Many companies in Denmark are simply not ready to accommodate employees from another culture. In fact, the Danish leaders are some of the least culturally competent leaders in Europe, international surveys show, but fortunately, this can be solved – and often with large profits for the companies.
It is not a big check you have to put in the door, in order to retain international employees. Family and well-being is what matters in the end and, therefore, Danish companies have to be able to adopt their behavior when meeting other cultures and to offer the practical and social solutions which matter to the employee and the family,’ Else Christensen, Managing Director, says.
In 2007 she started her own company, Relocare, which helps companies to retain their strong, international employees.
‘The employees need to be able to balance their lives in and outside the workplace. They move away from Denmark if the children are unhappy with their school or the spouse is unemployed. We do not think in short-term solutions, because they do not work long-term. For example, the elementary school can be a better choice than the international schools as they provide stability in the long run,’ Else Christensen says. ‘Therefore, Relocare finds the right home, and not only an apartment or a house. We help with anything as from legal, practical, and taxation matters to getting a real life and network,’ Else Christensen adds.
A good investment should be protected
More and more Danish companies acquire skilled employees internationally in order to remain competitive. It brings new knowledge and skills to Denmark, but it takes longer for an international employee to yield an actual profit for his employer.
This is due to the lack of cultural competence among Danish leaders and the fact that it takes time to settle in. Thus, it may be a direct financial loss to a company if the employees are leaving Denmark before time. The good life should be felt, seen and realized, and this is where Relocare comes in successfully, on behalf of the customers.
A successful relocation or repatriation is an individual solution
“It’s actually strange that there aren’t more managers who think of their international employees as an investment. A good investment should be protected and, therefore, Danish companies have to be far better at retaining international employees that otherwise could cost them millions.
The Danish business leaders could really benefit from taking a course in intercultural management to improve their ability to lead internationally. HR could benefit from using methods other than a traditional recruitment process, which is not the way to attract the very best employees. Other solutions are required – such as during the recruitment process to show and to shape the life the employee and the family want, and to assist them with a cost structure based on their values. Likewise you cannot expect that an employee is able to make a gross/net pay calculation. The only thing you get out of that is that the employee focuses on how much tax he must pay, and not on what he gets for his money,’ Else Christensen says.
Our customers typically aim at retaining their international employees for at least five years, but in addition we assist several companies having esteemed employees on short-term contracts for whom everything has to play from day one. Actually, it impacts our entire welfare in Denmark, a report from Copenhagen Business School from 2012 says. An international employee with a good education pays more tax and draws less on a wide range of welfare services than the average Dane. In addition to the huge and strong assistance to the companies and the international employees and their families, it is good for the Danish welfare model, too.
