When managing home based employees the extent of the employee, employer relationship is usually clear. The organisation may run a few family days, invite partners to celebratory meals from time to time, but generally work and family life have clear(ish) boundaries.
Put an international relocation into the picture and suddenly the delineation between work and family begin to break down. The employees work and role takes the lead and in a way that impacts on every family members lives. The partner often takes on a supportive role, facilitating many aspects of the relocation. That is not to say their career necessarily dies, but for the majority it is put on hold. In this weeks podcast, Marta Guarneri shares her research into the impact of family dynamics on the expatriation cycle, and how organisations can better support the relocation process.
The future of the whole family, their expectations and lives become inextricably linked to the assigning organisation. The psychological contract; the unwritten set of expectations of the employment relationship, encompasses not only the now more complex expectations of the employee, but also those of the partner and family. Denise Rousseau talks about the psychological contract including informal arrangements, mutual beliefs, common ground and perceptions between two parties. It is something that is not fixed, but evolves constantly based on communication.
So, imagine the impact these two different perspectives on HR involvement and connection with partners might have on the psychological contract and the level of engagement and commitment to the assignment experience.
- One HR manager was clear that they needed to know people so they could offer the best support. They wanted to know what they were dealing with, to offer support that was valued, develop family loyalty.
- Another HR manager was loathed to create an open channel of communication with anyone other than the assignee. They feared that should they encourage a connection with the partner, the partner would exploit it and become a nuisance.
Which opinion was right?
Well, in my opinion the first, although I am pretty sure the second HR Manager would do a good job at justifying the need to keep the relationship at a distance. After all, the written contract is with the employee, lines should not be crossed and resources are not limitless.
And yet, over the years I have heard partners talk so many times about the role they play, the support they provide, and sadly in many cases the absence of any recognition. Often it is the small gestures that make the difference.
Marta’s research: The Impact of Family Dynamics on the Expatriation Cycle, aimed to understand the common factors that foster the success or failure of international assignments and to isolate some of the best HR practices that could impact performance, retention and organisational commitment.
Her results were fascinating. Here are some soundbites to spark you interest:
- It is the ineffectiveness of organisational support that is the issue.
- The key is to know what makes an efficient package, to maximise it, not waste it.
- Understanding the needs of the assignee and family is key.
- Relocation support in situ so often is inadequate and represents wasted resources.
- Flexibility is key when meeting the needs of a new generation who expect flexibility.
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