Decentralization from the Economist is a great read.
I laugh and recall how much we spoke about decentralization from HQ’s to the Field. Also, those before us spoke about it as well, and those after us are still speaking about it. At the rate at which decentralization has been spoken about the past 30 plus years in UNICEF, if all what was spoken was decentralized, then perhaps nothing will be left to be done at HQ. However, since there will also be a HQ responsibility and a Field responsibility, decentralization must mature for a term of years and then be given center stage some years later.
It is clear you can decentralize only to those offices that have capable personnel to handle these matters. Talking about capability, in these past years we have seen big changes in the economic stage of many countries, particularly emerging super fast economies in Asia. These countries are able to match the West with good quality products and services from a market advantage. Nevertheless, they got a lot of catching up to do with social systems as they learn to start social programs and bring the poor out of poverty with some of the new wealth they are creating.
With the developing world becoming more educated and economically successful, would the UN expatriate need to be a different person? Basically, yes. I think it means that expatriate professionals should be as educated and smart as their local counterparts but not necessarily more educated and smarter. As an international organization, a good mix of foreign and local talent lends to a healthy management of the local office.
Of course, there will always be salary disparities between local and expatriate personnel. However, local salaries must be realistic with competitive local employers. Expatriate staff should however; boost basic needs of staff, be realistic about grade levels and promote creativity even at lowest levels. From senior staff to junior staff, all should be encouraged to be imaginable and come up with new ideas.
Sometimes, local managers can bring local office politics and hurt local staff. In a sense, most often, expatriate staff is able to foster a better sense of community. Therefore, employees should be given an opportunity to socialize with each other, at monthly lunches, annual picnics, sports events, with a strict rule – “do not talk about office work”. In the 1970s at UNICEF, Bangladesh, we had a very good badminton and table-tennis club that brought all rank of staff together. We played after work and during the lunch hour. In addition there were annual sports events and annual picnics (common in many UNICEF field offices) which also promoted a sense of community. It is best not to serve hard drinks at these events.
Expatriate staff must beware of local customs and respect local beliefs. For instance, do not have staff lunches during holidays that require fasting and daylight hours.
Local culture is an important aspect not to be ignored. Remember, in some countries people are “very sensitive”. Being sensitive is a culture that you cannot change. Expatriate staff should be sensitive of local sensitiveness. Be sensitive to reasonable demands of staff. Be sensitive to differences to language interpretation. Some cultures can be sensitive to words like “must” and “should”, etc. It may be good for the head of office to prepare with the assistance of local staff the simple English (or other UN language) words that are used in the West that may be unfavorable in the local culture, and that includes, tone of speech.
On the professional side, give staff continuous feed back and decentralize so that people can grown in knowledge and stature. Give those second chances and extra training if they need it. During budget and management reviews, reassign staff to tasks that play to their strengths (easy said and done as there are budgetary and bureaucratic limitations, but give it your best shot).
And you Mr. /Ms. Expatriate don’t bluff. If you lack knowledge, ask someone to help or let someone handle the task that you are not competent to handle. This means, that being an Expatriate does not mean you know it all.