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    Going Local: How to Design, Communicate and Implement a Successful Expatriate Localization Policy
    Going Local: How to Design, Communicate and Implement a Successful Expatriate Localization Policy
    Going Local: How to Design, Communicate and Implement a Successful Expatriate Localization Policy
    Ebook97 pages1 hour

    Going Local: How to Design, Communicate and Implement a Successful Expatriate Localization Policy

    By Yvonne Bosson

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    About this ebook

    Companies have long accepted the high cost of expatriate assignments as the price of doing business in the global arena. Now, companies are increasingly considering expatriate localization in response to increased pressures to trim costs within global mobility programs. Expatriate assignments cost an average of $1 million over a three-year period; so converting an expatriate to a local package can save a company hundreds of thousands of dollars, if done correctly.

    Localization involves changing the expatriates total compensation (including base salary, incentive compensation, risk benefits, perks, social security and retirement plans) into one that is identical to that available to locally hired employees. This is done with the understanding that the employee does not intend to return to their home country.

    The benefits of localization for cost containment, peer equity and business imperatives are evident. However, developing and implementing an effective localization policy is a challenge that most employers find too daunting to undertake alone. From handling changes in retirement benefits to salary differentials, local labor law and tax compliance, the complexities of this conversion are enormous.

    Now, corporate employee mobility expert Yvonne Bosson has developed a comprehensive handbook to address the issue in a way that is clear and easy to understand. This invaluable resource guides human resources professionals and relocation administrators through the multifaceted process of examining their current localization policy and identifying areas for improvement.

    This book is also ideal for companies just beginning to transfer employees globally. It provides an in-depth examination of the structure and components of a successful relocation and localization program along with pertinent advice on communicating policies.
    LanguageEnglish
    PublisherAuthorHouse
    Release dateJun 21, 2010
    ISBN9781452023816
    Going Local: How to Design, Communicate and Implement a Successful Expatriate Localization Policy
    Author

    Yvonne Bosson

    Yvonne Bosson is a certified relocation professional and certified global mobility specialist with over two decades of relocation expertise. Her background as a corporate global mobility program manager for global companies such as ST Microelectronics, Ernst & Young, and Texas Instruments has allowed her to accumulate a wealth of practical knowledge and expertise. Now, Yvonne provides her expertise to clients as an independent consultant (d/b/a Bosson Consulting). She offers guidance on such critical topics as policy development and benchmarking, program audits and vendor quality reviews, gap analysis and process reviews, training, and supplier selection and transition project management. Bosson works closely with her clients to leverage a global workforce while promoting cost effectiveness in addition to program efficiency and alignment with industry best practices. Her thought leadership represented in this book is a vital tool for understanding many of the complex issues involved with localizing expatriates. Professional Qualifications: Yvonne holds a bachelor’s degree in human relations and international business. Her professional memberships include North Texas Relocation Professionals (NTRP), Worldwide ERC, and the Women’s Business Council Southwest (WBCS). Bosson Consulting is a Women’s Business Enterprise (WBE). For more information about Yvonne Bosson, Bosson Consulting, please visit her website at www.ybosson.com.

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      Book preview

      Going Local - Yvonne Bosson

      Contents

      About the Author

      Preface

      CHAPTER 1:

      Localization Defined

      CHAPTER 2:

      Reasons to Localize

      CHAPTER 3:

      Trends in Localization

      CHAPTER 4:

      Localization Plan Options

      CHAPTER 5:

      Challenges & Obstacles

      CHAPTER 6:

      Basics of Policy Planning

      CHAPTER 7:

      Cost Containment

      CHAPTER 8:

      Policy Development & Implementation

      CHAPTER 9:

      Enforcement & Modifications

      CHAPTER 10:

      Effective Communication

      CHAPTER 11:

      Employee Finances & Benefits

      CHAPTER 12:

      Retirement Planning

      CHAPTER 13:

      Localizing Americans

      CHAPTER 14:

      Role of Human Resources

      Conclusion

      APPENDIX A

      About the Author

      black.jpgphoto.jpg

      Yvonne Bosson is a certified Global Mobility Specialist with over 16 years of professional industry related experience. Her background as a corporate global mobility program manager and consultant for global companies such as ST Microelectronics, Ernst & Young and Texas Instruments has allowed her to accumulate a wealth of practical knowledge and expertise. Bosson’s extensive travel history and dual citizenship (United States/France) provides a unique perspective on the challenges and opportunities presented by global workforce mobility. Now, Yvonne provides her expertise, advice and support to clients as an independent consultant (Bosson Consulting). She offers guidance on such critical topics as policy development and benchmarking; program audits and quality reviews including suppliers; gap analysis and process reviews; training; and supplier selection and transition expertise. Bosson works closely with her clients to leverage a global workforce while promoting cost effectiveness in addition to program efficiency and alignment with industry best practices. Her thought leadership in this book is a vital tool for coordinating, administering and managing the complex and confusing process of localizing expatriates. Professional Qualifications: Yvonne holds a Bachelor’s degree in Human Relations and International Business. Her professional memberships include: Society for Human Resource Management, The Forum for Expatriate Management, Worldwide ERC, Women’s Business Council Southwest

      Preface

      black.jpg

      The rise of a globally connected world is changing the way we do business today. International experience is highly valued in this environment as companies seek to control and maximize resources - the most important of which are a company’s employees. As businesses continue to expand their global presence, there is an ongoing need to export the corporate culture as part of a knowledge transfer to offices based far from corporate headquarters.

      As it becomes easier to work in many countries, the mindset that the best approach is a home country-based, temporary assignment is declining. Instead, companies are looking at innovative, cost effective ways to deploy employees throughout the world. The assumption that employees who work outside of their home country will eventually return is outdated.

      The trend today is not just the transition of expatriates to local status, but also the increased use of local-based assignment status. Global companies are using local-based programs when a position requiring international relocation is the next job for an employee rather than a temporary need for the company.

      Companies have long accepted the high cost of expatriate assignments as the price of doing business in the global arena. Now, human resource professionals are reviewing current expatriates and considering localization in response to continued pressures to trim costs within global mobility programs. While this approach can be useful in specific situations, localization is not always the cost-saving solution that it is widely believed to be. Actual savings will only be realized if localization is used appropriately and effectively.

      For example, there are some locations where localization is not suitable, either because of economic or social instability or because the differences between the home and host locations are too great to bridge. In these cases, the add-ons required to meet employee needs impact the potential cost savings.

      Human resources should identify scenarios where localization is most applicable - such as after a certain period of time on assignment, home and host country pairs or for certain positions that have no relation to the employee’s home country. When expatriate assignments start to linger (or the intent of the assignment changes), companies may also wish to consider localizing expatriates. This should be done with an eye toward substantial savings without compromising the intent of the international assignment program or hindering the assignee.

      It is in both the company’s and the employee’s best interest to ensure everyone involved understands that localization is not to be entered into lightly. Both parties are required to make some tough decisions and to confront the questions of whether the long-term goal is localization or repatriation and whether it will ultimately result in cost savings. In the long run, the result is better for everyone involved when the right decision is made up front.

      Despite all the caveats and potential obstacles, the overall savings that come from properly localizing expatriates outweigh the drawbacks. The cost of a United States expatriate assignment is usually three to four times the employee’s annual base salary. This is one compelling reason companies are now investigating making these decisions sooner rather than later.

      CHAPTER 1:

      Localization Defined

      black.jpg

      The term localization in today’s global employment environment has developed many variations to its once straight-forward, original definition. Localization used to mean simply the process by which an existing employee is transferred to another country’s employment terms. This includes transitioning an expatriate’s current compensation package (including base salary,

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