Labour Mobility Research
International Mobility Group
Expertise in Labour Mobility runs the International Mobility Group. The IMG
stands for a group of blue chip household name companies (Shell, Philips, ING,
Heineken, KLM, TNT) who are engaged in international operations. Amongst these
companies there is a vast array of experience and knowledge on the issue of
staff expatriation. How do we know if our processes and practices are the most
relevant? What is good practice in this field? How do we calibrate it? The IMG
strives to foster on this shared knowledge of good processes and practices.
Food for thought: International Mobility Group Meetings
In today’s highly competitive business world we are constantly being told
that people are our most valuable asset. For those enterprises, engaged in global
operations, the contribution & role of the skilled professional expatriate is
often critical to business success. All IMG invitation only business
meetings have a similar format: expert speakers provide some food for thought,
followed by a discussion to exchange ideas and share best practice with other
HR managers:
2 December 2008: IS
THERE A EUROPEAN LABOUR MARKET FOR (TOP) MANAGERS?
Will you opt for an expat, a local manager or decide for a third country national
senior manager? Dr Kees van Veen from the University of Groningen (NL) will
answer the question on the European labour market for managers and start the
debate with the (HR) managers present.
10 March 2009: LABOUR MOBILITY IN EUROPE: Reality or wishful thinking?
27 EU countries, the Lisbon Agreement, the Bologna Declaration, the Maastricht
Treaty - Is freedom of labour a fact within Europe or is is a (political) dream?
And how does this alleged freedom work in reality?
Culture and Identity
The results of the joint research project between the University of Groningen
and Expertise in Labour Mobility on cultural
diversity in the workplace have led to some seem very interesting outcomes.
We found, for instance, a strong indication that employees in culturally diverse
work environments identify far less with their cultural heritage (ethnicity
or nationality) than previously assumed.
For each person who completed the survey, ELM has donated 1 Euro to SAVE THE
CHILDREN.
ELM research conducted by Joep Hofhuis
Overcoming the ever disappointing cross-border mobility within the EU: Why
cross-border labour mobility between the Nordic countries does work.
Although the European Community launched the ‘Four Freedoms’ of labour, capital,
services and goods, together with the Treaty of Rome in 1957, until 2004 labour
mobility has never reached above a 1.5% mark. With the enlargement of the European
Union in 2004, this mark increased up to 1.6%, whereas in the United States,
people find jobs across state-borders rather freely and willingly. Within the
European space, the Nordic countries discern itself concerning labour mobility
as well. Cross-border labour mobility is rather normal in this area. How can
we explain this? Why can’t this work for the European Union as a whole? Do people
feel part of the Nordic area, instead of part of a country? Exertise in Labour
Mobility analysed these questions by doing research in Sweden and the Netherlands.
The lacking EU labour mobility seemed due to the lacking European identity,
a lacking common sense of belonging. The increased labour mobility in the Nordic
countries could be explained by their shared historical and cultural background,
and to a lesser extent by their Nordic institutions like the Nordic Council
of Ministers.
ELM research conducted by Wieke Pot
What happens when the expatriate returns home?
Repatriation is often the 'forgotten' phase of the expatriation cycle; the emphasis for support is most of the times on the (preparation of the) actual period abroad. Many repatriates report experiencing difficulties on return (e.g. new knowledge gained is not being used; home is not the same place anymore; practical (housing) problems; problems for spouse or children). The difficulties are highly influenced by factors like self-management, spouses' adjustment, time spend abroad and skill utilization. Expertise in Labour Mobility conducted a small scale research and comes up with some tips:
- Ensure a high level of communication before, during, and after the assignment
- Introduce a mentor programme aimed at expatriates
- Use settling-in services; helping the expatriate and family with practical issues upon return
- Make the expatriate feel understood & valued (this may sound as an open door, but …)
- Increase job satisfaction through challenging extra tasks
- Pay attention to the returning family of the repatriate
- Make use of all the knowledge an expat has gained!
Because losing a repatriate is losing a one million-dollar investment, the
advice is to provide basic support to all repatriates, and try to put attention
to the repatriate and his/ her family.
ELM research conducted by Lisette Vonk
Expatriate Support Programmes: Small investments with large effects
Throughout the world organisations send employees on foreign assignments. These
expatriate assignments involve high costs and failures are not uncommon (one
out of four assignments fail). For many companies a reason to try defining the
perfect expat profile for their organisation and subsequently invest heavily
in selecting and training this 'Mr or Mrs Right'. But what ensures success?
Which expatriate support programmes provide true added value? When is the investment
justified? Expertise in Labour Mobility tested a hypothesis: Investing differently
in expatriates - not simply more budget - will deliver better results for all
parties involved. The ELM survey had 8 major conclusions, among others: the
benefits of investing in expatriate
support programmes (ESPs) outweigh the costs of these programmes.
ELM research conducted by Babette Aben
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Photography: © Eric Sijbrands/Expertise in Labour Mobility.
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