Recruitment and retention go hand in hand. Recruit well, and retention will be less of an issue; retain well and recruitment will be less of an issue. And this is no less important when talking about international candidates and employees. Remember on top of all the factors that impact any candidate's decision to seek and obtain a new position, there is the huge, all-encompassing fact of living in a new country.
1. Tailor the Assistance to the Employee
Before a mentoring program can be beneficial, it has to take into account the unique situations of each new employee. Some have families, special needs, or previous experience with living abroad. And you cannot know any of these things until you talk to the new employee. I think I just heard some jaws hit the floor. Yes, you have to talk to the new employee about the move and related needs. Find out ahead of time what the new employee expects or hopes for in terms of assistance. Also consult with members of the family who will accompany him. Let him know what you are prepared to offer and leave room for further help. It is likely that either or both of you will want to add to or delete from the list.
2. Choose the Mentor to Suit the New Employee
Most employers and employees agree that a mentoring program is a crucial element for any company that recruits internationally – but how do you actually choose this mentor? It is unfortunate that many times mentors are chosen for what they are not (not busy, not a troublemaker) rather than what they are. In one local company, the mentor was most likely the person absent from the meeting during which a mentor was to be chosen. Makes you wonder: is that how the same company would choose a team leader or department head? And if the answer is yes, would you recommend this company to your friends?
Look at your list of areas in which assistance will be provided – and then take a critical look at your current employees. Just as each new foreign employee is different, so should the mentor be. This is definitely a time when the so called "soft skills" are of utmost importance. Consider selecting as a mentor an employee with terrific communication and people skills. Look at all the members of your organization – from top to bottom. You may be surprised to find that the most likely mentors are your administrative assistants and secretaries, rather than the salesman of the year or the 20-year-old prodigy. Of course, you may also consider that different people share the position of mentor – providing different types of assistance.
3. Make It Right for the Mentor, Too
You also have to recognize, formally, that mentoring is part of the mentor's job – not something that fits in somehow in spare minutes. Reduce his workload and clearly document the reduction and the reason for it. The mentoring program is good for your organization – and should be good for the mentors, too. Make sure that new managers or team leaders understand the mentor's role – and that the time taken does not harm the mentor's chances for promotions and special projects.
Like I said in the beginning, recruitment and retention go hand in hand. Doing each of these things well, the first time and every time creates a self-fulfilling cycle of success.
