Tips for making your no-answer stick!

Many international assignees are high-level employees used to getting what they want.  Are you handling exception requests like an immovable concrete wall, or more like a pasta strainer?  

To a large extent the strength of the policies of your assignment program (or for any HR program and policy for that matter) has a lot to do with the support of those above you in the corporate food-chain.  I love it when passionate people get excited about things they disagree with, it makes for a great debate.  But their success, in many ways, is determined by their ability to influence those above them to reinforce that “no means no" stance.  

Tips for making your no-answer stick:

1. Full Disclosure:  Each new assignee should be met with preferably face-to-face and pre-offer to learn the program and answer any questions that they may have.
2. Give context: Explain the reasoning for the benefit or policy.  Don’t send a link to the policy and be on your way.  The time you saved in skipping the face-to-face meeting will be lost in campaigning for your position on the matter to hold.
3. Be proactive:  Don’t wait for a big issue to come up before you link in with those above you.  
1. Develop a training and communication plan to those who move the most international talent and key HR business partners.
2. Wash, rinse, repeat:  When you have made the rounds with your presentation, go back and make the rounds again - this time with updated information such as assignee stats, etc.
4. Pick your battles and don’t sweat the small stuff:  Some issues will open the floodgates while others, though frustrating, will do no real or permanent harm.

Passion makes for a great debate, but at the end of the day, the well-connected can always use their powers to have the point “reconsidered.”  And if the exception is made despite your vocal disagreement, your reputation and effectiveness will undoubtedly be called into question.

Maybe I’m cynical, but it seems like the harder you hold the line, the more likely that the matter will go over your head.  The better relationship you have with your superiors the easier it will be to run a consistent and fair program.

Do you agree with me that the most effective human resource business partners know when to be firm and when to flex?  I believe that intuitively they know that, when they do take a stand, people at higher levels will be lining up behind them to ensure the decision is final.  When they’re taking a stand, they quickly ensure that superiors are already informed of the issue and not caught unawares.

So fine, do hold the line, the only way to happily survive in human resources is operate openly and consistently. But then you better have already earned the trust of those in line above you so that if, and when it comes to their attention, you won’t be overruled. It's good to be right, but it's almost better to have the ability to convince others that you are right.