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 In the era of technology advances and globalization, the building and maintenance of business and personal relationships across cultures has become a necessity. Managing successfully intercultural relations and cross-cultural exposure can be challenging for companies and individuals alike. To gain some insights on multicultural interactions, X-Expats interviewed Gilles Asselin, founder with Ruth Mastron of SoCoCo Intercultural, a firm providing various types of cross-cultural services, including training for expatriates and team building / team norming for international teams. Gilles and Ruth also authored “Au Contraire! Figuring out the French”. The book published by Intercultural Press in 2000 analyzes and describes intercultural relations between French and Americans. Gilles, who was born and raised in France, has been living in the US for the past 20 years after graduate degrees in Industrial Psychology and Business at a Wisconsin university (UW-Oshkosh).
X-Expats: Why is cultural awareness/global exposure so important?
Gilles Asselin: The world has changed drastically in the past 10-15 years and diversity is a fact of life. Many of us deal with someone from a different culture or ethnic group on a daily basis. The question then becomes, “Do we want to acknowledge that diversity and learn about the Other? And go deeper than a simple “Bonjour,” “How are you today?”
There is much to be gained in learning about one an-Other across cultures, and often the Other serves as a mirror for acknowledging our beliefs, assumptions and biases—a healthy mirror if we take the time and patience to build a relationship with that Other, and be honest with ourselves.
X-E: In your practice, do you notice striking differences and/or similarities in the way Americans/French/Europeans citizens approach an expatriate assignment?
GA: Yes, but my response is dependent upon the type of support expatriates receive, and the type of expatriation they envision (i.e. joining an expat bubble abroad and recreating one’s life from home, or trying to integrate the new culture as much as healthily possible). That being said, the French being the “rois/reines de la débrouille,” there is tendency for French people to do things on their own, until they hit a wall—often a wall due to cultural differences and different ways of doing things. Americans, on the other hand, are quite “pampered” at home (in terms of services), are much more explicit and direct in their communication and ways of being, and expect things to be spelled out; which means they also expect services to be provided on time and commitments to be honored. Another important point in the way you prepare for an expatriation: how much of a difference do you expect? Americans tend to see the world “made in USA” because of the influence of their media (World News Tonight with no international news at times) and commercial culture. Europeans and other nationalities moving to the US know that it will be different, and they (the employees being transferred) usually do not expect to manage or work the same way they did back home.
X-E: Are some industries more prone to offer trainings in cross-cultural issues to their employees than others?
GA: Yes, industrial companies tend to use cross-cultural services more often, because of more complex processes, and because of the stakes involved when international problems occur. What also matters is the positioning of the employee being transferred. Our services are usually popular among mid-level managers; above that level, employees may not see the need for and the benefits of such services, knowing they don’t have their hands in “le cambouis” (dirt) as much as lower level managers.
X-E: What suggestions and possible solutions would you recommend to companies that wish to reap more benefits from their expat workforce?
GA: Have a plan for expatriation (which means repatriation as well!) and expatriate families; don’t do it simply because you want to claim that your company is becoming global. Support your expats as much as you possibly can; not only in their “logistical” and “social” adaptation, but also in the workplace/in their home. Services that may not be needed back home (such as employee assistance programs) may turn out to be very useful for expatriates and their families - not only for the employees transferred. Make sure the expat employees benefit from a “buddy-system” where they can team up with someone in the office who can teach them the ropes, both professionally and culturally. Think bigger than “workplace impact” when it comes to moving families across the world. The ramifications of an expatriate assignment go far beyond the employee (and his/her immediate family) being transferred.
X-E: Any advice for companies dealing with low expat retention rates?
GA: Find out why in the first place! Have a career plan for those departing/returning expats. Make sure their new skills and competencies are being harnessed and that they feel valued once they are back home—not outcasts because they left home for a few years and are no longer “quite the same.”
X-E: In your opinion, how can repats/returning expats enhance their employability upon their return home?
GA: They need to keep in touch with the country in which they lived, both professionally and culturally. That may include, for instance, having children attending an international school upon their return to Europe, or being part of an international group like WICE in Paris. It is also fairly easy to keep in touch with a diverse group of business people via international Chambers of Commerce.
X-E: How can companies benefit from taking on returning expats/repats as employees?
GA: Make them feel valued, and don’t send them back to their old jobs; they would feel devalued and would most likely experience “lack of meaning”. Understand that returning expats may have acquired special skills and a broadened worldview; make sure to honor those, take ‘advantage’ of them, and discuss their “repatriation/career plan” way before it actually happens. Keeping employees in the loop while there are abroad is also a great way to retain them. Let them know what’s happening at headquarters and involve them in decision making as much as feasibly possible or appropriate. Get them involved in the training and preparation of new expatriates; they will most likely enjoy it, and will provide specific advice with a personal touch.
X-E: Thank you Gilles for sharing your expertise in cross-cultural issues and intercultural relations. To those interested in intercultural relations between the French and Americans, please note that a new edition of the book Gilles co-authored “Au Contraire! Figuring out the French” will come out in June or July 2010.
Please do not copy or cite without author's or publisher's authorization
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