| We
have made efforts to develop our organizational managers to be globally
astute and interculturally savvy. |
|
| We
have articulated important competencies for our international managers.
|
|
| We
have support systems in place for our employees and their families
who assume international responsibilities. |
|
| We
have looked at what our competition is doing to find its global
niche and grow it. |
|
| We
have analyzed how best to develop a presence in the global marketplace
in terms of strategic planning, adapting our marketing, HR practices
and other organizational functions to specific regional and country
environments. |
|
| We
are training individuals in particular countries and regions about
the various organizational cultures in which they may be operating
locally as international managers or being directed by remotely
from a distance. |
|
| We
have developed a code of ethics for your employees while on international
assignment and have educated them about it. |
|
| We
are aware of some of the major causes of international assignment
failure. |
|
| We
know that the return home is often more difficult for the employee
and the family, than their adaptation to another country. |
|
|
We
provide transition support for our expatriates when they return.
|
|
| We
monitor retention rates for employees who return from international
assignments. |
|
| We
use the skills and abilities employees develop while on assignment. |
|
| Our
returning global executives act as mentors for other employees.
|
|
| TOTAL
|
|