In an era of increasing globalization and multinational companies, foreign assignments have become the rule rather than the exception. Employees are sent abroad where they start new subsidiaries, participate in joint ventures, and tap the potential of emerging markets.

In general, a foreign assignment is viewed as not only an exciting experience with the potential for personal growth but also as an important step on the expatriate's career ladder.

Living and working abroad, however, poses many challenges that can adversely affect the employee's performance. Both expatriates and impatriates face issues like culture shock, language barriers, and clashes in mentality.

Most U.S. companies realize the need for cultural training and special assistance when sending their local employees abroad. However, it is easy to overlook the fact that U.S. culture can appear as foreign and strange to delegates from another country as their culture would seem to their American co-workers.

Here are some interesting facts:

The Impatriate Family:

• According to a study done in 1997, the typical transferee is described as a "married white male between 35 and 45, with two or more children." ¹
• Therefore, the impatriate cannot be viewed as an entity separate from his or her family. Caring for impatriate employees automatically includes concerns for accompanying family members.
• However, one study showed that 41 percent of participating companies did not provide ANY assistance to the accompanying spouse! ²
• At 92%, a "lack of partner satisfaction" has been identified as the number one reason for international assignment failure! ^{3, 4}
• Not providing assistance to the impatriate's spouse and family can be a very costly oversight. Depending on individual circumstances, each assignment failure is estimated to cost from $250,000 to $1 million. ⁵

The Impact of Relocation and Assignment Failure:

• Even after a domestic relocation, an employee will work at only 70 to 80 percent of normal efficiency for the first six months. ⁶
• In an international relocation, the stress experienced by the employee is multiplied due to language barriers, cultural differences, and worries about his family's well being, thereby reducing his job performance even further.
• "Researchers consistently find that people need to live in a location at least two years before they feel at home."⁷ This adjustment period collides with standard 2-3 year-contracts and can be cause for great frustration.
• A failed assignment has far-reaching consequences for the employee, his family, and his company. Some of them are increased personal stress, reduced confidence levels, reduced employee morale and loyalty, increased turnover, damaged customer relations, and last but not least the financial and organizational impact on the impatriate's company.

Friendly Faces L.L.C. has recognized the need for extended impatriate assistance. We realize how important it is to help the relocating employee and his or her family to adjust to their new environment as quickly as possible. It is our mission to turn a potentially frustrating experience into the exciting opportunity it can be for each and every family member.

In short:

¹ Englert, S. (1999, Oct/Nov). "Trailing-spouse assistance". Plants, Sites and Parks, 6, 16-20.
² Butler, C. (1999, Sept.). A world of trouble. Sales and Marketing Management, 151, 44-54.
³ Cheng, B. (2002, July). "Home Truths About Foreign Postings." Business Week Online.
⁴ Solomon, C.M. (2000, August). Unhappy trails. Workforce, 79, 36-41.
⁵ Story, M. (2000, October). Export yourself. New Zealand Management, 47, 18-23.
⁶ Munton, A. (1993)). Job Relocation: Managing People on the Move. New York: John Wiley Publications.
⁷ Goodwin, C. (1999)). Making the Big Move - how to transform relocation into a creative life transition. Oakland, CA: New Harbinger Publications.