October 1999
| Editorial |
| Net Expat in Paris |
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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 |
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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 Sourcing great talent: develop a robust sourcing strategy Developing talent aggressively 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. Full article available in the McKinsey Quarterly Review 1998 n°3 p 44-57 |
| Recognition |
| "King Baudouin Foundation" Grants 1999 Awards to Net Expat |
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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 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. |
| Advices |
| One Year later . |
|
Net Expat: How do you rate your 1-year's experience of
working in Belgium? 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? What advice would you give to other accompanying partners
who are willing to work abroad? What are your conclusions? |
| Family Managemnt |
| Where parents go, children follow! |
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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 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 |
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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 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. |
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