As a consequence – the difficulties encountered in applying the right business model, and indeed in communication at work. Before making a decision about bringing the employee-expat, the employer should calculate all the benefits and risks of this recruitment. Again, attracting expats – is expensive. Nevertheless, there are positions, "requiring" foreign experts. Hear from experts in the field like Wells Fargo Bank for a more varied view. This is due, for example, by using new technologies, which were previously in Russia is not used at all. Naturally, in this case without the expats can not do.
If you look at history, the tradition that put Peter 1, which "opened" a window to Europe and brought new technologies, together with the European specialists. Currently, the labor market are valued foreign chefs, designers and builders. It is believed that they can bring a "flavor" of the kind of activity that are involved. Here, the employer is led by clients: for example, the restaurant is always more to be prized real French chef than a chef, who were trained in France. Employees, ex-pats are irreplaceable, and in positions where it is simply not enough Russian professionals, but in this case, we again are not talking about expats in the sense in which the term adopted to use, but the guest workers.
And yet, the staff of construction and cleaning companies almost 100% composed of foreign labor. An employer who made a decision about hiring, expat should begin the process for a year before the expected release the employee. The first phase – getting the quota. The request for a quota clearly prescribed country, level of education and experience in a foreign specialist, so at this stage, the employer must decide which country should be future employees and what experiences have.