One of the greatest challenges for global managers in the 21st century will be how to develop multinational workforces with employees from cultures with different values, business practices, negotiating styles, concepts of time and methods of communication. Good multinational workforces don't just happen, they have to be developed. When teams do not have a system for working out their cultural differences, tensions will escalate in the workplace and members can be expected to be more stressed, less productive and more vulnerable to health and family problems. In this paper, we are recommending a comprehensive model for building multinational teams. Through this model, team members gain an understanding and respect for each others values, intentions and perceptions. They create ways of working together which value those differences and incorporate the best of each culture. Cultural conflicts are usually seen as "the problem" and the obstacle to effective teams. This model makes cultural differences the foundation for a solution. There are 3 phases in this model:Education: Before two or more cultures begin working with each other, they start learning about one another. Expatriates and the local employees have opportunities for cross-cultural information and education prior to the assignment or start up of the operation.Team Building: Teams have a process for resolving cultural issues and conflicts as they arise. In developing an acceptable work plan, they create a "third culture", which is a blend of their cultures.Family Support: There are support systems for expatriate families to help them integrate into the local community. Counselors provide cross-cultural educational groups and mentor the families with skills to successfully adapt to their new environment. To be successful in the global market, technical expertise is no longer enough. Those companies which are successful in developing trust and strong working relationships with their partners will have the competitive edge. A relatively small investment in education, team building and family support has the potential for a high return on investment.

With the rapid expansion of the global market, there is an increasing need to identify, develop, and support expatriate talent. The literature reveals that 20% of American expatriates fail in their assignments. Each failure can cost a company up to a million dollars. It makes good business sense to find ways to protect these investments. This presentation will focus on the delivery of EAP services to expatriates through a consortium model, as well as recommend a six-step process - a comprehensive HR approach to help insure successful expatriate assignments. Definitions The term "expatriate" refers to any employee (with or without dependents) who is living and working abroad, such as a British citizen in Saudi Arabia or an American citizen in the U.K. The term "Employee Assistance Program" refers to a "worksite-based program designed to assist in the identification and resolution of productivity problems associated with employees impaired by personal concerns including, but not limited to: health, marital, family, financial, alcohol, drug, legal, emotional, stress, or other personal concerns which may adversely affect employee job performance". Text With the rapid expansion of the global market place, selecting, developing and supporting expatriate talent has become essential to the "bottom line". While most U.S. companies now possess similar technical competencies, the expatriate selection process, as well as the amount of training, preparation and corporate/location support provided to expatriate workers varies greatly from company to company. From our experience, an objective selection process and adequate expatriate training, preparation, and support can give your company a competitive advantage overseas. Most major U.S. companies are downsizing their U.S. locations while concurrently expanding their operations abroad. According to the literature, this trend is expected to continue for at least the next decade. Expatriates and their families are also facing greater challenges as companies expand into more remote and underdeveloped countries. In the past, expatriates tended to be white males, married, aged 35 to 40, with excellent technical skills and a successful domestic track record. The current expatriate profile looks quite different. Family issues are also far more complex. Today's expatriates may be male or female, single, married or divorced and frequently represent dual career or blended families. Families may be separated when children remain in the home country due to divorce, educational or safety concerns. The literature reveals about 20% of the families flourish while on international assignment and about 20% fail. By the time an overseas problem comes to the company's attention, it is usually a crisis, difficult to manage, and can result in early repatriation. A single failed assignment can cost a company up to $1 million dollars. The number one reason for expatriate failure is the inability of the spouse to adjust to the new culture. Prior to being placed overseas, problematic families often present themselves as a "model family" and cover up pre-existing problems for fear of job loss or career consequences. This is especially true in times of downsizing. Families may have minimal information about the host country prior to accepting the assignment or be under pressure to decide too quickly. P. 661

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractOne of the greatest challenges for global managers in the 21st century will be how to develop multinational workforces with employees from cultures with different values, business practices, negotiating styles, concepts of time and methods of communication. Good multinational workforces don't just happen, they have to be developed. When teams do not have a system for working out their cultural differences, tensions will escalate in the workplace and members can be expected to be more stressed, less productive and more vulnerable to health and family problems.

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