This should include subsequent services an individual might perform after repatriation and how the expatriate s experience could be applied. Possible successors for expatriation should also be identified for grooming for the expatriation to achieve a smooth transition at the overseas operation. Long-term business goals beyond an expatriate s assignment should be included in the foreign subsidiary s localization strategy. Expatriate assignment requirements also determine the selection process. Companies vying in the global market need to invest in a continuous effort to build a workforce that has skills and commitment to lead and manage their worldwide ventures.
Most companies agree that a manager needs more than technical competencies to succeed overseas.
Traits commonly cited as essential include the ability to appreciate and respect beliefs and values of other cultures, foreign language skills, ability to identify and function within environmental constraints, including political influences and local business norms and practices, and interpersonal skills, including the capacity to build trust within a foreign environment. Personnel selected to be expatriates should receive adequate preparation to assume their overseas assignment. Personal outlook of Japanese assignees whose families acclimate well to U.S. culture and lifestyle are noticeably different from those who experience significant hurdles. Cross-cultural and foreign language training is desirable not only for the expatriate but also for his or her family. Training sessions should be organized to include quality of life as well as work-related issues.