Before rejoining NetExpat, I held key positions at prominent companies, serving as the Relocation Department Director at Helma International and as an Associate Manager in International Operations at BGRS. Through these positions, I gained extensive expertise in managing global mobility and relocation operations, which has contributed to my current leadership role at NetExpat. After freelancing as a consultant for job search and career support programs, I rejoined NetExpat, witnessing the company's substantial growth from its early days in Belgium to its current global presence spanning over 85 countries. Recognizing NetExpat's transformative journey, I eagerly seized the opportunity to take on new responsibilities. With academic credentials in HR management and a wealth of experience in global mobility, my diverse professional background now enhances my current role, combining expertise in mobility, HR, and people management. My experience in managing intercultural teams reflects my passion for collaborating with diverse cultures, emphasizing my commitment to fostering intercultural understanding in the workplace.
TEAM SPOTLIGHT: KATJA DE DECKER
Diego Marquez • December 5, 2023
Katja has been in her current role as Director of Global Client Services at NetExpat since 2015. This is her second journey with NetExpat as she previously worked for the company in 2004. Her initial connection with NetExpat dates back to her early career when she served as a consultant in Brussels. Katja currently oversees a diverse set of responsibilities such as managing global teams, case authorizations, conducting weekly calls, and leading projects related to Partner Support tools. Katja is fluent in Finnish, French, English, with her native language being Finnish.
We appreciate your work with NetExpat over the years!
Could you please provide some insights into your background?
How has global mobility evolved over time and do you think that the employee experience has improved since you started?
I’d say that since I began my career, there has been a considerable shift in family dynamics. I've noticed a diverse range of family structures, including same-sex couples and individuals with various backgrounds and profiles. The professional landscape is changing too, with expatriates exploring new sectors and career paths. Expatriation often prompts individuals to reassess priorities, leading to career changes or the pursuit of self-employment. Post-COVID, there's been an increase in portable careers, online businesses, and virtual realities, showcasing a trend toward diverse professional activities. Partner integration is also evolving, with individuals taking breaks or focusing on their careers at different life stages. In terms of global mobility, I've observed a growing emphasis on family well-being, with some companies transitioning to a "care flex" approach. I'm pleased to see companies adapting policies based on feedback, promoting a more holistic and flexible approach to expatriate support. Importantly, the demographic of relocating partners is changing, including more male partners and a broader range of family types, contributing to the continuity of dual careers.
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A series of trends and events are impacting the way APAC-based companies are doing business, as well as how international organizations engage with them. As workforce borders within this active region continue to blur, intercultural agility has become more important – and more nuanced – than ever before. Whether it’s a business that's building a diverse workforce within the APAC region or a multi-national company working across cultures to do business with them, employers and the employees that work for them must forget everything they think they know about intercultural communication. Growing workforce diversity means not just knowing about the culture a business is headquartered in, but also the many cultures making up their staff. Intercultural training has therefore become a crucial investment for any business hoping to thrive in this diverse landscape.
Most mobile employees accept international relocations with mixed feelings that include excitement and curiosity. However, they’re often surprised when their move comes with more feelings of disorientation than they expected. Culture shock – the feelings of confusion, disconnectedness, and anxiety that people experience while integrating into a new culture – can make it difficult for mobile employees to transition into their new assignments effectively. It can also make it difficult for their accompanying families to settle into their new home, adding further stress to your employees’ relocation experiences. It all negatively impacts employees – but it has costly negative impacts for the organization, too. Understanding the stages of culture shock can make dealing with it easier. Below, we take a look at each and offer suggestions your employees can use for navigating them. While supporting them on their journeys helps them to integrate into their new surroundings faster and with greater ease – it also benefits business productivity, organizational goals, and the company’s bottom line. Stages of Culture Shock & Suggestions for Dealing with Them
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Patricia Glasel has a rich international background, having lived in several different countries growing up. Her journey began in Gabon, where she was born, and extended across various African nations due to her father's work. Patricia's extensive experience as an expatriate has given her a deep understanding of the joys and challenges of living abroad. She holds M.B.A. an a degree in organizational behavior and cross-cultural training from Northwestern University, which has equipped her to support others in their global mobility journeys. After having lived in 11 countries, Patricia currently resides in France and enjoys sharing her experiences to help others navigate their expatriation adventures. Patricia also serves as a Foreign Trade Advisor for the French Government, providing high-level insights and support for international trade initiatives.
In a competitive global market, organizations face a myriad of laws, regulations, and ethical standards. And because compliance requirements differ from one country to another, a workforce’s intercultural agility plays a significant part in a company’s ability to ‘be’ compliant in the countries they do business with. Intercultural misunderstandings can be costly, leading to safety issues, lost sales and missed business opportunities, but they can also result in hefty fines, sanctions, and even being barred from operating in key markets. Because the ability to navigate cultural differences is crucial to the success and sustainability of global organizations, cultural compliance should be a part of every organization’s overall compliance strategy.
“Leaders must acknowledge that increasing demographic diversity does not, by itself, increase effectiveness; what matters is how an organization harnesses diversity, and whether it’s willing to reshape its power structure.” - Harvard Business Review
NetExpat recently interviewed two key members of the Eramet Group Team about their efforts in providing intercultural training for their international workforce through their partnership with NetExpat. The initiative is designed to enhance cultural understanding and collaboration among expatriates and multicultural teams, leading to better teamwork and productivity. The interview offers insights on the implementation, impact on performance, family integration success, and much more.
Employee well-being benefits more than just employees. It also benefits employers and the customers they serve. What many organizations don’t realize is how much intercultural agility impacts employee well-being. Below, we’ll discuss the relationship between the two and why focusing on intercultural agility should always be a part of your global talent mobility strategy. Why Employee Well-being Matters Prioritizing employee well-being makes sense from a duty of care standpoint, but it also benefits businesses. Employees that are happy and well are typically more engaged at work. Employes that are culturally agile enjoy enhanced well-being, as they’re better able to collaborate with their teammates and customers. This results in higher levels of engagement at the individual level – and enhanced collaboration and innovation among teams. Additional outcomes include a stronger company culture, brand reputation, and employee retention rate. Customers also reap the benefits. When well-being is prioritized and employees are given the tools they need to succeed, they’re more likely to provide excellent customer service and care. Businesses benefit from higher customer satisfaction scores and brand loyalty. Conversely, the risks of not investing in employee well-being can be costly:
When organizations support mobile employees during an intercultural assignment, they benefit long after those same individuals repatriate. The trouble is, too many businesses don’t see repatriation as a component of the assignment, which can have negative outcomes for both them and the employees they’ve invested in: Without repatriation support, employees face a myriad of challenges, from reverse culture shock and career uncertainty to feeling diminished. Businesses end up paying the price, from employees being disengaged to losing talent altogether. Both have negative impacts on a company’s ROI.
Explore how cultural differences impact customer experiences and learn strategies for success in global business environments.
