環球化時期的外洋事情 Working abroad can prove addictive
Grace Oh’s first day in Paris was verging on surreal.She had just moved from L’Oréal UK to the companyheadquarters to become senior marketing manager for Asia-Pacific. She now had 14 nationalteams to deal with and markets to learn — 15 if you include France. And her first task was todecide on the desired “click sound” for a range of lipstick tubes. Presented with an assortmentof clicks: “I then had to brief the factories as to the specific sound I wanted...I thought thismay be part of some initiation ritual!” (It was not).
格雷絲攠(Grace Oh)來巴黎的第一天險些不像真的。她方才從歐萊雅(L'Oréal)英國分公司調到總部，成為亞太地域高等市場司理。她現在有14個國度的團隊方法導，有14個國度的市場要懂得——假如算上法國，那便是15個。她的第一個義務是為一個系列的口紅肯定擰開時用甚麽樣的“哢嚓聲”。收到各式各樣的哢嚓聲以後，“我得向廠家解釋我想要的詳細是哪種……我其時認為這大概是上任典禮的一部門!”(實在並非)。
Now back in the UK following a promotion to marketing director of Yves Saint Laurent Beauté,UK & Ireland, she looks back on her two years in Paris as formative.
現在她回到了英國，提升為伊夫聖羅蘭美妝(Yves Saint Laurent Beauté，簡稱YSL)英國和愛爾蘭的市場總監，回想在巴黎的那兩年，她認為那段閱歷對她的職業發展發生了深遠影響。
“I was exposed to so many more people and ideas than you would be [working] in your homecountry...琠梔攀 more we become global, the more we have to understand others cultures.That’s what I found so rewarding.”
“當時我打仗了那末多的人和設法主意，是留在海內(事情)確定打仗不到的……咱們越國際化，咱們就越必需懂得其他文化。這是我認為受益不淺之處。”
According to Mercer, the global consultancy, close to 75 per cent of multinational organisationsare expecting long-term expatriate assignments to remain stable or increase over the comingtwo years.
環球咨詢公司Mercer表現，今朝快要75%的跨國企業估計歷久外派事情將在將來兩年堅持穩固大概有所增長。
Shruti Uppala, economist at the Centre for Economics and Business Research (CEBR) and co-author of the report “The value of global careers to the UK”, believes that taking globalpositions is becoming more important to executive careers: “As globalisation increases andmore trade takes place between countries...洠愀渀愀最攀爀猀 need to understand how differentmarkets work and how other cultures work”.
英國經濟和貿易研討中間(CEBR)的經濟學家和《外洋工尷尬刁難英國的代價》申報的配合作者施勒提烏帕拉(Shruti Uppala)以為，接收外派工尷尬刁難走上高管崗亭愈來愈主要：“跟著環球化的推動、和國與國之間的商業日趨增多……治理者們須要懂得分歧的市場若何運作和其他文化的根本規矩”。
Nine out of 10 employers report that having employees with global experience improves theirorganisation’s bottom line.
九成的店主稱，具有曾在外洋生存過的員工進步了公司的利潤。
Almost two-thirds of employers believe global experience also makes employees moreadaptable and about half say it made staff more inquisitive, open-minded and self-motivated, according to CEBR research.
CEBR的研討表現，快要三分之二的店主以為，外洋閱歷還進步了員工的順應才能，約有一半的店主稱外洋閱歷使員工更愛思慮、心態更開放、更有長進心。
Yves Duhaldeborde, director at Towers Watson, the consultants, believes expats often go onto be great advocates for the organisation. “Even when they rejoin their home office, theyremain very motivated and very positive. When done well, there is a huge benefit tocompanies of giving people that exposure”.
咨詢公司韜睿惠悅(Towers Watson)的董事伊夫尠阿爾德博爾德(Yves Duhaldeborde)以為，外派員工平日一向都邑是公司主要的擁躉。“縱然當他們從新回到海內公司，他們仍舊異常長進、異常踴躍。假如實行適合，支配員工外派會為企業帶來偉大的利益。”
On an individual level, global career experience boosts annual earnings by 2,700 on average.But pay is not the only motivation.
在小我層面上，外派事情閱歷均勻可使員工年收入增長2700英鎊。然則收入並不是獨一的動力。
According to the employees surveyed by CEBR, the top three benefits of global careeropportunities are building a broader network of contacts, becoming more respected andvalued within the organisation, and taking on more responsibility.
接收CEBR查詢拜訪的雇員們稱，外派事情機遇3個最大的利益是：樹立更廣的人際幹系網、在公司內部更受尊敬和看重、被委以重擔。
“They know that if they move and do well, they will be very marketable within the organisation,”says Mr Duhaldeborde. “These are very driven people and personally very motivated toprogress.”
“他們曉得，假如他們接收外派而且表示精彩，他們在公司內將更受欣賞，”杜阿爾德博爾德稱，“這些人都異常有朝上進步心，異常想晉升本身。”
David Norton, head of investment services at financial advisers AES International, based inDubai, believes moving from the firm’s London office, “has resulted in a broader remit ofresponsibility for me. It opens your eyes too...Dubai is a cultural melting pot so you’re naturallyexposed to a great variety of backgrounds and mindsets...慍渀攙 in this environment theyare allowed to flourish rather than fitting to the established, English norm in London”.
金融咨詢機構AES International常駐迪拜的投資辦事賣力人戴維蘒羋(David Norton)以為，分開倫敦辦公室“讓我被委以重擔。它也會開辟你的眼界……迪拜是個文化大熔爐，以是你會天然地打仗各式各樣的文化配景和思惟方法……在這類情況下，它們可以自由成長、而不消順應倫敦那種尺度的英式範例。”
Global moves are far from easy, however. Mr Duhaldeborde recalls a French business leaderassigned to a factory in China.
但是，外派事情毫不輕松。杜阿爾德博爾德回想起一位被派駐中國分廠的法國企業高管。
“He was a very talented guy, but within a few months things turned really bad. He had thewhole population on that site against him.
“他異常有能力，然則他調去那邊尚未幾個月，情形就變得異常糟了。那邊的全部人都不支撐他。
“It turned out [that it was because] he was going home at lunchtime to have lunch with his wiferather than using the staff canteen. That was seen locally as ‘he doesn’t like our food, hedoesn’t want to mix with us’, so he lost the trust of his colleagues. That’s just an example inthe importance of preparing people in what to expect in terms of the culture.”
“成果證實，湧現這類情形是由於他正午老是回家和老婆一路吃午餐，而沒有在員工食堂用餐。本地人認為這解釋‘他不愛好咱們的食品，不想和咱們打成一片’，是以他落空了同事的信賴。這只是一個例子，註解讓人們為本身在本地文化中將要面臨的器械做美意理預備異常主要。”
Even Ms Oh, a fluent French speaker before taking the short hop across the channel, foundher first three months difficult. “The culture of living in Paris was a very different experiencefrom visiting Paris...And in my day-to-day role I was dealing with India, Australia, China...礠漀甀very quickly understand that it’s more about listening at first. It’s not about asserting youropinion, it’s about understanding what their needs are.
在接收調任前，格雷絲攠葙法語已很流暢了，而且從英國到法國只用超過一道英吉祥海峽。只管如斯，她仍舊認為調到法國的頭三個月很難順應。“在巴黎生存與在巴黎旅行相差甚遠……我的平常事情是與印度、澳大利亞、中國那裏的人打交道……你很快就可以明確起首要諦聽。不是保持你的概念，而是懂得他們的需求。”
“You do feel lonely at the start, until you become trusted and make friends. I think that wouldbe true in any geography or culture,” she admits.
她認可，“一開端你會覺得孤單，直到你獲得人們的信賴並交到同夥。我認為不管在任何處所、在任何文化中都是如許的。”
In Dubai, Mr Norton says: “From a bureaucratic perspective, everything takes longer and itcan be very frustrating. Having someone on call for those first few months is very helpful, totalk through issues and reassure you.”
在迪拜，諾頓稱：“從權要主義的角度來看，全部事都邑消耗更長期，大概會使人異常懊喪。在最初數月中支配某小我隨時待命會頗有贊助，可以跟你一路厘清題目並給你打氣。”
Once you gain in confidence, global roles can become addictive. Boston Consulting Groupresearch of expats shows that most already have some international work experience and 64per cent would be willing to go on to another country.
一旦你樹立了信念，外派事情大概會讓人不能自休。波士頓咨詢公司(Boston Consulting Group)針對外派員工的查詢拜訪註解，多半人已有過在外洋事情的履歷，64%的人樂意再被調往另外一個國度。
Mr Norton agrees. “I always assumed my next move would be back to London, but now the UKis less of a pull.”
諾頓表現贊成。“我曾總以為我的下一站會回到倫敦，然則現在英國對我的吸引力已削弱了。”
You do not have to move to a foreign country to take a global position. Ms Uppala contendsthat global careers include any role involving “speaking regularly to colleagues and clients inother markets. English is the language of business...慍渀攙 it is very easy with IT software thesedays to stay in one place and be able to communicate with other people...吠梔攀 prevalence ofneeding to physically move country could decline as we become more globally connected.
你不必定非要調往外國能力獲得外洋職位。烏帕拉以為，任何要按期與外洋市場的同事和客戶交換的事情，均可以看成外洋事情。英語是企業的通用說話……現在借助互聯網軟件，人們待在一個處所與其別人交換輕而易舉……跟著環球接洽日趨慎密，現實搬到另外一個國度去的需要性大概會下降。
“The business culture may formally be very different, but if you communicate over phone andemail you do learn the processes and how to go through it”.
“企業文化在情勢上大概天差地別，然則假如你經由過程手機和郵件相同，你確切可以或許懂得這類流程和若何完成義務。”
Ultimately, it comes down to the individual. Those seeking a more culturally immersiveexperience will seek them out. But those that do not or cannot, can take on global positionsfrom home.
終極，這取決於小我。那些追求更多身臨其境的外洋感受的人會找到方法。那些不想感受大概順應不了的人，可以在本土接收外洋職位。
“I am 35 now”, says Ms Oh. “I would hate to think that my career is now fixed in just onemarket...I would like to believe I would have this adventurous spirit even when I’m 60.”
“我如今35歲，”奧稱，“我不肯意以為本身的職業平生現在被限制在一個市場了……我寧願信任縱然到了60歲，我還會有這類冒險精力。”
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