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Therefore, Huawei has a strict program of selecting and training overseas employees from the expatriate selection to the repatriation, such as two weeks enclosed training of professional qualification program. During this program, they will be trained by the professional instructor and the experienced overseas manager. After the assessment and admission of the pre-departure training, there will be one-month pre-work training which is held in the overseas office without any working assignment by the overseas office staff. According to Mr. Wang, the expatriates will lose the chance of expatriate assignment during any time of this two training program without any explanation. In particular, on average only half of the potential expatriates could get the opportunity to work overseas. Moreover, when an expatriate transfer from a foreign office to another, the procedure is as well as the new expatriate’s two training program and same rejection rate. Eventually, the expatriates of Huawei have learned the learning skill of surviving in a new country during the two learning orientation program. On the other hand, the high rejection rate by a large competition ensures the quality of the expatriate while the attractive compensation assures the adequate expatriate candidates.Porter & Tansky (1999) indicate that it is a new learning process for the expatriates and their families to repatriate of returning because they might face another wave of a cultural shock for the sake of leaving home and previous business for a long time. As a matter of fact, for any repatriation of returning home, they will face the embarrassment of reentry shock or uncomfortable feeling to their usual
EXPATRIATE SELECTION AND REPATRIATION IN MNES 8business and environment because most of the things have been changed during the years of expatriate’s leaving. Therefore, the expatriates have to learn about the updated things even if it seems like familiar so that they could position themselves in the particular situation as soon as possible. On the other hand, for the MNEs, it is necessary to build up systematic regulations to help the expatriates and their family returning home country through career management, financial management, workplace and position relocation, and new lifestyle perception. In general, after the expatriate leaving the parent company at the beginning of departure, the parent company had to adjust the company’s structure to adapt the vacant position of expatriate and built up a new structure so that the business could conduct smoothly. As a consequence, when the expatriates come back, they become the new member outside the company’s structure, so the settlement of expatriates become the priority issue. As a matured and experienced MNE, Huawei has a relative solution for the expatriates to position themselves well when they repatriate back to the parent company. For example, the expatriate will attend a training course as a new employee