October 1999

 Editorial

  Net Expat in Paris

Alain Verstandig, Managing Director, Net Expat

 

I was delighted the other day. I met a young lady who turned out to be an expat with a large multinational. I explained what Net Expat does, how we offer solutions to Dual Career problems. Her reply was the big, warm smile of someone who had just been given the solution to an uncertain future. In the end she added: "It's good to see that finally services like yours are emerging."

As well as this gratefull smile, the whole Net Expat team, whitch is growing rather quickly, is proud to announce the opening of our new offices in Paris: Net Expat is now located in a lively, typically Parisian district near "Place la Madeleine". our French team will be pleased to meet you at:

Boulevard Malesherbes 19-75008 Paris Tél.:0810/105688 - Fax: 0810/105689

And to close this introduction on a hight note, net Expat has been granted the prestigious Award of "King Baudouin Foundation". It is an honour whitch I would like to share with the rest of our team and our customers: we all deserve it for successfully launching a new generation of services dedicated to improving employees' mobility within multinational companies!

 

 

 Expert Opinions

 The War for Talent

Philippe Mauchard, Senior Engagement Manager McKinsey & Company Brussels

McKinsey's Practice

"Our constraint to growth is not so mutch our client base, but rather our ability to identify and attract talented professionnals"... although this could sound somehow provocative, this phrase reflects the key challenge a company like ours typically faces. At McKinseys & Company, we form teams of 3 to 4 consultants for about 4 months to serve CEOs and management boards of large corporations on issues ranging from strategy, to operational improvement and organizational restructuring. Needless to say, we attach a lot of attention to the quality of the people we hire, train, and help grow. As this is also a very important topic for our clients, we have been codifyng our research on the key factors for success in talent management in our "War for Talent" exercise. the rest of this article summarizes our main lessons learned in this field.

The War For Talents

A better talent is worth fighting for. At senior levels of an organization, the ability to adapt, to make decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical. But at a time when the need for superior talent is increasing, big US companies are finding it difficult to attract and retain good people. Executives and experts point to a severe and worsening shortage of the people needed to run divisions and manage critical functions, let alone lead companies.

To investigate the talent problems faced by large organizations, we studied 77 companies from a variety of industries. Here is a summary of our findings:

Make talent management a burning priority: create a winning employee value proposition
A company's "brand" is the face it presents to the world. At its heart must be an appealing culture and inspiring values: qualities that apply to every activity and function within the company, and to every aspect of its behavior.
If we carry our analogy with marketing a step further, the executive talent pool can be segmented into four groups. All care deeply about culture, values, and autonomy, but each differs in what it looks for in a company:
- "Go with a winner" executives seek growth and advancement in a highly successful company; they are less concerned with its mission and location. This cluster most closely
mirrors the overall "top 200" population.
- "Big risk, big reward" executives value compensation and career advancement over their company's success or its active role in their personal development.
- "Save the world" executives demand an inspiring mission and exciting challenges, and care less about compensation and personal development.
- "Lifestyle" executives are more interested in flexibility with respect to lifestyle choices, geographic location, and compatibility with the boss than in company growth and excitement.

Sourcing great talent: develop a robust sourcing strategy
A robust sourcing strategy is crucial: being clear about the kinds of people that are good for your organization, using a range of innovative channels to bring them in, and having a complete organizational commitment to getting the best.
Talent-winners recruit continuously, rather than simply to fill openings.

Developing talent aggressively
Our research suggests that there are a number of specific steps to do with development that companies should take to complete their talent program:
1. Put people in jobs before they're ready
2. Put a good feedback system in place
3. Understand the scope of your retention problem
4. Move on the poor performers now

Establishing the right mindset, crafting a powerful employee value proposition, sourcing, developing, and retaining talent - it all makes for an enormous challenge. Companies start from many different positions and vary widely in the strength of their existing bench. Some have powerful, sustainable employee value propositions, some cannot even articulate why a talented person should join them. Some companies have a talent-building process but no follow-through; others have no process at all.
The key is to start now. The coming war for talent may seem like a crisis, but like any crisis, its also an opportunity to seize - or squander.

Full article available in the McKinsey Quarterly Review 1998 n°3 p 44-57

 

Recognition

 "King Baudouin Foundation" Grants 1999 Awards to Net Expat

 Luc Tayard de Borms, Managing Director "Fondation Roi Baudouin"

 

The King Baudouin Foundation is especially active in the business world; it makes us think of the Prince Albert Fund which aims to train specialists in foreign commerce, or the Economic Circle which is a think tank on economic matters and their link with society, or Trust Funds for young persons setting up in business.
For the past twelve years, the Fondation Roi Baudouin and the Générale de Banque have, in fact, been supporting entrepreneurs who wish to expand their businesses.

Of the 140 business dossiers received in 1999, the Fondation Roi Baudouin's independent jury responsible for selection accepted 18 top-level dossiers. These particularly promising young business people had set up their companies less than two years earlier.
The 1999 prize winners of Grants for Young Business People cover a wide variety of different businesses, ranging from fashion to voice recognition, via the acoustics industry, recycling, and pharmaceuticals.
Among the winners, Alain Verstandig and his company NET EXPAT imposed the members of the jury. The official award ceremony will take place on 6th December in the presence of the Press.

Advices

 One Year later ….

 Net Expat interviewed Mrs. Eva Domènech who benefited from a Career Program in 1998 and has now been working for Melia Travel Europe for a year.

Net Expat: How do you rate your 1-year's experience of working in Belgium?
- Eva Domènech: Overall it is a very positive experience. I am really enjoying my job because it is different from what I was doing in Spain but still allows me to use the knowledge I gained from my professional experience. Added to that, the atmosphere is very good and I get on very well with my colleagues. This helps a lot when you have to work hard and under pressure in a new environment, and far away from your friends and family.

You joined Melia Travel in August, and in November you were promoted to the position of Agency Manager, responsible for a team of 4 people, including Belgians. How did you achieve a smooth transition?
- It is true that my responsibilities have evolved quickly, despite the fact that I did not master both national languages. My colleagues reacted positively to my promotion, which was based on my technical knowledge, previous experience and personality.

What advice would you give to other accompanying partners who are willing to work abroad?
- Mentally, you should be ready to approach the job market as if you were starting from scratch, and you must be prepared for criticism of your linguistic shortcomings. Therefore, the preparation for interviews is key in order to sell your best skills, and stress your extra value to a Belgian employer. You also need to be very persistent and mentally strong but the process of looking for a job is already an enriching experience in itself.

What are your conclusions?
- If you are a good professional, you will perform in any country, any new situation.
Working abroad helps you to develop quickly. This first experience of working abroad is strengthening my character, and it will certainly help me when I have to approach another job market in another coutnry, next time we are expatriated. In short: it is tough but certainly worth it!

Family Managemnt

 Where parents go, children follow!

Geneviève Brame, Consultant at HSD Ernst & Young, Paris, and author of "Chez vous en France : Living and working in France

Day by day world economy make international mobility a must, and means that professional families often live on a global scale. So, what do children do on the other side of the world? Why, they continue to grow up, of course!

When you're 10, being expatriated means "living elsewhere than at home". Therefore most children cope with everything that comes along. Spontaneous and enquiring, they have a map of the world in their heads, and their school bags are full of plans. "I have two countries", "with a globe, I can see my own country from a distance, and it's comforting to sleep with the earth in my room". But when words and things they take for granted at home are not available, the unknown intrigues and even frightens them: "I thought I was going to get lost in the strangeness", "I was afraid of losing my language". It's clear that it is vital to have a link between the country of early childhood and the country of destination. As well as necessary reference points in space and time, the luggage list must include "memory objects" to help the transition, "each time we have to build a nest as the birds do, with things we've always had", "I took some conkers from my garden, they wouldn't grow in the sand". As children aren't spared from nostalgia, we have to listen to what they say "sometimes I miss my Granddad, my stone, my grass", "my Dad's invisible because he's always at work and we don't count".

Today it's easy to say that the world is a village because of all the means of communication, but each country is first and foremost an entity comprising geographical, historical, and institutional differences,... which have shaped its culture, its environment..., so many differences to take on board. That's why, when the family plans to move, all its members, grown-ups and children alike should be completely involved according to their age, and well-prepared to leave. Surely that's the best way to give children roots, and wings which can grow at the child's own pace.

        

 Education

 Mobility Issues in Higher Education

Theresa Leary, Head of Admissions, Vesalius College-VUB, Brussels

When an expatriate family comes to my office at Vesalius College-VUB, the expressions on their faces show the importance of having all members of the family well adjusted in their new environment. Mobility issues in education have been addressed very well at the secondary level. The International Baccalaureate program, offered widely in secondary schools, was developed in large part by companies in the early seventies to serve the needs of expatriates on assignment. With this program, now beginning in the early grades, students can move from one city to another without changes in their curriculum. The issue is of increasing importance in higher education, and it can be seen in the development of "International Education" programs worldwide.

An education at Vesalius College in Brussels means an international education. All courses in our curriculum are taught in global terms, not just focusing on one country. Our international faculty set the tone for the whole college. Our students and graduates say that studying with peers from over 60 countries is the most rewarding experience they gain. Communication across cultures, and working effectively in multinational teams are the qualities most appreciated by employers of our graduates.

Closely linked with the expatriate community, in which it serves, Vesalius not only offers an education for children and spouses of the executive, we also provides multinational companies with multi-lingual interns as well as graduates with excellent communication skills. Our students, who are sharing the international experience with their parents, may have lived in several countries by the time they come to us. Many adult expatriates find the flexibility of the American style system at Vesalius suitable to the pursuit of their educational goals while on overseas assignment with their family.

To prepare employees for the internationally mobile workforce is not as simple as offering one course in "International Management". It is a whole experience that includes institutional management, curriculum design, faculty development and student selection.

In June of this year, recognizing the need to promote European citizen's employability, education leaders met to discuss mobility in higher education. This initiative endeavors to wipe away boundaries by adopting a system of comparable degrees and establish a system of credits making it easier to move from one country to another. Signed by Ministers of Education and rectors of universities from all over Europe, the Bologna Declaration on Future of Higher Education in Europe, contains many features that are already part of the Vesalius College model.

The future of Higher Education is inextricably linked to internationalism and will contribute to ease the mobility of persons around Europe and the world.