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Managing International Assignments

International assignment management is one of the hardest areas for HR professionals to master—and one of the most costly. The expense of a three-year international assignment can cost millions, yet many organizations fail to get it right. Despite their significant investments in international assignments, companies still report a 42 percent failure rate in these assignments. 1

With so much at risk, global organizations must invest in upfront and ongoing programs that will make international assignments successful. Selecting the right person, preparing the expatriate (expat) and the family, measuring the employee's performance from afar, and repatriating the individual at the end of an assignment require a well-planned, well-managed program. Knowing what to expect from start to finish as well as having some tools to work with can help minimize the risk.

Business Case

As more companies expand globally, they are also increasing international assignments and relying on expatriates to manage their global operations. According to KPMG's 2021 Global Assignment Policies and Practices Survey, all responding multinational organizations offered long-term assignments (typically one to five years), 88 percent offered short-term assignments (typically defined as less than 12 months), and 69 percent offered permanent transfer/indefinite length.

Managing tax and tax compliance, cost containment and managing exceptions remain the three principal challenges in long-term assignment management according to a 2020 Mercer report. 2

Identifying the Need for International Assignment

Typical reasons for an international assignment include the following:

• Filling a need in an existing operation.
• Transferring technology or knowledge to a worksite (or to a client's worksite).
• Developing an individual's career through challenging tasks in an international setting.
• Analyzing the market to see whether the company's products or services will attract clients and users.
• Launching a new product or service.

The goal of the international assignment will determine the assignment's length and help identify potential candidates. See Structuring Expatriate Assignments and the Value of Secondment and Develop Future Leaders with Rotational Programs .

Selection Process

Determining the purpose and goals for an international assignment will help guide the selection process. A technical person may be best suited for transferring technology, whereas a sales executive may be most effective launching a new product or service.

Traditionally, organizations have relied on technical, job-related skills as the main criteria for selecting candidates for overseas assignments, but assessing global mindset is equally, if not more, important for successful assignments. This is especially true given that international assignments are increasingly key components of leadership and employee development.

To a great extent, the success of every expatriate in achieving the company's goals in the host country hinges on that person's ability to influence individuals, groups and organizations that have a different cultural perspective.

Interviews with senior executives from various industries, sponsored by the Worldwide ERC Foundation, reveal that in the compressed time frame of an international assignment, expatriates have little opportunity to learn as they go, so they must be prepared before they arrive. Therefore, employers must ensure that the screening process for potential expatriates includes an assessment of their global mindset.

The research points to three major attributes of successful expatriates:

• Intellectual capital. Knowledge, skills, understanding and cognitive complexity.
• Psychological capital. The ability to function successfully in the host country through internal acceptance of different cultures and a strong desire to learn from new experiences.
• Social capital. The ability to build trusting relationships with local stakeholders, whether they are employees, supply chain partners or customers.

According to Global HR Consultant Caroline Kersten, it is generally understood that global leadership differs significantly from domestic leadership and that, as a result, expatriates need to be equipped with competencies that will help them succeed in an international environment. Commonly accepted global leadership competencies, for both male and female global leaders, include cultural awareness, open-mindedness and flexibility.

In particular, expatriates need to possess a number of vital characteristics to perform successfully on assignment. Among the necessary traits are the following:

• Confidence and self-reliance: independence; perseverance; work ethic.
• Flexibility and problem-solving skills: resilience; adaptability; ability to deal with ambiguity.
• Tolerance and interpersonal skills: social sensitivity; observational capability; listening skills; communication skills.
• Skill at handling and initiating change: personal drivers and anchors; willingness to take risks.

Trends in international assignment show an increase in the younger generation's interest and placement in global assignments. Experts also call for a need to increase female expatriates due to the expected leadership shortage and the value employers find in mixed gender leadership teams. See Viewpoint: How to Break Through the 'Mobility Ceiling' .

Employers can elicit relevant information on assignment successes and challenges by means of targeted interview questions with career expatriates, such as the following:

• How many expatriate assignments have you completed?
• What are the main reasons why you chose to accept your previous expatriate assignments?
• What difficulties did you experience adjusting to previous international assignments? How did you overcome them?
• On your last assignment, what factors made your adjustment to the new environment easier?
• What experiences made interacting with the locals easier?
• Please describe what success or failure means to you when referring to an expatriate assignment.
• Was the success or failure of your assignments measured by your employers? If so, how did they measure it?
• During your last international assignment, do you recall when you realized your situation was a success or a failure? How did you come to that determination?
• Why do you wish to be assigned an international position?

Securing Visas

Once an individual is chosen for an assignment, the organization needs to move quickly to secure the necessary visas. Requirements and processing times vary by country. Employers should start by contacting the host country's consulate or embassy for information on visa requirements. See Websites of U.S. Embassies, Consulates, and Diplomatic Missions .

Following is a list of generic visa types that may be required depending on the nature of business to be conducted in a particular country:

• A work permit authorizes paid employment in a country.
• A work visa authorizes entry into a country to take up paid employment.
• A dependent visa permits family members to accompany or join employees in the country of assignment.
• A multiple-entry visa permits multiple entries into a country.

Preparing for the Assignment

An international assignment agreement that outlines the specifics of the assignment and documents agreement by the employer and the expatriate is necessary. Topics typically covered include:

• Location of the assignment.
• Length of the assignment, including renewal and trial periods, if offered.
• Costs paid by the company (e.g., assignment preparation costs, moving costs for household goods, airfare, housing, school costs, transportation costs while in country, home country visits and security).
• Base salary and any incentives or allowances offered.
• Employee's responsibilities and goals.
• Employment taxes.
• Steps to take in the event the assignment is not working for either the employee or the employer.
• Repatriation.
• Safety and security measures (e.g., emergency evacuation procedures, hazards).

Expatriates may find the reality of foreign housing very different from expectations, particularly in host locations considered to be hardship assignments. Expats will find—depending on the degree of difficulty, hardship or danger—that housing options can range from spacious accommodations in a luxury apartment building to company compounds with dogs and armed guards. See Workers Deal with Affordable Housing Shortages in Dubai and Cairo .

Expats may also have to contend with more mundane housing challenges, such as shortages of suitable housing, faulty structures and unreliable utility services. Analyses of local conditions are available from a variety of sources. For example, Mercer produces Location Evaluation Reports, available for a fee, that evaluate levels of hardship for 14 factors, including housing, in more than 135 locations.

Although many employers acknowledge the necessity for thorough preparation, they often associate this element solely with the assignee, forgetting the other key parties involved in an assignment such as the employee's family, work team and manager.

The expatriate

Consider these points in relation to the assignee:

• Does the employee have a solid grasp of the job to be done and the goals established for that position?
• Does the employee understand the compensation and benefits package?
• Has the employee had access to cultural training and language instruction, no matter how similar the host culture may be?
• Is the employee receiving relocation assistance in connection with the physical move?
• Is there a contact person to whom the employee can go not only in an emergency but also to avoid becoming "out of sight, out of mind"?
• If necessary to accomplish the assigned job duties, has the employee undergone training to get up to speed?
• Has the assignee undergone an assessment of readiness?

To help the expatriate succeed, organizations are advised to invest in cross-cultural training before the relocation. The benefits of receiving such training are that it: 3

• Prepares the individual/family mentally for the move.
• Removes some of the unknown.
• Increases self-awareness and cross-cultural understanding.
• Provides the opportunity to address questions and anxieties in a supportive environment.
• Motivates and excites.
• Reduces stress and provides coping strategies.
• Eases the settling-in process.
• Reduces the chances of relocation failure.

See Helping Expatriate Employees Deal with Culture Shock .

As society has shifted from single- to dual-income households, the priorities of potential expatriates have evolved, as have the policies organizations use to entice employees to assignment locations. In the past, from the candidate's point of view, compensation was the most significant component of the expatriate package. Today more emphasis is on enabling an expatriate's spouse to work. Partner dissatisfaction is a significant contributor to assignment failure. See UAE: Expat Husbands Get New Work Opportunities .

When it comes to international relocation, most organizations deal with children as an afterthought. Factoring employees' children into the relocation equation is key to a successful assignment. Studies show that transferee children who have a difficult time adjusting to the assignment contribute to early returns and unsuccessful completion of international assignments, just as maladjusted spouses do. From school selection to training to repatriation, HR can do a number of things to smooth the transition for children.

Both partners and children must be prepared for relocation abroad. Employers should consider the following:

• Have they been included in discussions about the host location and what they can expect? Foreign context and culture may be more difficult for accompanying family because they will not be participating in the "more secure" environment of the worksite. Does the family have suitable personal characteristics to successfully address the rigors of an international life?
• In addition to dual-career issues, other common concerns include aging parents left behind in the home country and special needs for a child's education. Has the company allowed a forum for the family to discuss these concerns?

The work team

Whether the new expatriate will supervise the existing work team, be a peer, replace a local national or fill a newly created position, has the existing work team been briefed? Plans for a formal introduction of the new expatriate should reflect local culture and may require more research and planning as well as input from the local work team.

The manager/team leader

Questions organization need to consider include the following: Does the manager have the employee's file on hand (e.g., regarding increases, performance evaluations, promotions and problems)? Have the manager and employee engaged in in-depth conversations about the job, the manager's expectations and the employee's expectations?

Mentors play an important role in enhancing a high-performing employee's productivity and in guiding his or her career. In a traditional mentoring relationship, a junior executive has ongoing face-to-face meetings with a senior executive at the corporation to learn the ropes, set goals and gain advice on how to better perform his or her job.

Before technological advances, mentoring programs were limited to those leaders who had the time and experience within the organization's walls to impart advice to a few select people worth that investment. Technology has eliminated those constraints. Today, maintaining a long-distance mentoring relationship through e-mail, telephone and videoconferencing is much easier. And that technology means an employer is not confined to its corporate halls when considering mentor-mentee matches.

The organization

If the company is starting to send more employees abroad, it has to reassess its administrative capabilities. Can existing systems handle complicated tasks, such as currency exchanges and split payrolls, not to mention the additional financial burden of paying allowances, incentives and so on? Often, international assignment leads to outsourcing for global expertise. Payroll, tax, employment law, contractual obligations, among others, warrant an investment in sound professional advice.

Employment Laws

Four major U.S. employment laws have some application abroad for U.S. citizens working in U.S.-based multinationals:

• Title VII of the Civil Rights Act.
• The Age Discrimination in Employment Act (ADEA).
• The Americans with Disabilities Act (ADA).
• The Uniformed Services Employment and Reemployment Rights Act (USERRA).

Title VII, the ADEA and the ADA are the more far-reaching among these, covering all U.S. citizens who are either:

• Employed outside the United States by a U.S. firm.
• Employed outside the United States by a company under the control of a U.S. firm.

USERRA's extraterritoriality applies to veterans and reservists working overseas for the federal government or a firm under U.S. control. See Do laws like the Fair Labor Standards Act and the Family and Medical Leave Act apply to U.S. citizens working in several other countries?

Employers must also be certain to comply with both local employment law in the countries in which they manage assignments and requirements for corporate presence in those countries. See Where can I find international employment law and culture information?

Compensation

Companies take one of the following approaches to establish base salaries for expatriates:

• The home-country-based approach. The objective of a home-based compensation program is to equalize the employee to a standard of living enjoyed in his or her home country. Under this commonly used approach, the employee's base salary is broken down into four general categories: taxes, housing, goods and services, and discretionary income.
• The host-country-based approach. With this approach, the expatriate employee's compensation is based on local national rates. Many companies continue to cover the employee in its defined contribution or defined benefit pension schemes and provide housing allowances.
• The headquarters-based approach. This approach assumes that all assignees, regardless of location, are in one country (i.e., a U.S. company pays all assignees a U.S.-based salary, regardless of geography).
• Balance sheet approach. In this scenario, the compensation is calculated using the home-country-based approach with all allowances, deductions and reimbursements. After the net salary has been determined, it is then converted to the host country's currency. Since one of the primary goals of an international compensation management program is to maintain the expatriate's current standard of living, developing an equitable and functional compensation plan that combines balance and flexibility is extremely challenging for multinational companies. To this end, many companies adopt a balance sheet approach. This approach guarantees that employees in international assignments maintain the same standard of living they enjoyed in their home country. A worksheet lists the costs of major expenses in the home and host countries, and any differences are used to increase or decrease the compensation to keep it in balance.

Some companies also allow expatriates to split payment of their salaries between the host country's and the home country's currencies. The expatriate receives money in the host country's currency for expenses but keeps a percentage of it in the home country currency to safeguard against wild currency fluctuations in either country.

As for handling expatriates taxes, organizations usually take one of four approaches:

• The employee is responsible for his or her own taxes.
• The employer determines tax reimbursement on a case-by-case basis.
• The employer pays the difference between taxes paid in the United States and the host country.
• The employer withholds U.S. taxes and pays foreign taxes.

To prevent an expatriate employee from suffering excess taxation of income by both the U.S. and host countries, many multinational companies implement either a tax equalization or a tax reduction policy for employees on international assignments. Additionally, the United States has entered into  bilateral international social security agreements  with numerous countries, referred to as "totalization agreements," which allow for an exemption of the social security tax in either the home or host country for defined periods of time.

A more thorough discussion of compensation and tax practices for employees on international assignment can be found in SHRM's Designing Global Compensation Systems toolkit.

How do we handle taxes for expatriates?

Can employers pay employees in other countries on the corporate home-country payroll?

Measuring Expatriates' Performance

Failed international assignments can be extremely costly to an organization. There is no universal approach to measuring an expatriate's performance given that specifics related to the job, country, culture and other variables will need to be considered. Employers must identify and communicate clear job expectations and performance indicators very early on in the assignment. A consistent and detailed assessment of an expatriate employee's performance, as well as appraisal of the operation as a whole, is critical to the success of an international assignment. Issues such as the criteria for and timing of performance reviews, raises and bonuses should be discussed and agreed on before the employees are selected and placed on international assignments.

Employees on foreign assignments face a number of issues that domestic employees do not. According to a 2020 Mercer report 4 , difficulty adjusting to the host country, poor candidate selection and spouse or partner's unhappiness are the top three reasons international assignments fail. Obviously, retention of international assignees poses a significant challenge to employers.

Upon completion of an international assignment, retaining the employee in the home country workplace is also challenging. Unfortunately, many employers fail to track retention data of repatriated employees and could benefit from collecting this information and making adjustments to reduce the turnover of employees returning to their home country.

Safety and Security

When faced with accident, injury, sudden illness, a disease outbreak or politically unstable conditions in which personal safety is at risk, expatriate employees and their dependents may require evacuation to the home country or to a third location. To be prepared, HR should have an evacuation plan in place that the expatriate can share with friends, extended family and colleagues both at home and abroad. See Viewpoint: Optimizing Global Mobility's Emergency Response Plans .

Many companies ban travel outside the country in the following circumstances:

• When a travel advisory is issued by the World Health Organization, Centers for Disease Control and Prevention, International SOS or a government agency.
• When a widespread outbreak of a specific disease occurs or if the risk is deemed too high for employees and their well-being is in jeopardy.
• If the country is undergoing civil unrest or war or if an act of terrorism has occurred.
• If local management makes the decision.
• If the employee makes the decision.

Once employees are in place, the decision to evacuate assignees and dependents from a host location is contingent on local conditions and input from either internal sources (local managers, headquarters staff, HR and the assignee) or external sources (an external security or medical firm) or both. In some cases, each host country has its own set of evacuation procedures.

Decision-makers should consider all available and credible advice and initially transport dependents and nonessential personnel out of the host country by the most expeditious form of travel.

Navigating International Crises

How can an organization ensure the safety and security of expatriates and other employees in high-risk areas?

The Disaster Assistance Improvement Program (DAIP)

Repatriation

Ideally, the repatriation process begins before the expatriate leaves his or her home country and continues throughout the international assignment by addressing the following issues.

Career planning. Many managers are responsible for resolving difficult problems abroad and expect that a well-done job will result in promotion on return, regardless of whether the employer had made such a promise. This possibly unfounded assumption can be avoided by straightforward career planning that should occur in advance of the employee's accepting the international assignment. Employees need to know what impact the expatriate assignment will have on their overall advancement in the home office and that the international assignment fits in their career path.

Mentoring. The expatriate should be assigned a home-office mentor. Mentors are responsible for keeping expatriates informed on developments within the company, for keeping the expatriates' names in circulation in the office (to help avoid the out-of-sight, out-of-mind phenomenon) and for seeing to it that expatriates are included in important meetings. Mentors can also assist the expatriate in identifying how the overseas experience can best be used on return. Optimum results are achieved when the mentor role is part of the mentor's formal job duties.

Communication. An effective global communication plan will help expatriates feel connected to the home office and will alert them to changes that occur while they are away. The Internet, e-mail and intranets are inexpensive and easy ways to bring expatriates into the loop and virtual meeting software is readily available for all employers to engage with global employees. In addition, organizations should encourage home-office employees to keep in touch with peers on overseas assignments. Employee newsletters that feature global news and expatriate assignments are also encouraged.

Home visits. Most companies provide expatriates with trips home. Although such trips are intended primarily for personal visits, scheduling time for the expatriate to visit the home office is an effective method of increasing the expatriate's visibility. Having expatriates attend a few important meetings or make a presentation on their international assignment is also a good way to keep them informed and connected.

Preparation to return home. The expatriate should receive plenty of advance notice (some experts recommend up to one year) of when the international assignment will end. This notice will allow the employee time to prepare the family and to prepare for a new position in the home office. Once the employee is notified of the assignment's end, the HR department should begin working with the expatriate to identify suitable positions in the home office. The expatriate should provide the HR department with an updated resume that reflects the duties of the overseas assignment. The employee's overall career plan should be included in discussions with the HR professional.

Interviews. In addition to home leave, organizations may need to provide trips for the employee to interview with prospective managers. The face-to-face interview will allow the expatriate to elaborate on skills and responsibilities obtained while overseas and will help the prospective manager determine if the employee is a good fit. Finding the right position for the expatriate is crucial to retaining the employee. Repatriates who feel that their new skills and knowledge are underutilized may grow frustrated and leave the employer.

Ongoing recognition of contributions. An employer can recognize and appreciate the repatriates' efforts in several ways, including the following:

• Hosting a reception for repatriates to help them reconnect and meet new personnel.
• Soliciting repatriates' help in preparing other employees for expatriation.
• Asking repatriates to deliver a presentation or prepare a report on their overseas assignment.
• Including repatriates on a global task force and asking them for a global perspective on business issues.

Measuring ROI on expatriate assignments can be cumbersome and imprecise. The investment costs of international assignments can vary dramatically and can be difficult to determine. The largest expatriate costs include overall remuneration, housing, cost-of-living allowances (which sometimes include private schooling costs for children) and physical relocation (the movement to the host country of the employee, the employee's possessions and, often, the employee's family).

But wide variations exist in housing expenses. For example, housing costs are sky-high in Tokyo and London, whereas Australia's housing costs are moderate. Another significant cost of expatriate assignments involves smoothing out differences in pay and benefits between one country and another. Such cost differences can be steep and can vary based on factors such as exchange rates (which can be quite volatile) and international tax concerns (which can be extremely complex).

Once an organization has determined the costs of a particular assignment, the second part of the ROI challenge is calculating the return. Although it is relatively straightforward to quantify the value of fixing a production line in Puerto Rico or of implementing an enterprise software application in Asia, the challenge of quantifying the value of providing future executives with cross-cultural perspectives and international leadership experience can be intimidating.

Once an organization determines the key drivers of its expatriate program, HR can begin to define objectives and assess return that can be useful in guiding employees and in making decisions about the costs they incur as expatriates. Different objectives require different levels and lengths of tracking. Leadership development involves a much longer-term value proposition and should include a thorough repatriation plan. By contrast, the ROI of an international assignment that plugs a skills gap is not negatively affected if the expatriate bolts after successfully completing the engagement.

Additional Resources

International Assignment Management: Expatriate Policy and Procedure

Introduction to the Global Human Resources Discipline

1Mulkeen, D. (2017, February 20). How to reduce the risk of international assignment failure. Communicaid. Retrieved from https://www.communicaid.com/cross-cultural-training/blog/reducing-risk-international-assignment-failure/

2Mercer. (2020). Worldwide Survey of International Assignment Policies and Practices. Retrieved from https://mobilityexchange.mercer.com/international-assignments-survey .

3Dickmann, M., & Baruch, Y. (2011). Global careers. New York: Routledge.

4Mercer. (2020). Worldwide Survey of International Assignment Policies and Practices. Retrieved from https://mobilityexchange.mercer.com/international-assignments-survey

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Delivering A Successful International Assignment

• Anne Morris
• 9 October 2019

IN THIS SECTION

• 8 minute read
• Last updated: 9th October 2019

Organisations deploy personnel on international assignment for many reasons. Whether you are addressing an internal skills gaps, supporting leadership development or looking to improve working relations across borders, for any international assignment to be successful, there will be a multitude of legal, immigration, tax and pensions risks to manage when sending employees overseas.

This article covers:

International assignment objectives, international assignment structures, employment law.

• Immigration options 

Assignee remuneration

Professional support for international assignments.

Global mobility programmes have traditionally been developed with a uniform approach, driven largely by cost management and operational efficiencies. However, organisations are increasingly taking a more flexible and bespoke approach to overseas assignments in order to attain advantage in areas such as compliance and talent development and retention.

While a one-size-fits-all approach to the fundamentals of mobility management may be a commercial reality, overlaying this should be areas of specific consideration and capability that can be adapted to the specific needs and risks of each international assignment. This allows for greater focus on the assignment’s commercial objectives and the agility to respond to the organisation’s changing global mobility needs .

From the outset of any successful assignment project, there should be clarity of objectives. Why as an organisation is the decision being made to invest in sending an employee to perform services in a different country?

International assignments can offer value in many areas, many of which typically present in the longer-term.

Internal knowledge transfer is a common assignment objective to address talent or skills shortages within overseas regions. Deploying key talent with specialist knowledge and skills to train and upskill local team members can help to resolve local labour or skill supply issues. The cost/benefit analysis can explore potential missed opportunities or delays resulting from shortages in the local talent market.

International assignments are also highly effective in building relationships and improving intercultural working. This could be relationships within an organisation, with local clients and intermediaries or local authorities. Face to face interaction remains highly effective and valuable in building influence on the ground and can offer significant potential for advantage over competitors.

Beyond relationships, value is also created in the knowledge gained by assignees working overseas, from insight into local customs and culture, improved language capability and a general understanding of how business is ‘done’ within the region and helping to adapt organisational protocol to suit the local environment. Combined with the assignee’s existing market and organisational knowledge, they can offer a global perspective with local details, bringing considerable potential to build competitive differentiation.

With clarity of objective, you can then consider whether an international assignment is the most appropriate solution . Is it possible to hire or promote locally? Would multiple, shorter trips be as effective in performance terms but with lower cost implications? International assignments demand significant investment and it will be important to assess cost projections against expected return and value to the organisation.

As well as clarity of objectives, a successful international assignment also requires clarity of contractual terms, both to manage the expectations and understanding of the assignee, and also for the mobility team to identify support needs and potential risks. 

Now more than ever, organisations are developing portfolios of mobility programmes to enable an agile approach to global mobility that responds to the organisation’s changing needs for international personnel mobility. Assignments come in increasingly different shapes and sizes, from permanent relocations or temporary exchanges, secondments or transfers to a different region or to a different organisation.

While organisations demand greater flexibility and agility from their global mobility programmes, underpinning the activity should be an appropriate assignment structure with a supporting contractual agreement that enables compliance with regulatory and legal duties.

When considering which structure to adopt, organisations will need to consider a range of factors including the type of assignment and the relevant environmental context such as regulatory, immigration, employment law, tax, pension implications. 

For international assignments, where the employee is moving from the home country employer to a host country employer, the employer could consider a number of assignment structures, including:

• The employee continues to be employed solely by the home employer.
• The employment contract with the home employer is suspended for the duration of the assignment while the employee enters into a new employment contract with the host employer .
• The employment contract with the home employer is terminated with a promise of re-employment at the end of the assignment while the employee enters into a new employment contract with the host employer .
• The employment contract with the home employer is suspended and the employee enters into a contract with an international assignment company (IAC) within the employer group
• The employment contract with the home employer is suspended and the employee enters into a contract with both an IAC and the host country employer.
• The employee remains resident in the home country and works in a host country under a commuter assignment.  

Each type of assignment structure offers advantages and disadvantages which should be considered in light of the individual assignment. For example: 

• Do employment laws in the host country require the assignee to be employed by a local entity? 
• Would the assignee be agreeable to ending their home country contract and starting a new agreement with a new entity in the host country? 
• Are there terms in the home country contract that would need protecting in any new agreement, such as restrictive covenants? 
• Which jurisdiction would prevail, the host or home country? 
• How would local laws interpret a situation where there is no contract of employment with the employer in the host country? 
• Issues such as income and corporate tax, pension and employment rights and responsibilities will need to be identified and assessed against the specific assignment objectives and budget and the assignee profile and circumstances. 

Employment law implications come hand-in-hand with selecting an appropriate assignment structure.

Home-country employment contracts for employees on assignment from the UK to an overseas jurisdiction should generally be interpreted under the laws of England and Wales. If a host country contract is used, there should be specific provision in the agreement to determine which jurisdiction would prevail. However, neither position is guaranteed, for example where issues of domicile arise which may supersede any contractual provisions. Again the need is to assess on an individual assignment basis.

As well as explicit contractual considerations, employers should also be aware of any statutory rights or implied terms under UK law that may continue to apply even in the host country.

Specific provisions may also need to be made to ensure confidentiality and appropriate handling of commercial and sensitive information. While this may be standard or expected for senior employees, those on assignment should also be considered for such terms relevant to the type of assignment and the commercial objectives of the project.

Immigration options

Successful international assignments will invariably require careful consideration of the immigration requirements. Governments across the globe are adopting increasingly protectionist stances towards economic migrants, as policies seek to favour domestic workers. This means business travellers and visa holders are now facing greater scrutiny when applying for work visas and when trying to gain entry at the border. 

Visa options and criteria vary between countries and are subject to frequent change. Where permission is required for the assignee to work in the host country, it will be important to ensure the assignee applies for the most appropriate route to meet the assignment need, whether that is a work permit or a business visitor visa. The immigration requirements and options will be determined in most part by the rules of the home and host countries, the nationality of the assignee (and any of their dependants who will be joining them overseas) and the nature of the activities the assignee intends to perform during their time in the host country. 

For example, a British citizen may be eligible to travel to the US to attend sales meetings and work conferences for up to 90 days  without having to apply for a visa but to conduct ‘gainful employment’ they would need to look at a specific work visa, such as the L-1 visa for intracompany  transfers. 

A further factor will be the specific requirements of the visa or permit. Work visas, for example, may require sponsorship of the employee by a local entity with valid sponsor status. The application process for work visas are typically resource-intensive and in many cases will require the employer to provide compelling evidence as to why the role or work cannot be performed by a worker resident in the host country. 

Preparation will, therefore, be critical, ensuring there is sufficient time to consider the relevant immigration options in light of local rules, and to then make the required application. Complications may also arise where the employee does not meet certain requirements under the local rules, for example if they have a past criminal conviction or negative immigration record. This will require careful handling and, depending on the host country’s rules, may require submission of a visa waiver to explain the issue and provide assurances of the employee’s eligibility by requesting a discretionary decision on the application.

Relocation packages are typically the biggest expense associated with an international assignment. While cost control will remain a concern, it is important for employers to ensure they are offering packages that are competitive within the market and that the package will support both the commercial objective of the assignment and compliance with associated legal and tax risks.

Home-based packages remain common, including those which may be markedly above local market compensation levels, particularly in circumstanecs where the assignment need is business-critical.

It may be possible however to look at offering a lower package than the home-based option, by either localising the package to harmonise with host nation levels or to develop a ‘local-plus’ offering that maintains a degree of competition, but this can be challenging to apply consistently across all assignment types and locations.

Again, consideration should be given to the individual assignment and the assignee. Millennial workers for example are generally understood to value international experience and the remuneration package may not be their primary concern where the opportunity for overseas exposure is available.

For organisations with a substantial cohort of international assignees and travellers, it may be more appropriate to build a compensation scheme specifically for globally-mobile personnel.

Importantly, assignees who will remain under an employment contract in their home country may continue to be subject to home country payroll while on assignment. This will also enable pension and benefits to be offered in the same way through the home country. Taxation, however, raises more complex issues, for example where withholding rules apply in the host country. This will require specialist guidance to ensure tax liabilities in the home and host country are correctly managed and met withiin the appropriate timeframes.

International assignments are demanding on the employer and the employee, but have become critical given the business imperatives to meet talent and development needs and achieve competitive advantage . 

Employers should not lose sight of the need to understand the specific risks of each individual assignment, which increasingly demand bespoke solutions. While compliance , efficiencies and cost control should be underpinned by a solid global mobility infrastructure of policies, systems and procedures, the current shift is away from a uniform approach to assignment management, instead moving towards more agile management of each assignment, shaped by the specific assignment objectives, budget and risks in relation to immigration, tax, remuneration and employment law.

DavidsonMorris’ specialist global mobility consultants provide expert guidance to employers on all aspects of international assignments, from programme management and implementation to strategic consultancy to ensure value and return on the mobility investment. We understand the commercial drivers behind mobilising workers and the need to ensure compliance without impacting return on mobility investment.

We work with senior management teams, HR and mobility professionals to develop strategies that ensure effective compliance risk management while supporting delivery of the organisation’s global mobility objectives. For advice on making the most of international assignments, speak to us .

About DavidsonMorris

As employer solutions lawyers, DavidsonMorris offers a complete and cost-effective capability to meet employers’ needs across UK immigration and employment law, HR and global mobility .

Led by Anne Morris, one of the UK’s preeminent immigration lawyers, and with rankings in The Legal 500 and Chambers & Partners , we’re a multi-disciplinary team helping organisations to meet their people objectives, while reducing legal risk and nurturing workforce relations.

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A Successful International Assignment Depends on These Factors

• Boris Groysberg
• Robin Abrahams

Your marriage, your family, and your career will all benefit from advance planning.

The prospect of an international assignment can be equal parts thrilling and alarming: Will it make or break your career? What will it do to your life at home and the people you love? When you’re thinking about relocating, you start viewing questions of work and family — difficult enough under ordinary circumstances — through a kind of high-contrast, maximum-drama filter.

• BG Boris Groysberg is a professor of business administration in the Organizational Behavior unit at Harvard Business School and a faculty affiliate at the school’s Race, Gender & Equity Initiative. He is the coauthor, with Colleen Ammerman, of Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work (Harvard Business Review Press, 2021). bgroysberg
• Robin Abrahams is a research associate at Harvard Business School.

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Gareth Wadley

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International assignments: Key issues to consider

What legal issues do you need to consider when it comes to sending employees overseas?

The number of employees working abroad is increasing. As it becomes more common, some assume this will lead to greater standardisation, with template assignment letters the norm.

However, the legal, tax, pension and other variables involved in international assignments require a more bespoke approach, leaving little room for standard documentation. We outline some key issues to address below.

What is an assignment?

Also referred to as a secondment or transfer, an assignment might be internal (to a different role abroad with the same employer) or to an external employer. A key characteristic of an international assignment is that an employee from one legal entity and country ('home' country) temporarily performs services in another country ('host' country).

Potential assignment structures

There are a number of different ways in which assignments can be structured and documented. Which approach is appropriate will depend on a range of issues including employment law, tax, pension, social security and regulatory implications as well as the expectations of employees. Five frequently used assignment structures are:

• the employee continues to be employed solely by the home employer;
• the contract with the home employer is suspended and the employee enters into a local employment contract with the host employer for the assignment;
• the contract with the home employer is terminated with a promise of re-employment at the end of the assignment. In the meantime, the employee enters into a local employment contract with the host employer;
• the contract with the home employer is suspended and the employee enters into a contract with an international assignment company (IAC) within the employer group; or
• the contract with the home employer is suspended and the employee enters into a contract with both an IAC and the host country employer.

Which is best?

When deciding on the best structure for the circumstances, some questions to consider are:

• Do the host country’s laws require employment by a local entity, ruling out sole employment by the home employer?
• Where there is no contract of employment in place with the host employer, could local laws presume that the host is the de facto employer?
• If the home contract is “suspended”, is the home employer prepared to accept the legal uncertainty, in employment law terms, that this status brings?
• In a dual contract structure, who will bear the greatest risk of being liable for employment claims – host, home (or the IAC)?
• Will the employee accept the termination of his/her home contract?
• What is the impact on pension and benefit schemes, social security and tax?

Are there key terms in the home contract that require special consideration and protection, for example, restrictive covenants and confidentiality?

Which national law applies, when and to what? Which courts would have jurisdiction in the event of a dispute?

Who pays for, and manages, the employee during the assignment and will the employee return to the home country?

Looking forward

It is inevitable that documenting assignments will become a smoother process as employers become more familiar with the issues involved. However, the range of significant personal, legal and financial implications will mean that a degree of tailoring will always be necessary, in order to avoid negative repercussions.

Gareth Wadley is principal associate at Eversheds

Further reading

Paying your way: International tax and benefits

How HR can improve LGBT+ employees' access to international assignments

Companies expect to increase international assignments

How territorial jurisdiction works

Hot topic: Key issues for the new government

Rise of 'global nomads' causes problems for employee benefits strategy, Mercer study shows

Three-quarters of Europeans would consider international roles

Businesses fail to track cost of overseas assignments

Compensation and Benefits: Essentials of International Assignment Management

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• Juergen Czajor 2  

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Internationalization became an essential strategic dimension for companies to ensure profitable growth. International assignments play an important role to implement this strategy. As a consequence the number of international assignees is growing year by year; they work as interface manager between headquarters and branch office, as cultural ambassador, or as technical specialist to transfer knowledge. For ambitious and open candidates, a position in a foreign country and in a different culture can be an interesting step to further develop their professional career. International assignment management first of all needs a policy framework, defining the compensation and benefit package, especially the typical assignment allowances depending on distance to the home country and hardship of the host country. The administration of international assignments secondly requires standardized processes for all phases of an assignment, from selection to reintegration and with clear allocation of roles and responsibilities between all human resources partners involved. Organizations exchanging bigger numbers of specialists and executives between several countries work with centralized assignment management teams, who cooperate with local HR in the host countries and often use external partners for relocation, social security, payroll, and taxation to manage this complex task.

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Deutsche Industrie- und Handelskammer in Japan (DIHKJ) –Auditor – (2007) Expatriate versus Local, Vor- und Nachteile von Expatriates in japanischen Tochtergesellschaften deutscher Unternehmen. http://japan.ahk.de

Kast S (2010) Mapping the successful expatriation process. Diploma thesis at Eberhard – Karls – Universitaet Tuebingen

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Sedlmayer S (2009) Expatriates – Eine kritische Betrachtung aus organisationaler Perspektive. Thesis at Universitaet der Bundeswehr Muenchen

Weber S (2010) Implementierung westlicher Standards an einem neuen Unternehmensstandort als Voraussetzung fuer den internationalen Mitarbeitereinsatz. Diploma thesis at Hochschule Pforheim

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Czajor, J. (2016). Compensation and Benefits: Essentials of International Assignment Management. In: Zeuch, M. (eds) Handbook of Human Resources Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-44152-7_73

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Managing International Assignments: A Guide for HR Managers and Employees

Expanding globally brings tremendous opportunities for growth. But sending employees abroad also comes with challenges. As an HR manager, you want to ensure a smooth transition so your employees can hit the ground running in their new location. 

And as an employee, you want the relocation to go as seamlessly as possible so you can focus on your new role.

This guide covers key considerations for HR managers and employees to successfully manage international assignments.

For HR Managers

As an HR manager, you play a critical role in ensuring international assignments are a success. Here are some best practices when relocating employees globally:

Identify the Business Need

Before extending an international assignment offer, clearly identify the business need. Typical reasons include:

• Filling a skill gap
• Transferring knowledge
• Expanding to a new market
• Developing high-potential employees

Understanding the rationale will help determine the assignment length, position level, and candidate selection.

Choose the Right Candidate

Selecting the right person is crucial. Assess both technical qualifications and soft skills like adaptability, cultural sensitivity, and communication.

Look for signals of open-mindedness and flexibility during interviews. Ask questions like:

• How have you adapted to multicultural environments in the past?
• What challenges or frustrations have you faced abroad? How did you respond?
• How do you go about building relationships with colleagues from different backgrounds?

Check references thoroughly to confirm the candidate has the right experience and temperament to succeed.

Offer Cross-Cultural Training

Investing in cross-cultural training helps employees adapt faster once abroad. Training typically covers:

• Background on the host country culture
• Tips for communicating across cultures
• Guidance navigating daily life and etiquette
• Best practices for mingling with locals
• Stress management techniques

Employees walk away better prepared and more excited about the assignment. Partner with a relocation specialist like ARC Relocation to provide training.

Help with Visas and Immigration

Securing the proper work permits and visas is one of the most complex aspects of an international assignment. Requirements, paperwork, and processing times vary greatly by country.

To set your employees up for success, provide hands-on support with:

• Researching visa categories and documents needed. Categories may include work permits, work visas, and dependent visas for family members.
• Completing lengthy applications accurately to avoid delays. Mistakes can significantly slow down processing.
• Translating and authenticating necessary documents like bank records, medical history, police certificates, etc.
• Scheduling appointments and representing the employee in embassy meetings. Navigating bureaucracy is tricky.
• Covering visa fees and associated costs like document translations and health checks. These add up quickly.
• Tracking application status and troubleshooting issues if delays arise. Proactively communicating with authorities speeds things up.
• Coordinating timing with shipment of household goods and temporary accommodations. Visas need to be secured before departure.

Keep in mind that time frames range from two weeks for some work permits to six months or more for residency visas in places like Singapore. Research requirements early and account for the employee’s notice period.

Offer Relocation Services

Relocating is stressful enough without logistical headaches. Offer services like:

• Home finding trips
• Household goods shipping
• Temporary housing
• School search assistance for families
• Settling-in services

Work with ARC Relocation to coordinate end-to-end relocation services for a smooth employee move.

Provide Cultural Training for Family

An employee’s success often hinges on their family’s transition. Offer cultural training for spouses and kids covering topics like:

• Etiquette and customs
• Making friends abroad
• Maintaining mental wellness
• Finding a job for the spouse

This facilitates better adjustment and improves success rates.

Assign a Mentor

Connecting assignees with a home office mentor prevents “out of sight, out of mind” syndrome. The mentor can:

• Give visibility into promotions and department changes
• Offer advice for applying overseas experience
• Provide a sounding board on challenges

Schedule check-ins during home leaves too. This retains institutional knowledge.

Track Performance Consistently

Set clear expectations before departure and evaluate performance regularly. Account for cultural nuances when setting goals and metrics.

Schedule video check-ins to discuss successes, challenges, and additional support required. This prevents surprises come review time.

Plan a Smooth Repatriation

Start planning the return home well in advance. If not managed carefully, repatriation can spur turnover. Proactively take steps like:

• Solicit assignees’ job preferences
• Provide interview opportunities upon home leaves
• Offer career planning services and resume reviews
• Host a “welcome home” event for sharing insights

With preparation, you can retain and leverage talent that’s gained international expertise.

ARC Relocation can advise on repatriation best practices to keep global assignees engaged.

By investing upfront in selecting, preparing, and supporting employees, you significantly increase the odds of a successful international assignment. 

Don’t hesitate to enlist help from a relocation specialist like ARC Relocation to handle the heavy lifting. Their expertise will pay dividends through engaged, productive global teams.

For Employees

Receiving an offer to relocate internationally is incredibly exciting, but also challenging. Here are some tips to smooth your transition:

Understand the Assignment Terms

Review the details in your assignment letter thoroughly. Key points to look for:

• Location and duration
• Your role and responsibilities
• Salary, benefits, and incentives
• Relocation support provided
• Repatriation expectations

Don’t hesitate to ask questions to clarify anything that’s unclear. Getting aligned early prevents surprises later.

Discuss the Move with Family

Relocating affects your whole family. Have open conversations to understand everyone’s hopes and concerns. Topics to cover:

• Expected lifestyle abroad
• Schooling options if you have kids
• Career impacts for a working spouse
• Ways to stay connected to existing friends and family

Addressing concerns proactively eases the transition.

Embrace Cross-Cultural Training

Don’t underestimate the value of cultural training. It provides insights on:

• Etiquette and communication norms
• Building relationships with locals
• Daily life in your new home
• Managing stress and adjustment struggles

Arriving better prepared helps you adapt faster.

Learn the Local Language

Even basic language skills go a long way toward blending into the culture. Use resources like:

• Online lessons and mobile apps
• In-person or virtual tutoring
• Language meetups in your new hometown
• Labeling common items at home in the local language

Immerse yourself as much as possible before departure and after you arrive.

Network with Alumni

Connect with people in your company who have lived in your destination city before. They can share insider tips on things like:

• Housing and neighborhoods
• Schools and childcare
• Navigating transportation
• Where to shop for familiar foods and products from home
• Recruiting bilingual domestic help

Learning from others’ on-the-ground experience accelerates your adjustment.

Seek Out a Mentor

Ask your manager about pairing you with a home office mentor before you depart. Maintaining ties helps avoid feeling “out of sight, out of mind.” A mentor can advise you on things like:

• Promotion opportunities and organizational changes
• How to apply your overseas learnings
• Repatriation preparations

This ensures you stay connected to advance your career.

With preparation and a positive mindset, an international assignment can be a life-changing experience both professionally and personally. Immerse yourself in the culture and local community. 

Maintaining an open and flexible attitude goes a long way toward adaptation and happiness in your new home country.

Don’t hesitate to use relocation specialists like ARC Relocation to help with transition details big and small. Their expertise will help you and your family settle in smoothly.

Contact ARC Today for More Expert Relocation Advice and Guidance!

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Managing International Assignments: Compensation Approaches

A new international assignment landscape is challenging traditional compensation approaches

For many years, expatriate compensation has been focused on a dilemma: having assignees on expensive home-based expatriate package versus localization - which is about replacing expatriates with locals or at least transition expatriates from an expatriate package to a local salary. Many predicted that the traditional home-based balance sheet approach would gradually disappear. The predictions of the demise of the typical expatriate approach have been greatly exaggerated. We are witnessing the emergence of new compensation challenges instead, due to the complexity of having to manage multiple types of assignments and assignee categories.

The home-based approach still retains its utility for certain kinds of moves (e.g. business-critical assignments or moves to hardship locations). Local strategies are becoming more common but, due to the difficulty of applying them consistently in all transfer destinations, they are used only in some cases (moves between similar countries, developmental moves) and take multiple forms as “purely local” or local-plus approaches. Additional approaches like international compensation structures have emerged to address issues of global nomads.

The challenge for HR managers is, therefore, not so much to find the best approach applicable for all assignments as to deal with individual assignment complexity, envisage greater mobility policy segmentation and, if relevant for the company, map each compensation approach to a particular assignment in a consistent way.

The increasingly complex international assignment landscape: One size does not fit all anymore

Expatriates vs. Locals

One size fits all?

Let's localize assignees as soon as possible!

Expatriates

Rise of the third-country nationals

Need to add a cost efficient category for junior employees/developmental moves?

Traditional expatriates

Global nomads

Permanent transfers

Employee-initiated moves

Local or local plus?

Foreigners hired locally

Commuters (cross-border or regional

Multiple types of short-term/project/rotational assignments

Increasing number of home locations

Reviewing international assignment approaches in three steps:

Step 1: Understand the options available

Approaches linked to the host country (local or local-plus)

While these approaches sound logical and natural (when relocating assignees to a new country, they will be paid according to the local salary structure in that destination country) their practical implementation is often tricky. Few employees accept a salary decrease when moving to a low-paying country. It is often difficult to reintegrate assignees relocated to a high-paying country into their original salary structure due to their inflated base salary.

The host approach was historically not the most common for assignees on long-term assignments. However, we have witnessed a growing interest in recent years in host-based approaches – either a host approach or local-plus approach (host salary plus selected benefits or premiums) – as companies are trying to contain costs and as significant salary increases in many emerging markets make host strategies more attractive.

Approaches linked to the home country ("balance sheets")

Home-based approaches have been traditionally the most commonly used to compensate international assignees. Assignees on a home-based approach retain their home-country salary and receive a suite of allowances and premiums designed to cover the costs linked to expatriation. The equalization logic behind the balance sheet approach (no gain/no loss) encourages mobility by removing obstacles. Retaining the home-country salary facilitates repatriation. The balance sheet approach can, however, be costly. Many companies either look for alternatives or try to reduce the benefits and premiums included for less significant moves.

Other Solutions

Hybrid approaches attempt to combine the advantages of the home and host-based approaches. These often mean running a balance sheet calculation and comparing the results with the host market salary to determine what solution would make sense. A hybrid approach can work well for a small assignee population but it can generate inconsistencies when companies expand globally, and the assignee population grows significantly.

Finally, some companies rely on international compensation structures that do not use the host and the home structures at all. These might utilize the average salary in a selected group of high-paying countries where the companies operate. This approach facilitates mobility for global nomads and highly mobile employees. It is, however, often very expensive and doesn’t solve all assignment-related issues (e.g., currency issues, pension, taxation). It is typically used in specific industry sectors (e.g., energy and engineering) and for a few assignees (top level managers and global nomads.)

Step 2: Assessing assignment patterNs and business objectives

Assignment patterns

Are assignees moving between countries with similar salary levels, which would make the use of local or local plus easier or, on the contrary, are expatriates sent to host countries with different pay and benefits structures (low-paying to high-paying, or high-paying to low-paying country moves)? Are moves for a fixed duration – e.g., assignments lasting one to five years – or will the company rely on permanent transfers with no guarantee of repatriation?

Assignee Population

Are assignees coming mainly from the headquarter countries (typical for early stages of globalization) or is the number of third-country nationals already significant? A growing number of multinational companies report that the number of moves between emerging markets (“lateral moves”) is catching up with or exceeding the number from the headquarters, prompting a review of compensation approaches.

Are some assignees becoming true global nomads who move from country to country without returning home during their career? Employees, and especially the younger generations, are becoming much more mobile, but only a minority would be global nomads. These assignees are usually top-level managers, experts with unique skills, or globally mobile talent sourced from small or emerging countries where the absence of career opportunities perspective would preclude repatriation perspectives.

Company's philosophy and sector

Some industry sectors like services and finances relocate employees between major regional and financial hubs which facilitate the use of local approach, whereas energy and engineering companies transferred employees to hardship locations are a key feature of the business – and requires comprehensive expatriation packages often based on balance sheets and international salary structures.

Step 3: Assess segmentation needs

An increasing number of companies rely on expatriate policy segmentation to reconcile the cost control versus international expansion dilemma – how to have the same number of assignments or more without increasing the budget dedicated to international mobility. Segmentation means reallocating part of the budget to business critical assignees and limits the costs of non-essential moves.

Some of the commonly used assignment categories include strategic moves (business-critical), developmental moves (which benefit both the company and the employee), and self-requested move (requested by the employee but not essential to the business).

A consistent policy segmentation approach allows HR teams to present business cases or assignment options to management and provide a clearer understanding of the cost and business implications of relocation for different assignees.

It could also help manage exceptions into a well-defined framework based on a consistent talent management approach, as opposed to ad hoc deals.

Example of segmented compensation approach: the four-box model

Want to learn more about Expatriate Compensation Approaches?

Make sure to download our free guide to understanding compensation strategies

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International Assignments: New Roles and Responsibilities for HR

The crucial role of hr in managing international assignments.

The process of managing international assignments can be complicated. HR departments play a crucial role in making sure they run smoothly. Our managing partner, Stefan Remhof , lays out the specific tasks and challenges in this process, including additional complexities like sensitivity to our rapidly changing world and new roles within a company.

The challenge of international assignments for everyone involved

Sending employees abroad is challenging for everyone involved. From the employees and their families to the employer and company, international assignments are a huge change. More than a geographical shift, there are logistical, operational and operational nuances to consider. Financially, committing to international assignments signifies more than a mere allocation of resources; it symbolises a strategic investment in a company’s human capital. Navigating the complexities of international assignments requires a modern approach. Gain additional perspectives on this topic through the collaborative insights found in LinkedIn’s article on Managing International Assignments Effectively , which explores the challenges and strategies in managing these assignments effectively.

International assignments as part of career development

International assignments are designed to give employees’ careers a boost. Traditionally, they focused on knowledge transfer across borders. But this can now occur in a digital environment. Although international assignments remain an attractive asset, how people approach them has changed. Employees want to further their personal and cultural enrichment, as well as enjoyment. They have a desire to learn from foreign cultures, enhance their educational level and professional development. Their quality of life is more important to them than workplace performance. This modern shift places greater emphasis on employer attractiveness and employee retention.

The Growing Importance of HR’s Role in International Assignments

For a successful company attachment, structured collaboration from all stakeholders is vital. This is where the HR department becomes increasingly important. It’s their job to ensure the entire expat management process occurs without issues. HR helps provide solutions to support employees and their families, allowing them to successfully complete their objectives during the assignment. For a comprehensive understanding of how HR managers can ensure a smooth transition for employees, ARC’s detailed guide offers a Guide for HR Managers and Employees .

7 essential HR responsibilities in managing international assignments

• Preparing Employees: HR plays a crucial role in properly preparing employees for their expat assignment. This can include simple things like information about the destination country, its culture, lifestyle and work ethic. And it can also include more detailed intercultural training.
• Visa and Work Permits: This involves the procurement of all necessary visas and work permits, not just for employees but also their families. Here, HR plays a vital role in minimising stress for the employee and ensuring a smooth transition to their international assignment.
• Legal Issues and Compliance: International assignments can involve complex legal issues. But by closely monitoring legal standards and staying up to date, the HR team works to make sure international assignments align with both global regulations and the company’s internal compliance policies.
• Housing and Relocation Support: Relocation is complicated and cause unnecessary stress for employees when trying to adjust to a new environment. Taking an active role in supporting employees in the search for suitable housing makes a huge difference to the entire international assignment experience.
• Health Insurance Support: Ensuring employees and their families receive comprehensive and correct health insurance coverage throughout the entirety of their international assignment relieves the burden of trying to navigate new healthcare systems.
• Payroll and Taxes: Handling payroll processes and taxation in accordance with local regulation to ensure accuracy and compliance at all times.
• Post-Assignment Support: Extending support beyond the international assignment by assisting in the repatriation and reintegration process supports employees and reduces challenges upon return.

Naturally, HR departments may not have enough resources to manage all these responsibilities. External service providers can take over some or all of these tasks, with support and coordination from HR. Companies can choose how to delegate these responsibilities but they are nonetheless highly important and should not be overlooked. In order to support and offer international corporate global mobility, companies must develop the structures to offer security to employees and help contribute to their personal learning and professional development.

Developing a Global Mindset

Companies that operate on a global scale face the challenge of trying to maximise opportunities but minimise risks with global mobility. Strategically planning for staffing needs, especially for highly skilled workers, gives them a competitive edge. H2: The Evolving Role of International HR Management International HR management is constantly changing and adapting. Managing a culturally diverse global workforce across countries and cultures is a significant challenge requiring innovative solutions. Developing a global mindset is essential here, as well as ensuring an understanding of leadership among executives.

Sensitivity to a Changing World is essential for HR strategies

As the world undergoes shifts from globalisation to nationalisation once again, public sentiment is changing. Companies are now re-evaluating their global activities. Transparency is vital as companies relocate more of their operations back to their home countries.

Adapting to Changing Needs in International Assignments

The need for and importance of international assignments is changing for global companies. HR professionals and expat management specialists must integrate into different value systems to create a common work environment that encourages effective communication and common goal achievement.

More than ever, global companies need a deep understanding of local business practices and must understand the needs of local customers and stakeholders. Developing a global mindset among leaders and employees is essential. International HR management must take on a new role with different strategies and solutions in order to guide organisations through the uncharted waters of globalisation. This changing and modern role around the global workforce should also be reflected in university and college curricula.

Visit our content page for more information on expat management, international assignments and HR solutions for the global workforce.

Author: Prof. Dr. Stefan Remhof is a Professor of International Management at IU International University and Managing Partner of the People Mobility Alliance. He has many years of professional and management experience in the fields of education management, politics, the consumer goods industry, and financial services.

Navigating Global Leadership: The Essence of a Global Mindset

Benefits of language proficiency in global talent acquisition, the transformation from hr tech to people tech, the evolution of the pma, the rise of workation as an employee benefit: key insights from leading german companies, the impact of remote work on the physical health of employees, how roles and capabilities of global mobility and talent management changed during covid-19, 6 experts explain the impact of remote and hybrid work on employee mental health, employee housing solutions: a key to hr success, how do you compensate remote workers insights from people mobility alliance and friends.

Stefan Remhof Managing Partner

Stefan joined the people mobility alliance at the beginning of 2023. he brings valuable insights into the academic side of people mobility into the alliance. together with co-founders daniel and mira he is part of the pma management team..

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Mira currently works for airinc in germany and has been working in global mobility since 2006. of german-indian origin, she has lived and worked in different countries but spent the majority of her working life in london before moving back to her native germany in 2019. she believes that personal connection and experiences are the key to successful business interactions. and that even in business, it’s the person behind the employee that makes all the difference..

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Daniel is a global workforce consultant, podcaster and investor. cultural diversity and global collaboration have been his passion for more than 20 years. he has worked in global mobility for various corporations in many different countries, but is currently based in berlin, where he enjoys the city’s creativity, diversity and open mindset., the members of the people mobility alliance are united by the same passion: fostering cultural diversity and embracing technological advancement. we welcome everyone who is open to new perspectives, likes to give and receive new ideas and who will therefore help shape this alliance. find like-minded people and exchange ideas about relevant topics, such as hr strategy, digitization, transformation processes and more. most importantly, help drive change in how people mobility is performed. join today..

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International Olympic Committee concludes tour calling Salt Lake City a future ‘role model’

S ALT LAKE CITY ( ABC4 ) — The International Olympic Committee spent the past week in Salt Lake City, and committee members say what they saw exceeded their expectations.

IOC members from seven different countries toured past and potential Olympic venues in Salt Lake City and surrounding areas, wrapping up the tour with a press conference Saturday at Olympic Cauldron Park.

The tour was part of the committee’s  final visit to Salt Lake City  before deciding which cities will host the 2030 and 2034 Winter Games.

Fraser Bullock , President and CEO of the Salt Lake City-Utah Committee for the Games, said the tour went exceptionally well.

“When I look at how … the last several days went on a scale of one to ten. It’s a 15,” Bullock said at the press conference.

Bullock continued to say IOC members told him that Salt Lake City “undersold [the venues] in the bid,” as they were even better than the Utah Olympic Commission described them in the 5,000-page bid submitted prior to the IOC visit.

During the conference, committee members said they were impressed with the lasting infrastructure from the 2002 games and the venues’ proximity to the Olympic Village, even going as far as to say Salt Lake City could serve as a model to the IOC in the future.

“Congratulations to Salt Lake City and Utah. You will become a role model also for the IOC,” said Chairman of the IOC Future Olympic Games Karl Stoss .

The venue tour lasted four days, kicking off Wednesday morning and concluding Saturday. Many of the venues they visited have been maintained for 22 years since the 2002 Salt Lake City Olympics, such as the Olympic Oval and Soldier Hollow .

“We could feel the enthusiasm and the spirit of Utah,” Stoss said. “The spirit from the Games from 2002 is still here.”

That enthusiasm was just as impactful to some committee members as the venues and infrastructure itself.

“Personally, what surprised me most was the passion that still exists here for the Olympic Winter Games 22 years later, in the people, everywhere we went,” said Jacqueline Barrett , the IOC Future Olympic Games Hosts Director.

The IOC will announce the locations of the upcoming 2030 and 2034 Winter Olympics Games during the Paris 2024 Summer Olympics. While the answer to whether Salt Lake City will be hosting another Olympics is still up in the air for a few months, it appears the IOC tour could not have gone better.

“This has been one of the best weeks of my life, it literally has been,” Bullock said. “I started tearing up because it’s been so fantastic and vulnerable, and feeling the power of the movement, we’re just so lucky to be part of it.”

For the latest news, weather, sports, and streaming video, head to ABC4 Utah.

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Iran launches retaliatory attack on Israel with hundreds of drones, missiles

Iran launched explosive drones and fired missiles at Israel late on Saturday in its first direct attack on Israeli territory, a retaliatory strike that raised the threat of a wider regional conflict, as the U.S pledged "ironclad" backing for Israel.

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A Russia-installed official in Ukraine's southern Zaporizhzhia region said on Sunday that the death toll from shelling by Ukraine's military on the town of Tokmak had risen to 16 people.

Japanese Prime Minister Kishida addresses Congress amid skepticism about U.S. role abroad

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Japanese Prime Minister Fumio Kishida addressed U.S. lawmakers at the Capitol on Thursday, urging them to consider the importance of global commitments at a time of tension in the Asia-Pacific and deep skepticism in Congress about U.S. involvement abroad.

Kishida is in Washington this week visiting President Biden as the White House completes hosting each leader of the Quad — an informal partnership among the U.S., Japan, Australia and India that is seen as important to countering China’s growing military strength in the region. Kishida highlighted the value of the U.S. commitment to global security and offered reassurances that Japan is a strong partner.

On Capitol Hill, his audience included many Republicans who have pushed for the U.S. to take a less active role in global affairs as they follow the “America First” ethos of Donald Trump, the presumptive Republican presidential nominee. The Republican-controlled House has sat for months on a $95-billion package that would send wartime funding to Ukraine and Israel, as well as aid to allies in the Indo-Pacific including Taiwan and humanitarian help to civilians in Gaza and Ukraine.

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President Biden welcomed Japanese Prime Minister Fumio Kishida to the White House for talks on the security situation in the Pacific, and more.

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“As we meet here today, I detect an undercurrent of self-doubt among some Americans about what your role in the world should be,” Kishida told Congress.

He sought to remind lawmakers of the leading role the U.S. has played globally since World War II. After dropping two nuclear weapons on Japan to end the war, the U.S. helped rebuild Japan, and the nations transformed from bitter enemies to close allies.

“When necessary, it made noble sacrifices to fulfill its commitment to a better world,” Kishida said of the U.S.

Japan has taken a strong role in supporting Ukraine’s defense against Moscow as well as helping humanitarian aid get to Gaza. It is also seen as a key U.S. partner in a fraught region where China is asserting its strength and North Korea is developing a nuclear program.

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Senate Majority Leader Charles E. Schumer said in a floor speech Thursday, “The best way the House can heed Prime Minister Kishida’s words is to pass the national security supplemental as soon as possible, to approve defense funding not just for Ukraine but also for the Indo-Pacific.”

Senate Republican Leader Mitch McConnell also said earlier this week that he hoped Kishida’s visit would underscore “that we’re in a worldwide situation here against the enemies of democracy — led by China, Russia and Iran.”

Kishida offered reassurances that Japan is also committed to global security and human rights. He said that since recovering from the “devastation of World War II,” Japan has transformed from a reticent ally to a strong partner “standing shoulder-to-shoulder” with the U.S.

The prime minister called China’s stance “unprecedented” and “the greatest strategic challenge, not only to the peace and security of Japan but to the peace and stability of the international community at large.”

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Kishida was also attending a U.S.-Japan-Philippines summit on Thursday in another effort to bolster regional cooperation in the face of China’s aggression. The United Kingdom also announced Thursday that it would hold joint military exercises with Japan and the U.S. in the Indo-Pacific next year.

Beijing has pushed back strongly on those actions during Kishida’s visit.

Mao Ning, the Chinese foreign ministry spokeswoman, said, “Despite China’s serious concerns, the U.S. and Japan attacked and smeared China on the Taiwan question and maritime issues, grossly interfered in China’s domestic affairs and violated the basic norms in international relations.”

Meanwhile, Kishida cast the future of the conflict in Ukraine as having far-reaching consequences. He emphasized that Japan has committed to providing Kyiv with $12 billion in wartime aid, including anti-drone detection systems.

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“Ukraine of today may be East Asia of tomorrow,” Kishida told lawmakers, and later added: “Japan will continue to stand with Ukraine.”

The statements drew standing ovations from much of the chamber, but a group of hard-line conservatives remained seated. Other lawmakers skipped the speech, and Capitol staff filled empty chairs with congressional aides.

Those moments encapsulated the pressure that House Speaker Mike Johnson is facing as he searches for a way forward for the foreign security package. It will be a difficult task to navigate the deep divides among Republicans. Making matters worse for the Republican speaker, he is already facing the threat of being ousted from the speaker’s office.

In a statement after the address, Johnson praised the U.S. partnership with Japan and said, “We will not let tyrants disrupt the prosperity and security we all enjoy.”

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Kishida, who was elected in 2021, arrived in Washington while facing political problems of his own in Japan. Polls show his support has plunged as he deals with a political funds corruption scandal within his ruling Liberal Democratic Party. The nation’s economy has also slipped to the world’s fourth-largest last year, falling behind Germany.

This is the first time a Japanese prime minister has addressed Congress since Shinzo Abe traveled to Capitol Hill in 2015. Kishida is the sixth foreign leader to address Congress during Biden’s presidency.

He relished the moment and highlighted his ties to the U.S. He told lawmakers how he spent his first three years of elementary school in New York City while his father worked there as a trade official. Lawmakers applauded and laughed as he recalled American pastimes like attending baseball games and watching “The Flintstones.”

“I still miss that show,” Kishida told them. “Although I could never translate, ‘Yabba dabba doo.’”

Groves writes for the Associated Press. AP writer Didi Tang contributed.

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Ecuadorians wanted an action man. President Noboa has fulfilled that role — embassy raid included

President Daniel Noboa arrives for an event with youths in El Quinche, Ecuador, Monday, April 8, 2024. (AP Photo/Dolores Ochoa)

Mexico diplomats arrived in Mexico City from Ecuador following the Ecuadorian government’s decision to break into the Mexican Embassy. Immediately after the raid, Mexican President Andrés Manuel López Obrador severed diplomatic ties with Ecuador.

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Police attempt to break into the Mexican embassy in Quito, Ecuador, Friday, April 5, 2024, following Mexico’s granting of asylum to former Ecuadorian Vice President Jorge Glas, who had sought refuge there. Police later forcibly broke into the embassy through another entrance. (AP Photo/Dolores Ochoa)

A supporter of former Ecuadorian Vice President Jorge Glas stands outside the detention center where he was taken after police broke into the Mexican Embassy to arrest him, in Quito, Ecuador, Saturday, April 6, 2024. Glas, who held the vice presidency of Ecuador between 2013 and 2018, was convicted of corruption and had been taking refuge in the Mexican embassy since December. (AP Photo/Dolores Ochoa)

A military vehicle transports former Ecuadorian Vice President Jorge Glas from the detention center where he was held after police broke into the Mexican Embassy to arrest him in Quito, Ecuador, Saturday, April 6, 2024. Glas, who held the vice presidency of Ecuador between 2013 and 2018, was convicted of corruption and had been taking refuge in the embassy since December. (AP Photo/Dolores Ochoa).

A supporter of former Ecuadorian Vice President Jorge Glas protests as a military vehicle transports him from the detention center he was held following his arrest at the Mexican Embassy in Quito Ecuador, Saturday, April 6, 2024. Glas, who held the vice presidency of Ecuador between 2013 and 2018, was convicted of corruption and had been taking refuge in the embassy since December. (AP Photo/Dolores Ochoa)

Police stand guard at the entrance of the penitentiary where former Vice President Jorge Glas is being held, in Guayaquil, Ecuador, Saturday, April 6, 2024. Ecuadorian police broke through the external doors of the Mexican Embassy in Quito, Friday evening, to arrest Glas, who had been residing there since December. (AP Photo/Cesar Munoz)

QUITO, Ecuador (AP) — While world leaders have expressed shock and bewilderment over Ecuadorian President Daniel Noboa’s decision to raid Mexico’s embassy last Friday, the extraordinarily unusual move — and Noboa’s relative silence about it — is unlikely to hurt him with his constituents. In fact, it’s exactly the sort of no-holds-barred crimefighting they expect and voted for.

Ecuadorians were looking for their action man last election, fed up with widespread corruption and the robberies, kidnappings, extortions and murders fueled by the growing presence of international drug cartels. Noboa, often sporting bulletproof vests, sunglasses and leather jackets as well as the occasional smart-casual white T-shirt, so far seems to be fulfilling that role. If stopping lawbreakers in their tracks means breaching an embassy, then so be it, Ecuadorians interviewed over the weekend told The Associated Press.

“President Noboa has given a strong message to the nation,” said Carlos Galecio, a political communications consultant and coordinator of the communications program at Ecuador’s Casa Grande University. “(It’s) a very powerful image boost.”

Noboa, the 36-year-old heir to one of Ecuador’s largest fortunes, was sworn in as president in November after unexpectedly winning a special election in August. He defeated the protege of leftist ex-President Rafael Correa, who avoided serving a prison sentence related to a corruption conviction by moving to Belgium and securing asylum there .

Noboa inherited a country where people no longer leave home unless absolutely necessary, almost everyone knows a crime victim and many consider migrating. Statistics back those decisions and experiences: Last year was Ecuador’s bloodiest on record, with more than 7,600 homicides — up from 4,600 the prior year.

The causes for the spike are complex but largely revolve around cocaine. Cartel-aided gangs are battling for control of the streets, prisons and drug routes to the Pacific. Dwindling state coffers, soaring debts, political infighting and corruption created funding gaps in social and law-enforcement programs. And the COVID-19 pandemic turned hungry children and unemployed adults into easy recruits for criminal groups.

Noboa has responded by promising more equipment for police and the armed forces and the construction of prisons similar to those President Nayib Bukele built in El Salvador, with high-security, maximum-security and supermax units. He also issued a decree labeling more than 20 criminal groups as terrorist organizations and scheduled an April referendum to ask voters to extend the powers of the military to patrol the streets and control prisons.

Recent survey results from Ecuador-based public opinion firm Cedatos showed that more than two-thirds of respondents approve of Noboa’s presidency and more than half support his decision to summon voters to the polls.

Police entered the Mexican embassy in Quito, the capital, to arrest former Vice President Jorge Glas , a convicted criminal and fugitive who had been living there since December. In his first comments on the operation, Noboa said Monday he has made “exceptional decisions to protect national security, the rule of law and the dignity of a population that rejects any type of impunity for criminals, corrupt people or narco-terrorists.”

“My obligation is to comply with the rulings of the justice system, and we could not allow sentenced criminals involved in very serious crimes to be given asylum,” which, Noboa argued, would violate the Vienna Convention and other international accords. In a statement posted on the social platform X, Noboa did not mention Glas by name but suggested he was in “imminent flight risk.”

Diplomatic premises are considered foreign soil and “inviolable” under the Vienna treaties and host country law enforcement agencies are not allowed to enter without permission from the ambassador. Mexico plans to challenge the raid at the World Court in The Hague.

Still, Noboa’s display of force quickly earned him praise at home.

“I am in favor of President Noboa’s actions. I think it is a courageous act ... and I think it is going to strengthen him,” college professor Gabriela Sandoval said. “The priority is to clean, sanitize, continue with a process as important as President Noboa’s to put the house in order.”

Ecuadorians will vote for president in February. Noboa is eligible to run for reelection.

Confidence in Noboa is such that business groups think the global condemnation of the raid will not impact commerce or the already thorny trade agreement negotiations between Ecuador and Mexico, which represent a key barrier to Ecuador’s interest in joining Latin America’s Pacific Alliance trade bloc.

“These political and current issues will somehow pass, and then, relations will go back to normal,” said Roberto Aspiazu, vice president of the Binational Ecuador-Mexico Chamber. “Sooner or later, that trade agreement is also going to be a reality because the negotiation is there and must be resumed at some point.”

Still, the timing of the diplomatic breakdown with Mexico could be particularly unfortunate for Ecuador and counterproductive for Noboa’s crimefighting ambitions, said Will Freeman, a fellow of Latin American studies at the New York-based Council on Foreign Relations think tank.

Ecuador was one of the calmest countries in Latin America until about four years ago, when Mexican and Colombian cartels expanded their established Ecuadorian operations, settling into coastal cities and exploiting world-class ports to ship hundreds of millions of dollars of cocaine produced in neighboring Colombia and Peru.

“Ecuadorian gangs are criminal powers in their own right, but they have brokered alliances with Mexico’s Sinaloa and Jalisco New Generation Cartel cartels,” Freeman said. “In an ideal world, Noboa would seek out the Mexican government’s cooperation to combat the gangs and their international partners, but clearly, with the break in diplomatic relations, that’s not happening.”

And though it remains unclear whether Noboa expected the global pushback his decision received, some of that criticism might weigh more heavily than others.

The U.S., which during Noboa’s administration has supplied Ecuador with crucial equipment and training to combat the drug cartels, reiterated the importance of complying with international law following last week’s raid.

“The United States takes very seriously the obligation of host countries under international law to respect diplomatic missions,” said Brian Nichols, assistant secretary of state for Western Hemisphere affairs. “We encourage Ecuador and Mexico to resolve their difference amicably.”

Garcia Cano reported from Mexico City.