Korn/Ferry Survey: Despite Many Challenges, China Easily Attracts Expatriate Executives
- Expatriate Assignments Are Effective Professional Development Tools but no Substitute for Local Talent, Says New Korn/Ferry Survey -
LOS ANGELES, September 26, 2006 – China is among the easiest countries to attract expatriate executives to work but is also one of the hardest places for them to succeed, according to more than 140 international recruiters who completed the tenth edition of the quarterly Executive Recruiter Index, released today by Korn/Ferry International (NYSE:KFY), a premier global provider of talent management solutions.
Other locations popular with expatriates are Western Europe (especially the United Kingdom), North America, and Southeast Asia (especially Singapore). Among the most difficult places to attract expatriates to work are the non-Gulf Middle East, Africa, Central and Eastern Europe, and South America.
In terms of locations that provide expatriates with the greatest chances for success, recruiters selected Western Europe, North America and Southeast Asia. The most difficult places for expatriates to succeed, according to recruiters, are North Asia (especially China, Japan and South Korea), the non-Gulf Middle East, Central and Eastern Europe, and South America.
“High-growth emerging nations often offer the greatest opportunities for expatriates but they can also come with the most challenges,” said Chris van Someren, president of Korn/Ferry for Europe, Middle East and Africa. “Our findings suggest that expatriate executives are understandably hesitant to walk into unstable political or economic situations, and cultures that are perceived to be overly homogenous or insular. Global companies must find creative solutions to attract expatriates into these more challenging locations and nurture their success.”
The most common reason for expatriate assignments to fail, according to more than half of recruiters (51 percent), is a lack of cultural fit. Other popular responses were family or personal issues (23 percent) and not enough direction or goal setting (12 percent).
Finally, an overwhelming majority of recruiters (91 percent) said that executives with international experience are either extremely or somewhat desirable candidates. The mean ideal length for an expatriate assignment, according to recruiters, is 32 months or approximately two-and-a-half years.
“Expatriate assignments can be extremely beneficial for developing emerging leaders and for providing solutions for organizations undergoing significant growth or change – but expatriates are clearly not a substitute for local talent,” van Someren added. “The key for employers is maintaining an appropriate balance between expatriate and local talent by understanding when, where and how expatriates can best help the business.”
Methodology The Executive Recruiter Index is based on a quarterly survey of 144 Korn/Ferry International consultants, who serve the world’s largest corporations and not-for-profit organizations. This survey was conducted online within the Americas, Asia Pacific, Europe, the Middle East and Africa from August 10-21, 2006.
