Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1.7 (73), University of Hertfordshire, course: Leadership and Management Development, language: English, abstract: Anglo-French Wines Direct (AFW), a multinational company based in the UK, established a High Flyers Programme four years ago to develop future leaders to enable to achieve itsglobal growth objectives. The aim was to send them to one of the international subsidiariesfor two years and bring them back for a more senior position. However, the new HR Directorof AFW has discovered the following problems within this programme:1. 25 percent of the expatriates returned home early due to dissatisfaction. 2. Over 35 percent of the expatriates were considered to be underperforming on theassignment. 3. Around 30 percent expatriates left within a year of their return to England. In order to achieve its business objectives, it is essential that AFW turns round this failingprogramme into a leading-edge leadership programme. Particularly since AFW is a largecompany and plans to expand its business further, it is according to Burgoyne (1988, cited inGold et al., 2010) vital that the programme has a high level of maturity, i.e. complexity andstructure, enabling to meet the organisational needs and objectives. Thus, AFW needs to takea strategic and integrative approach and manage each stage of the International AssignmentCycle (See Appendix 1), i.e. recruitment and selection, hiring, preparation, expatriation andrepatriation, effectively. Accordingly, this report aims to present a mix of solutions regardingeach stage and provide recommendations for evaluating the new programme to ensure itseffectiveness.

Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1.7 (73), University of Hertfordshire, course: Leadership and Management Development, language: English, abstract: Anglo-French Wines Direct (AFW), a multinational company based in the UK, established a High Flyers Programme four years ago to develop future leaders to enable to achieve itsglobal growth objectives. The aim was to send them to one of the international subsidiariesfor two years and bring them back for a more senior position. However, the new HR Directorof AFW has discovered the following problems within this programme:1. 25 percent of the expatriates returned home early due to dissatisfaction. 2. Over 35 percent of the expatriates were considered to be underperforming on theassignment. 3. Around 30 percent expatriates left within a year of their return to England. In order to achieve its business objectives, it is essential that AFW turns round this failingprogramme into a leading-edge leadership programme. Particularly since AFW is a largecompany and plans to expand its business further, it is according to Burgoyne (1988, cited inGold et al., 2010) vital that the programme has a high level of maturity, i.e. complexity andstructure, enabling to meet the organisational needs and objectives. Thus, AFW needs to takea strategic and integrative approach and manage each stage of the International AssignmentCycle (See Appendix 1), i.e. recruitment and selection, hiring, preparation, expatriation andrepatriation, effectively. Accordingly, this report aims to present a mix of solutions regardingeach stage and provide recommendations for evaluating the new programme to ensure itseffectiveness.

Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1.7 (73), University of Hertfordshire, course: Leadership and Management Development, language: English, abstract: Anglo-French Wines Direct (AFW), a multinational company based in the UK, established a High Flyers Programme four years ago to develop future leaders to enable to achieve itsglobal growth objectives. The aim was to send them to one of the international subsidiariesfor two years and bring them back for a more senior position. However, the new HR Directorof AFW has discovered the following problems within this programme:1. 25 percent of the expatriates returned home early due to dissatisfaction. 2. Over 35 percent of the expatriates were considered to be underperforming on theassignment. 3. Around 30 percent expatriates left within a year of their return to England. In order to achieve its business objectives, it is essential that AFW turns round this failingprogramme into a leading-edge leadership programme. Particularly since AFW is a largecompany and plans to expand its business further, it is according to Burgoyne (1988, cited inGold et al., 2010) vital that the programme has a high level of maturity, i.e. complexity andstructure, enabling to meet the organisational needs and objectives. Thus, AFW needs to takea strategic and integrative approach and manage each stage of the International AssignmentCycle (See Appendix 1), i.e. recruitment and selection, hiring, preparation, expatriation andrepatriation, effectively. Accordingly, this report aims to present a mix of solutions regardingeach stage and provide recommendations for evaluating the new programme to ensure itseffectiveness.