To understand the key factors related to our problem, we reviewed the literature on high-context versus low-context cultures, expat recruitment, and onboarding activities. Another useful lens to help individuals understand and navigate cultural differences between high- and low-context cultures is the Hofstede model.
Expatriate Job Design
Family, spouse, and work-life balance greatly influence workers' decisions about international assignments that firms undertake (Stahl et al., 2002). In addition, expatriates who initiate an assignment are more likely to have the motivation to work abroad than those for whom their companies initiated an assignment (Alshahrani, 2022; Isakovic et al., 2013).
Recruiting Procedures
Since the first year is critical for long-term adaptation (Isakovic et al., 2013), organizations should adapt pre- and post-departure activities. However, they play a disproportionately large role as it relates to expatriate assignments in the Middle East (Moon et al., 2012; Isakovic et al., 2013).
Pre-Departure Onboarding Activities
After recruitment and the pre-departure period have enabled managers to identify individuals with a strong sense of self, the onboarding program must provide them with the tools to use unfamiliar cultural practices in the pre-departure period (Bird et al., 1999). . This stage focuses on activities that help reduce the uncertainty of selected candidates (Zhu et al. 2016).
Project Design
Project Question 4 Which key stakeholders contribute most productively to the long-term success of immigrants and in what ways? . the project team participating in the interviews. We developed the survey based on our literature review, conceptual framework, and conversations with the American Chamber sponsor. In the first section, questions asked participants to identify factors that needed to be in place to justify a foreign role.
These questions aligned with the conceptual framework by examining the processes used to determine whether an expatriate is needed for a position. This section also examined the importance of language skills and previous experiences in the Kingdom (see appendix 1 – survey). AmCham then temporarily provided the survey data, excluding any personally identifiable information, to the project team to complete the secondary analysis.
After completing the secondary analysis of the survey data, we continued with the interview protocol. The aim was to identify which job requirements, competencies and behaviors were necessary to justify an expat position. Questions two and three focused on the competencies and behaviors necessary for an expat to succeed in Saudi Arabia.
Data Analysis
From this point, we conducted a calibration session to review key themes and determine whether we had successfully mapped each interview. As part of aligning the transcripts with the conceptual framework, the team discussed themes that were considered salient (ie, unique comments relative to other participants). After we completed the calibrated transcripts, we conducted a review with the project sponsor to ensure that we had considered the contextual items affecting the Kingdom.
After this, we developed a consolidated list of topics that took into account the results of the survey and suggestions from the stakeholder interviews. Key themes were compared to the conceptual framework to determine if best practices emerged from the literature. Once the project team and sponsor agreed, we created a consolidated list of findings and recommendations.
Regarding the contextual review, the project sponsor examined the coded themes in relation to two factors: religious and tribal affiliation specific to Saudi Arabia. The former is the majority population in Saudi Arabia, while the latter constitutes the majority in Iran. During the interviews, the sponsor recommended incorporating tribal affiliation into the cultural awareness training that took place before departure.
Findings
What personal and professional factors do recruiters take into account when matching expats with vacancies in Saudi Arabia. The second project question aligned with the recruitment phase of our conceptual framework: interviews with stakeholders revealed that recruiters should consider the following personal characteristics when matching expats with vacancies in Saudi Arabia: curiosity, extroversion, flexibility, patience, understanding and emotional intelligence. In contrast, expats working in Eastern cultures experience less conflict when they are more introverted: “The reality is that not every expat manager is right for every country.” Some argued that an organization should consider candidates' sensitivity, adaptability and listening skills.
Firstly, the respondents believed that the organization should provide a transparent description of the task with clear objectives: "The better you can help to make the objectives crystal clear and what you want to achieve and that it is connected. Second, interviewees noted the importance of creating an understanding of Saudi Arabia's face-saving culture and one-way communication.87 percent of survey responses supported this conclusion, showing that AmCham companies do not fully articulate the challenges associated with living in Saudi Arabia.
A third support that came up several times was providing help that doesn't work, almost as a "concierge or help desk." The organization should help smooth out things that don't work, that can limit someone's productivity. Some cited obtaining a driver's license and a cell phone among these concerns. A fourth suggestion was to carry out an interests inventory to provide community connections, including an on-boarding buddy that is different from a professional mentor: "The principles behind it is this is the person who will help you answer questions that you might not want to ask your boss, or you might not want to offend a local person.” Participants emphasized the need for expatriates to continue to "live their lives," to engage in familiar activities of interest and connect with others who share those interests, "getting them into micro-communities." Another participant emphasized the importance of reaching beyond the expatriate community and interacting with the local Saudi citizens. One participant explained that "the greater the sacrifice a couple makes in terms of career, family, financially - whatever, the more challenges they're going to have living in that culture."
Recommendations
During the interviews, stakeholders noted that some expats fail because they arrive in the Kingdom after holding senior positions. However, their current skills are less transferable to local nationals based on the job design (i.e. the role needs specific things). The literature notes that a U-shaped curve occurs as part of the onboarding process, where expatriates experience short-term problems related to their arrival, which gradually improve as they interact with locals and integrate into the work environment (Zhu et. al , 2016). .
For AmCham members, we recommend developing a list of core competencies and validating these categories using existing expatriates who have been successful in the Kingdom. This includes having them attend initial orientation meetings, participate in the moving process, and act as co-signers for important logistics. For example, the stakeholder interviews noted that spouses often have trouble setting up their cell phones, coordinating school enrollment, or accessing health care without the involvement of the working spouse.
In our view, companies could improve by providing a high-context explanation of Saudi culture while expatriates were still in the United States completing pre-departure activities. Companies could achieve this goal by using a training partner that provided an overview of the Kingdom's cultural norms, particularly those that differ from Western societies. The more members help expatriates understand the high-context nature of the kingdom, the easier it will be to assimilate workers with the right skills that can advance the company's goals.
Conclusion
This tool will be used by recruiters and hiring managers to determine whether an expatriate, consultant or temporary contractor would be the ideal candidate. Over time, companies should correlate assessment results with hiring performance to ensure that the goals predict expatriate performance. To do this, AmCham should partner with an education provider to develop a curriculum that holistically addresses Saudi Arabia's "implicit" context.
Regarding data challenges, IRB guidelines limited the types of stakeholder interviews the team could conduct; therefore, the ten interview participants consisted entirely of American expatriates. This can include communication and expectation gaps, which employers can include in pre-departure activities. Furthermore, it would be useful to engage in site visits to observe the process directly.
This includes watching candidates complete the entrance orientation, along with reviewing the materials provided during pre-departure. In terms of evaluating onboarding programs, a correlation study comparing pre-departure activities with expatriate performance and retention would be useful. It is incumbent on managers to prepare their workforce for the cultural differences between Saudi Arabia and America.
When the going gets tough: the influence of expatriate resilience and perceived organizational inclusion climate on work adjustment and turnover intentions. Adjusting to working away and as an expatriate: Learn about what organizations can do to promote the mental health and well-being of workers and their families. Perspectives in HRD Expatriate Experiences and the Role MRD Plays in Cultural Awareness in International Companies.
Prior international experience, cross-cultural training, and expatriates' cross-cultural adjustment: Effects of cultural intelligence and goal orientation. Towards the borderless career: A closer look at the expatriate career concept and the perceived implications of an international. Cultural agility: An action research study of Western expatriate student affairs professionals in the Arabian Peninsula.
Using social networking tools to facilitate cultural adjustment of self-initiated Malaysian expatriate female nurses in Saudi Arabia. The Experience of Foreign Physicians in Saudi Arabia: A Qualitative Study of Challenges and Retention Motives. What is the most important way an organization can help an expat succeed?
1 Formerly Saudi Aramco (retired) Head of HR, Operations 2 Head of Talent Management Saudi Luberef Refinery. 4 Saudi Aramco Talent Assessments & Selection 5 Sadara Chemical Company Talent Assessments & Selection 6 Saudi Aramco HR & Performance Specialist.