In the quest for new customers, access to a wider variety of talent, and better risk mitigation, more startups are expanding internationally—even at a relatively early stage in their development.
But in their pursuit of those benefits, the companies sometimes overlook the importance of aligning their policies and processes with the local standards of the markets they’re entering—and that can create big problems for them.
It’s a story I’ve seen play out far too many times, especially for overseas companies setting up operations in the U.S.; organizations end up trying to bolt their own regulations and culture into an environment halfway around the world with a vastly different foundation.
Here are some things to consider before you open up your branch office in New York or Los Angeles:
Establish a solid global framework that allows for country-specific execution.
I collaborated with a company headquartered internationally that had issued stock options on their local Stock Exchange—and then attempted to apply those same local taxation laws to their U.S. employees. What they didn’t consider is that U.S. employees don’t live under the local country’s jurisdiction. This mid-sized company, with about 9,000 employees, had global roles filled by individuals who had never worked outside of their home country. Suddenly, these employees were tasked with managing a global expansion.
It's important to consider the full range of issues when you’re opening up operations overseas: everything from recruiting and hiring, to onboarding and benefits, to how policies will “come to life” in a country with different regulatory requirements and cultural norms. For example, that same company's U.S. employees were required to submit expenses back to headquarters, receive computers from the same location, and have their legal documents generated by inhouse counsel versed only in local law. This approach created enormous inefficiencies and disconnects that were detrimental to the business and dramatically impacted employee engagement and retention.
Most companies think that when they expand to another country, they are merely establishing a division. They often do not consider the necessary connectivity back to the headquarters. Employees based around the world need to function as if they were in their home country, yet they encounter vastly different operational realities. Seemingly simple things like how you collect new employee data require compliance with U.S. and home country data-privacy laws, which can differ dramatically.
All of these issues create a spiderweb of challenges that need careful planning and execution.
Make sure you fully understand the legal, financial, IT, and HR implications of operating in the U.S.
One key lesson is the coordination of these general and administrative (or G&A) functions. It is not enough to hire a local HR team; the entire G&A structure must be aligned with U.S. standards. For example, an offer letter drafted by an attorney in another country might not comply with U.S. labor laws, leading to potential legal issues.
Another example I encountered involved where to situs benefits for an Asia-based company. The company had to navigate varying state benefit laws in the U.S. While they initially tied their benefits to the state of Delaware, where they were incorporated, they later had to switch to California, realizing that was the appropriate state, as the bulk of their employees were based there. This process was complicated by the fact that the Asian team wasn’t up to speed on the complexities of U.S. healthcare benefits, leading to delays and confusion.
Finally, don’t forget: Culture eats everything else for breakfast.
The way that teams approach performance management, time off, and employee relations – among other thorny issues -- can vary dramatically among countries. A company that does not adapt its practices to the local culture and embrace their nuances may place their long-term success within that market at risk, unnecessarily, and face employee dissatisfaction and high turnover.
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Instantaneous communications allow organizations to operate on a global landscape like never before. But be sure you know what you’re getting into. Companies entering the U.S. – or any foreign market – should take precautions to adopt an integrated and aligned global framework that allows the flexibility needed to execute according to the laws and customs of the country they’re entering. With thorough planning, some local expertise, and a heaping of agility, your organization will be better prepared to ensure a smooth and successful expansion into new markets like the U.S.