Expats and their employers—each for different reasons—are converging on a similar outcome: an end to the expat commitment. We're witnessing the rise of the un-expat.
Bonnie, an American citizen, has shuttled between the U.S., Singapore, and Australia for most of her work life, always as an assignee from headquarters. Now a regional executive in Asia with a top-tier U.S.-based company, she was almost speechless when I asked her if she has any plans to return to headquarters. "Why would I do that? The opportunities are in Asia." Another American, a top regional executive with a U.S. multinational who has been in Singapore less than a year, is just now coming to terms with the realization that he is happier in Asia than in headquarters. "It's emotionally tough to consider the possibility of leaving after spending my entire life with this company. But I've got to look to where the opportunities are, here or on the outside. And after being exposed to the opportunities in Asia, this is where the action is." Like Bonnie, he is open to giving up the lucrative expat deal for a local-hire package with a great organization.
There are many reasons multinationals continue to send their high-potential executives to Asia as expats, even as the emphasis has shifted to hiring local talent. Once these executives arrive in Asia, from what I see, all bets are off. For many expats, the traditional three-to-five-year expatriate assignment is a thing of the past. Over time, some willingly bail out of their expat status, recognizing these benefits as symbols of a colonial mindset or as visible and costly burdens for their employers. Others, like those I mentioned, look to stay on with their new expertise as "local" hires. At any rate, good people want to manage their careers on their own terms, while good companies are taking steps to hire and develop local talent.
For a multinational corporation trying to manage the shift, though, it's not so easy. Building a pipeline of mature, agile, and ready local leaders is both strategic and cost-effective. But apprenticing local talent takes time. So even as they reduce their expat employees, most companies still need a blend of expatriate mentors and high-potential local talent. That's why, the top, at the most strategic and regional levels, fully-loaded expatriate packages are still the norm. Getting this balance right, and keeping it, is tough. Especially now that the talent—whether local nationals, localized expats or strategic assignees—hold all the cards.
Indeed, few self-respecting executives would describe themselves as expats today. All talent, local or non-local, recognize the need to blend into the local melting pot to make a meaningful contribution. There's also more eagerness to gain experience over immediate reward—a bold shift in mindset borne partly out of expats' survival instincts and partly out of a desire to shape their own careers.
These un-expats understand that with success and the right attitude, career opportunities exist internally and externally, locally and overseas, all the time, regardless of a current employer's repatriation plan, especially in fast-evolving Asia. Their future is determined by the cut and thrust of the market for talent, not by some executive sponsor in headquarters. Recruiters call every day. These executives are in it for the journey, not just the job; they own their careers and take things as they come. Being "an expat" is a thing of the past. They're now local.
A multinational will win the loyalty of an assignee not with a binding expat deal, but by ensuring that the he or she receives immediate and tangible career benefits here and now (and that these benefits outweigh sexy opportunities on the outside). At the same time, let the expats "go local." Don't fear losing them and don't talk in vague notions about three to five years.
All career paths don't lead back to headquarters, after all. They lead to where the customers are.