Onboarding self-initiated expatriates

Abstract

Purpose The purpose of this paper was to explore how Icelandic employees experienced the onboarding process when they started working for the Nordic co-operation. Design/methodology/approach A case study methodology was performed, where semi-structured interviews with Icelandic expatriates working for the Nordic co-operation were conducted, along with an open-ended questionnaire to the human resource manager. Relevant internet sites were analyzed along with job postings. Findings The results indicate that the Nordic co-operation could do better in relation to onboarding their new employees, particularly, in relation to the practical aspect of relocation. The expatriates reported to be satisfied with the work related onboarding and found a value in having a mentor or assigned individual who would take responsibility of introducing the new employee to work-related aspects. Research limitations/implications The number of interviews may be considered small when compared to other expatriate studies. Further, the results can only be considered as a first step in a longer process of mapping the ideal onboarding process for international assignees. Practical implications Based on the results, it was recommended that the Nordic co-operation should re-examine their onboarding, particularly, in relation to sharing practical information, and incorporating the spouse into the program, as suggested by a number of studies. Social implications By understanding the challenges self-initiated expatriates (SIE) face when taking up a new job in a new country, human resource departments will be in a better position to assist the assignee and family for a smoother transition. Originality/value In recent years, research on global carriers has been dominated by expatriate managers who are sent abroad on behalf of their company. However, far less is known about SIE and their onboarding process from the perspective of employee.