75% of Singaporean Expats Willing to Jump Ship: Poll

(SINGAPORE) Most Singaporeans posted overseas believe their companies' career planning and repatriation practices leave much to be desired. In fact, three out of four have no qualms about leaving their firm for another job.

A poll of 240 Singaporean expatriates by global business school Insead found the majority 'frustrated' about how their companies handle the repatriation process, and particularly with the quality, if any, of career planning.

The expatriates - who are on assignment to 28 countries, notably China and Hong Kong - are also concerned about the effects of being away from the head office. More than half the people polled worry about a reduced pay packet, or career setbacks, upon returning home.

And, asked if they would leave their company for a better offer elsewhere, only a quarter of the Singaporean expatriates were unwilling to do so, Insead notes.

About 34 per cent of the respondents were 'willing or highly willing' to leave, and 41 per cent were 'neutral, meaning that they can be persuaded to leave with the right conditions', it found.

'Thus, companies risk losing large numbers of internationally experienced managers and professionals,' Insead says. 'Our findings indicate that there is an urgent need for companies to improve their international career planning systems and repatriation practices.'

Rather than see the overseas assignment as a step - or even a prerequisite - for career advancement within their companies, most Singapore expatriates reckon the experience will be a competitive asset that will enhance their resume for the external job market. They are, therefore, 'highly willing to leave their company upon return'.

This finding, Insead notes, is consistent with earlier research on American, French and German expatriates, and adds to the 'growing evidence' that expatriates embrace no boundaries in their career approach.

It also explains why Singaporean executives continue to take up overseas job postings despite their misgivings about their companies' repatriation policies.

While only 60 per cent of the respondents were bullish about the career-climbing boosts from an overseas stint, the overwhelming majority believed it would enhance their professional, managerial and inter-cultural skills - and improve their market value.

On the whole, the repatriation problems that emerge from the study are more of a problem for the companies than for the expatriates themselves, particularly in terms of return on investment, Insead points out.

Companies must, among other things, do a better job at leveraging and rewarding global skills if they wish to retain their returned expatriates, it suggests.

And, for the executive sent overseas, it advises them to not only keep in close touch with the home base, but also to 'make sure that they have a mentor who is in the senior management team'.

If the company does not appoint or assign a mentor, expatriates 'should self-appoint one', Insead says. 'This person will ensure that they are not forgotten.'