
MANAGEMENMANAGEMEN
TT
SALARYSALARY
MANAGEMENMANAGEMEN
TT
EMPLOYMENEMPLOYMEN
T CONTRACTT CONTRACT
EMPLOYMENEMPLOYMEN
T CONTRACTT CONTRACT
TAXTAX
REGULATIONREGULATION
TAXTAX
REGULATIONREGULATION BENEFITSBENEFITSBENEFITSBENEFITS

6. SELECTION
CRITERIA
Professional Competencies
Technical Skills
Languages
Personal Factors
Family
International Motivation
Tolerance Uncertainty
Personality (Big5Model)
International Adjustement
Cultural Intelligence
How Can Firms manage Expatriates Selection?

7. High Rigor
Low Rigor
Short time period
Lectures and videos on local culture
Briefing on company operation
Case study e-learning and e-coaching
Last over a month
Experiential learning
Extensive language traininig
Shadowing
Field trips to host country
How Can Firms manage Expatriates Training ?

8. Culture shock
Culture shock refers to the
process of coming to
understand and adapt
to differences in culture
through daily interaction
and situations.
How Can Firms manage Expatriates Training ?

10. ORGANIZATIONAL STRATEGIES :
− Keeping up-to-date about organizational occurrences and problems
− Career planning of expatriates should be conducted carefully from a realistic perspective with regard to repatriation, and
overseas assignment should be linked to long term career plans
− Training expatriates prior to return (Coaching, Counseling
− Repatriates as trainers, personal for future expatriates
76% of the Organizations Had No Formalized Repatriation Policies
Expatriates Repatriation
INDIVIDUAL STRATEGIES :
− Maintain contact with its social networks
- Keeping up-to-date about national news
- Be proactive
- Combine best aspects of foreign and home cultures

11. Expatriate failure is the premature return of
an expatriate manager to the home
country each expatriate failure can cost
between € 40,000 and € 1 million
EXPATRIATES
MGMT
What Is Expatriate Failure?
Recall %
U.S.
MULTINATIONALS 20-40%
EUROPEAN
MULTINATIONALS 11-15%
JAPANESE
MULTINATIONALS 11-19%

12. • The inability of an expatriate's spouse to adapt
• The manager’s inability to adjust
• Family-related reasons
• The manager’s personal or emotional maturity
• The manager’s inability to cope with larger overseas responsibilities
• Difficulties with the new environment
EXPATRIATES
MGMT
WHY DO EXPATRIATES MANAGER FAIL

13. HISTORY
International company with Italian origin
Created in 1950’ s a division of an Italian integrated energy company (Eni Group)
Oriented towards oil and gas industry
More than 40000 employess (110 different Nationalities)
Expatriates are the 23% of the employees

15. EXTERNAL RECRUITMENT
SCREENING CURRICULA
AC
GROUP INTERVIEW
ROLE PLAYING
IN BASKET
LANGUAGE TEST
TECHNICAL INTERVIEW
FEEDBACK
PHYSICAL ASSESSMENT
INTERNAL RECRUITMENT
Job Posting
Feedback
Assessment of Physical Ability

16. TRAINING
PRE-DEPARTURE TRAINING:
HSE training
POST-ARRIVAL TRAINING:
•Behaviour-Language and Medical Induction
•Social network development

17. REPATRIATION
Saipem has already made the repatriation an explicit part of the
assignment
(VS 76% Multinational Companies no Repatriation Policy)

18. STRENGHTSSTRENGHTS WEAKNESSESWEAKNESSES
OPPORTUNITIESOPPORTUNITIES THREATSTHREATS
Expatriates Policy
Managerial and Technical
Assessment
Lack of psychological assessement
Lack of Cross-cultural Training
Reduce Low Turnover
(3,5 %)
Mentor Assignment
Value new competencies and
experience
Competitors hire its expatriates
Boundaryless careers

19. Grazie