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    It may come as a surprise to the casual observer that many organizations never consider the consequences of seconding Culturally-incompetent Assignees to their global offices. They regard Intercultural or Cross-Cultural Training as an unnecessary or unworthy expenditure. Presuming that their current International Assignees have no complaints thus far, newly-arrived ones are also expected to fit in nicely.

    Additionally, the subsidiary office's Human Resources Department does not see the importance of assisting an Assignee's acculturation process. Especially so in Singapore, much touted as a model multicultural society; it is not possible for the Assignee to experience any form of Culture Shock. Or so Human Resources would like to believe.

    There is researched and published evidence that as many expatriates failed to adjust to their new envir

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    es. They regard Intercultural or Cross-Cultural Training as an unnecessary or unworthy expenditure. Presuming that their current International Assignees have no complaints thus far, newly-arrived ones are also expected to fit in nicely.

    Additionally, the subsidiary office's Human Resources Department does not see the importance of assisting an Assignee's acculturation process. Especially so in Singapore, much touted as a model multicultural society; it is not possible for the Assignee to experience any form of Culture Shock. Or so Human Resources would like to believe.

    There is researched and published evidence that as many expatriates failed to adjust to their new envi

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    hus far, newly-arrived ones are also expected to fit in nicely.

    Additionally, the subsidiary office's Human Resources Department does not see the importance of assisting an Assignee's acculturation process. Especially so in Singapore, much touted as a model multicultural society; it is not possible for the Assignee to experience any form of Culture Shock. Or so Human Resources would like to believe.

    There is researched and published evidence that as many expatriates failed to adjust to their new envi

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    ing an Assignee's acculturation process. Especially so in Singapore, much touted as a model multicultural society; it is not possible for the Assignee to experience any form of Culture Shock. Or so Human Resources would like to believe.

    There is researched and published evidence that as many expatriates failed to adjust to their new envi

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    of Culture Shock. Or so Human Resources would like to believe.

    There is researched and published evidence that as many expatriates failed to adjust to their new environment as those who do not. Yet, these organizations persist in the belief that they could replace failed Expatriates anytime midway through; or upon expiry of their contracts.

    At what cost?

    * Team cohesion and subsequent department-wide productivity are affected

    * Company's Competitive Advantage is affected

    * Taking replacement Assignee through the paces

    * Financial losses as a result of:

    - Initial hiring and subsequent placement:

    => the Assignee is either seconded or hired in his home country, or third country

    => advertisement costs, or Recruiter's/Headhunter's fees

    => training costs involved if Assignee is a Trainee Graduate<

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