international assignments role

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.

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5 Tips for Managing Successful Overseas Assignments

• Andy Molinsky
• Melissa Hahn

Stay in constant touch and have a plan for their return.

Sending talented employees overseas can be a promising way to leverage the benefits of a global economy. But expatriate assignments can be extremely expensive: up to three times the cost of a person’s typical annual salary, according to some statistics. And despite the investment, many organizations lack the know-how for optimizing the potential benefits, leaving them disappointed with the results. The unfortunate reality is that even companies providing well-crafted relocation packages (including the all-important cultural training) may not have the talent management mechanisms in place to truly leverage the valuable skills expatriate employees gain during their assignments.

• Andy Molinsky is a professor of Organizational Behavior and International Management at Brandeis University and the author of Global Dexterity , Reach , and Forging Bonds in a Global Workforce . Connect with him on LinkedIn and download his free e-booklet of 7 myths about working effectively across cultures .
• Melissa Hahn teaches intercultural communication at American University’s School of International Service. Her new book, Forging Bonds in a Global Workforce (McGraw Hill), helps global professionals build effective relationships across cultures.

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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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10 tips for managing successful international assignments (2023 update)

Embarking on international assignments brings both excitement and challenges. As businesses have been extending their global presence for years, the effective management of international assignments has always been extremely important. These assignments require collaboration and coordination among team members from different countries and cultures, demanding a unique set of skills and strategies. In this article, we will explore ten invaluable tips to help you navigate the complexities of international assignments and achieve success. 

The world has become a global village, with teams spanning continents and cultures. In this interconnected landscape, effective management of international assignments is essential for organizations to thrive. Whether you are a team leader or a team member, understanding the intricacies of international collaboration is key to overcoming obstacles and achieving exceptional results. 

Our ten tips for managing successful international assignments cover a range of factors that influence the outcome of these endeavors. From communication and cultural sensitivity to logistical considerations and fostering team cohesion, each tip provides actionable insights to enhance your approach. By implementing these strategies, you can strengthen your team’s collaboration, optimize productivity, and cultivate a harmonious work environment that transcends borders. 

Here are 10 tips for managing successful international assignments:

1. Effective communication 

Effective communication serves as a cornerstone for success in international assignments. Understanding the diverse communication styles of team members is essential, as it allows for clearer and more meaningful interactions. Different cultures have their own ways of expressing ideas and collaborating, so being attentive to these styles fosters better rapport and mutual understanding. 

Bridging language and cultural barriers is another vital aspect of effective communication in international assignments. Cultivating cultural sensitivity and embracing inclusivity create an environment where everyone feels respected and valued. Being mindful of cultural norms, customs, and social etiquette enhances cross-cultural interactions. Additionally, utilizing interpreters, translation tools, and language training programs can facilitate communication across language barriers. 

2. Cultural sensitivity and adaptability 

Embracing cultural diversity as a strength is essential. Each team member brings a unique perspective shaped by their cultural background, which can lead to a wealth of ideas and innovation. By recognizing and appreciating these differences, teams can create a collaborative environment that celebrates diverse viewpoints and enhances problem-solving capabilities. 

Developing cultural intelligence and awareness is key to navigating cultural differences.  

This involves cultivating the right attitude, developing awareness, acquiring knowledge, and honing the necessary skills to understand diverse cultures, including their customs, traditions, and values. 

By doing so, team members can navigate potential misunderstandings, promote effective communication, and build strong relationships based on mutual respect and understanding. 

Effective leadership in international assignments requires flexibility and an understanding of diverse work styles and cultural preferences. That is why adapting leadership and work styles to accommodate cultural differences is crucial. Leaders who adapt their approach can foster trust, engagement, and collaboration within the team. By demonstrating respect for the values and practices of team members, leaders create a harmonious and inclusive work environment. 

3. Logistical planning and coordination 

Dealing with time zone differences and scheduling challenges is a primary concern in the realm of international assignments. With team members located across different regions, finding mutually convenient meeting times and synchronizing schedules becomes crucial. By considering time zones and accommodating various working hours, teams can establish effective communication and seamless collaboration. 

Leveraging technology plays a vital role in facilitating efficient coordination. Collaboration tools, project management software, and communication platforms enable real-time updates, document sharing, and instant communication irrespective of geographical distances. Harnessing these technological solutions enhances productivity and streamlines workflows for international teams. 

To ensure smoother operations, streamlining processes is imperative. By establishing clear protocols and workflows, teams can minimize delays, miscommunications, and redundancies. Standardizing documentation, establishing effective communication channels, and defining roles and responsibilities maintain clarity and efficiency throughout the project. Regular evaluation and improvement of processes further enhance productivity and mitigate challenges. 

4. Building trust and collaboration  

Trust forms the foundation of effective teamwork. In international assignments, team members may come from diverse backgrounds, cultures, and work environments. Establishing trust is essential to foster collaboration, promote open communication, and ensure the success of the project. 

Building trust begins with setting clear expectations and goals. Team members should have a shared understanding of the project’s objectives, milestones, and deliverables. Clearly defining roles and responsibilities helps to avoid confusion and promotes accountability. Regularly communicating progress, addressing challenges, and providing feedback fosters transparency and trust among team members. 

Promoting collaboration is also crucial in international assignments. Encouraging open dialogue and creating platforms for sharing ideas and insights allows team members to contribute their expertise and perspectives. Virtual team-building activities, such as icebreaker sessions, virtual coffee chats, or online forums, can help strengthen relationships and enhance collaboration. Additionally, facilitating cross-cultural training and workshops enables teams to develop a shared understanding and appreciation of each other’s cultures, further fostering collaboration. 

5. Flexibility and adaptation 

Flexibility and adaptability are key attributes for success in international assignments. As the business landscape continues to evolve, teams must be prepared to adapt to changing circumstances, new technologies, and unforeseen challenges. 

Being open to new ideas and approaches is crucial. International assignments provide an opportunity to learn from diverse perspectives and innovative practices. Embracing new methodologies, tools, and processes can lead to improved efficiency and effectiveness. By encouraging a culture of continuous learning and adaptation, teams can remain agile and responsive to the demands of the project. 

Flexibility also extends to accommodating personal and cultural differences. Recognizing that team members may have different working styles, preferences, and needs helps create an inclusive and supportive work environment. Providing flexible work arrangements, considering cultural holidays and celebrations, and accommodating individual time zones and schedules demonstrates a commitment to valuing diversity and promoting work-life balance. 

6. Conflict resolution and mediation 

In international assignments, conflicts and disagreements are bound to arise due to differences in perspectives, cultural norms, or communication styles. Effectively addressing and resolving conflicts is crucial to maintaining team cohesion and productivity. 

First and foremost, creating an open and safe environment for addressing conflicts is essential. Encouraging team members to express their concerns, opinions, and ideas fosters open communication and prevents conflicts from escalating. Active listening and empathy play a significant role in understanding different viewpoints and finding common ground. 

When conflicts arise, mediation and conflict resolution techniques can be employed. Facilitating constructive discussions, encouraging compromise, and seeking win-win solutions can help resolve conflicts amicably. In situations where cultural differences contribute to conflicts, cultural mediators or intercultural experts can provide valuable insights and guidance. 

7. Knowledge sharing and learning 

International assignments provide an excellent opportunity for knowledge sharing and learning. Each team member brings unique skills, expertise, and experiences to the table, which can enrich the project and promote professional growth. 

Encouraging knowledge sharing ensures that valuable insights and best practices are disseminated throughout the team. Regular meetings, virtual workshops, and collaborative platforms can be utilized to share knowledge, discuss challenges, and learn from each other’s expertise. Implementing mentoring programs or buddy systems can further facilitate knowledge transfer and create a supportive learning environment. 

Additionally, fostering a culture of continuous learning enhances the team’s adaptability and innovation. Encouraging team members to pursue professional development opportunities, attend relevant training programs or webinars, and stay updated on industry trends strengthens their skills and knowledge base. Providing resources and support for learning initiatives demonstrates the organization’s commitment to personal and professional growth. 

8. Respect for diversity and inclusion  

International assignments bring together individuals from various cultural backgrounds, ethnicities, genders, and perspectives. Promoting diversity and inclusion is not only ethically important but also contributes to the success of the project by harnessing the power of different ideas and experiences. 

Respecting diversity means creating an inclusive environment where all team members feel valued, respected, and empowered to contribute. This includes embracing different cultural practices, beliefs, and perspectives. Avoiding stereotypes, biases, and discriminatory behavior is crucial in fostering an inclusive work environment. 

Leadership plays a vital role in promoting diversity and inclusion. Leaders should lead by example and demonstrate a commitment to diversity and inclusion through their actions and decisions. By actively seeking diverse perspectives, creating opportunities for underrepresented individuals, and ensuring equitable access to resources and opportunities, leaders can foster a culture of inclusivity. 

9. Cross-cultural training and education 

To navigate the complexities of international assignments successfully, investing in cross-cultural training and education is invaluable. Understanding cultural differences and acquiring intercultural competence enhances communication, collaboration, and overall project outcomes. 

Cross-cultural training programs provide team members with insights into different cultural norms, values, communication styles, and business practices. These programs help build cultural intelligence, enabling team members to adapt their behavior, communication, and work styles to effectively interact with colleagues from different cultures. 

Beyond basic cultural awareness, cross-cultural training should also include education on specific cultural nuances relevant to the project. This may involve learning about local customs, etiquette, and business protocols of the countries involved. By equipping team members with this knowledge, they can navigate cultural differences with sensitivity and respect. 

10. Recognize and celebrate achievements 

Recognizing and celebrating achievements is essential for boosting morale, fostering team spirit, and reinforcing a positive work environment. In international assignments, it is important to acknowledge the accomplishments of team members from different cultures and countries. 

Take the time to acknowledge individual and team achievements, both big and small. This can be done through public recognition, appreciation emails, virtual celebrations, or awards. Celebrating cultural diversity by incorporating elements of different cultures into the recognition process further enhances inclusivity. 

Regularly highlighting and celebrating achievements not only motivates team members but also reinforces a sense of belonging and pride in the project. It creates a positive work culture where everyone feels valued and appreciated for their contributions, regardless of their cultural background. 

In conclusion, managing successful international assignments requires a combination of effective communication, cultural sensitivity, adaptability, and collaboration. By embracing diversity, investing in cross-cultural training, and fostering an inclusive work environment, teams can overcome challenges, maximize productivity, and achieve outstanding results. With the right strategies and a commitment to cultural understanding, international assignments can become transformative opportunities for growth, learning, and global success. 

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Lessons from an international assignment

Robert S. DeVries

An international assignment has long been seen as providing executives with an opportunity for personal growth and professional development, while enabling companies to place executives in markets where specific capabilities are needed or to spread corporate values and best practices throughout the organization. With business footprints expanding and international markets becoming increasingly important drivers of revenue and profit growth, companies need executives who are global thinkers with broad-based business perspectives and the agility to master an array of markets, cultures, competitors and workforce differences.

As these capabilities become even more important, having a meaningful assignment outside one’s own market has become a critical element of executive experience and is likely to become a prerequisite for career advancement at a growing number of multinational companies.

We asked several senior executives to think back to their first or most memorable international assignment and share how those experiences helped to shape or influence their leadership styles. What surprised them the most? What did they learn and how have they continued to apply those lessons in their current leadership roles? Finally, what advice would they give to other executives about succeeding in an international assignment?

Philippe Bourguignon

Vice chairman, revolution places, and ceo, club med, what surprised you.

Someone who was born and raised in his country and, when he is 25, 28, 30, is posted abroad, obviously, learns so much during his first assignment. I was raised in Morocco. My father worked for a U.S. company, and I came to the U.S. almost every year when I was a young boy. Therefore, I’ve been exposed and living international from basically almost the time I was born. It is more a way of life, and, by the way, this has been a huge gift. My two children were born in New York and raised in the U.S., and today they are totally bicultural.

What have you learned?

I like to say that I’ve learned patience in Asia, and I’ve learned what competition means in the U.S., because I’m from a country where there is no patience and limited competition.

What I also learned by working internationally is that if you keep good sense — remain grounded in basic business judgment and rules — you can work in any foreign environment. Good sense is key. Some people try too hard to be too local, understand everything, but you will never understand a foreign country as well as you understand your native country, even if you speak the language. But good sense is the same everywhere.

What advice would you give to others based on your experience?

To an executive, my advice would be to listen and be humble. Listening is very important. Be humble and respectful. The tendency, particularly if you go into emerging countries, is to consider that everything else is not as well done. But being humble and respectful of people buys you tremendous mileage no matter where you go. You need to be more humble abroad than you are at home and more respectful.

When you are abroad, things are over-amplified. Being abroad over-amplifies your body language, your words and your decisions. Whatever you say is listened to twice as carefully as when you say it at home. You are watched much more closely than you are at home — for both good and bad.

John Doumani

Managing director, australasia for fonterra cooperative group, what did you learn.

The business issues were not that hard to discover, but the bigger issues for me were actually more cultural. The culture in the U.K. was similar to here, and there was a relatively informal work environment where you can joke around a bit. This is my style and it translated really well. However in Italy and the U.S., the work environment is more formal, and I had to adjust my style to be conscious of this. Had I not done so, I would not have been able to be effective working for the organization. You have to be very careful not to offend people. If you want people to follow your leadership, you have to engage them in a way that works for them.

Seventy percent of what you know about business will translate, but the other 30 percent — the difference between success and failure quite often — comes down to truly understanding the business dynamics that might be different. Market dynamics vary greatly in terms of regulations, trade and competitive structures. You’ve got to make sure you get your head around this because it will affect your ability to implement what you want to do, and you have to modify whatever you do to fit in.

The bigger issue is to be really sensitive to cultural differences. There’s no shortcut in being able to do this other than to have an open mind and be willing to accept any differences. You can’t go with the attitude of, “I’m just going to do what I do and if they don’t like it, stuff it!” The first thing is to accept that the cultural issues are really important. Accept the fact that it may be different and be really open-minded. The sooner you identify and are open to any differences, the better.

Philip Earl

Executive vice president and general manager, publishing for activision blizzard, what most surprised you.

Having worked in Saudi Arabia, having worked in Australia, having worked in Los Angeles, what surprised me the most is that there are more similarities than differences in the people across countries.

I learned the importance of understanding the pace of change: how much to do and how quickly. You have to be very astute in understanding the capabilities of the organization in the marketplace. It can be too fast, but can also be too slow. There is no right or wrong answer. You have got to accept that you can have a very strong strategy and you can have a very good vision, but unless you bring the team with you, it is just disconnected. Your people capability platform will determine whether to go faster or slower.

What people leadership insights have you gained?

Something interesting I have learned is the fact that people are motivated by different things, and understanding what most drives a specific individual lies at the heart of leadership. Often you assume people are concerned about money. It almost always isn’t the case. There has to be a base level of remuneration, but in three years working with video games people, I have Harvard graduates who just want to work in that industry; it motivates them to be part of something amazing. It is a passion for them. Some people are motivated by a very strong sense of family and a sense of community. If you are not careful and gloss over individual motivations, you never get the most out of people. You have got to understand people. There can be 10 nuances of what motivates them, and if you get that right, despite cultural differences, you can usually do quite well.

My advice is to “be in.” When you go to a new market, don’t hang around on the side; just get in there. Absorb the culture, language, food, sport, everything. You get a reaction from your work colleagues that is really incredible and makes you feel that you really want to be here, and as a consequence, they see you as an expat wanting to be here.

Conrado Engel

Chief executive officer, hsbc bank brazil.

The most important thing was how careful you have to be about managing cultural differences. People react differently to situations, and this is very challenging. For example, the way you interact with a Chinese company is completely different from an Indian one. Individuals can interpret situations very differently. Early during my assignment in Hong Kong, after a meeting where we were assigned tasks for a particular project, I asked an executive for a status update prior to the due date. I realized later that this made the executive feel very uncomfortable, because, as he said, he would fulfill his commitments; it was part of his responsibility. Again, it demonstrates the importance of understanding cultural differences.

What personal or professional lessons from your international experience have remained with you?

Managing any business is about managing people. Dealing with different cultures and reactions is crucial. I learned to listen more and reflect more before taking immediate action. I also learned that people can significantly benefit from each other’s experience. For example, I believe that my experience in dealing with crisis management as a Brazilian executive was very beneficial to the HSBC Group when I was in Hong Kong.

You have to visit people, go and visit the countries and the operations, and establish strong professional connections. Personal relationships may also help. Understanding the cultural environment is of vital importance. Learning how to navigate a large organization like HSBC — with a strong internal culture, with very strong roots in Asia — is also critical for success.

It is always best to listen, comprehend and then act.

Kirk Kinsell

President of the americas, intercontinental hotels group.

Based in London, with responsibilities for Europe and Africa, the things that surprised me were the diversity of thinking and the distinctive cultures and, therefore, how people felt, how people thought, how they processed information and what was important to them varied tremendously. As a result, there was more dialogue, which oftentimes meant debate. Having to have that broader discussion on issues was intriguing, challenging and fulfilling. Initially, the discussion can feel like it’s slowing things down, but when you reset expectations and build in opportunities for debate, what I have found is that, even though people may not agree with the ultimate decision, the process allows people to align and walk out of a meeting on the same page.

What personal or professional lessons have remained with you?

I made it a point to get underneath the differences between my new environment and what I was used to at home, and understand the history and the stories behind the surface. I began to appreciate the differences for how they enrich the environment that I was in, creating a more holistic and colorful tapestry from an aesthetic standpoint.

Coming back to the United States, I find myself wanting to go deeper with people who I otherwise would have thought were just like me. As a result, I think I have the potential to build stronger relationships. I have the potential to be a better leader. Because our job as leaders is to unlock the potential of the people we work with and the people we have the privilege of leading and managing. And, therefore, I can get perhaps a better perspective of who they are and their motivations and how they align with the company’s purpose and objectives.

What advice would you give others based on your experience?

To another American, I would say dialing down the fact that you’re American and dialing up being a global citizen is probably a much more effective way of engaging people. It doesn’t mean that you change your principles or your beliefs or your value system; it means being sensitized to how you come across. Saying things like, “We do it this way back there” — meaning that was the only good way — can come off as being too American, too know-it-all, too celebratory, too cheerleading, too shallow, all those things that are sometimes attributed to being American.

Murilo Portugal

President of febraban (brazilian federation of banks).

My most relevant international experience was to work with International Monetary Fund. It provided me a great opportunity to understand the reality of other countries. Since I was responsible for the fund’s relations with 81 countries in all five continents — from advanced countries such as Sweden to developing countries such as Bhutan — I had to understand different environments and market dynamics. In this role, I came into direct contact with the reality of different countries, different economic cycles and stages of development, from crisis to growth moments. What did not surprise me, unfortunately, was the reaction in some places to the economic crisis in 2008, in particular, the difficulty of entering into a discussion with governments and the denial about the gravity of the problems.

Do not postpone the inevitable. Trying to escape an inevitable conclusion will increase the costs related to the decision, but it is hard to define what you should fight for, and what to give up.

What personal or professional lessons from the experience have remained with you?

Life is the best teacher. The only problem is that there is only one pedagogy. You learn when you hit a wall, and usually you have to go through this painful process to learn. Even if you rationally know what to do, usually you only change when you hit a wall, because of the limitations in the decision-making process and human behavior.

Respect the level of the professionals who work with you, and learn how to best deal with very smart people and motivate them. Well-qualified people, of course, have their own ambitions and personal interests. It is critical to maintain the enthusiasm of people in a multicultural environment, and devote time for that. You have to be a manager of people, otherwise you will fail even if you are capable of managing processes and tasks. Technical knowledge alone will not make you successful.

This article is included in Point of View 2012 .

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Managing International Assignments: Employer Guidance

Anne morris.

• 28 August 2024

IN THIS SECTION

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.

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 .

International assignment objectives

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.

International assignment structures

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

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.

Assignee remuneration

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.

Need assistance?

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 .

International Assignment FAQs

What is an international assignment?

An international assignment is when an employee is temporarily relocated to work in another country on behalf of their employer. These assignments can vary in length and purpose, ranging from short-term projects to long-term placements or even permanent moves.

How long do international assignments typically last?

The duration of an international assignment can vary greatly. They can be as short as a few months or extend to several years. It depends on the needs of the business and the specific goals of the assignment.

Do I need to provide cultural training for employees going on international assignments?

Cultural training is highly recommended. It helps employees adapt to the cultural nuances of the host country, improving their effectiveness and reducing the risk of culture shock. This training can also support better communication and integration within the local team.

What legal considerations should I be aware of for international assignments?

There are several legal considerations, including obtaining the correct work visas and permits, understanding employment laws in the host country, and ensuring compliance with both UK and local regulations. It’s crucial to consult legal experts to avoid any pitfalls.

How can I support employees and their families during an international assignment?

Supporting employees and their families involves providing relocation assistance, helping with accommodation and schooling, offering language courses, and ensuring access to healthcare. Regular check-ins and a clear repatriation plan also help maintain their well-being.

What is the process for repatriating employees after an international assignment?

Repatriation involves planning for the employee’s return to the UK, both in terms of logistics and reintegration into the workplace. It includes arranging their move back, addressing any reverse culture shock, and ensuring they have a clear role and support upon their return.

How can I measure the success of an international assignment?

Success can be measured through various key performance indicators (KPIs) such as the achievement of business objectives, employee satisfaction, skill development, and the impact on the company’s global operations. Regular reviews and feedback from the employee and host team are also essential.

What risks are associated with international assignments?

Risks include geopolitical instability, health issues, and the potential for the assignment to fail if the employee cannot adapt. Mitigating these risks involves thorough planning, offering support systems, and having contingency plans in place.

Is it necessary to have a contingency plan for international assignments?

Contingency planning is vital to address any unexpected issues that may arise during an international assignment. This includes plans for emergency evacuation, alternative work arrangements, and ensuring continuous support for the employee and their family in case of unforeseen events.

Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.

She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.

Anne is an active public speaker, immigration commentator , and immigration policy contributor and regularly hosts training sessions for employers and HR professionals

• Anne Morris https://www.davidsonmorris.com/author/anne/ Government Authorised Exchange Visa Guide UK
• Anne Morris https://www.davidsonmorris.com/author/anne/ Sponsor Licence Application 2024: Step-by-Step Guide
• Anne Morris https://www.davidsonmorris.com/author/anne/ UK International Sportsperson Visa Guide 2024
• Anne Morris https://www.davidsonmorris.com/author/anne/ Temporary Work Visa UK: Types, Guide & Application

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.

Legal Disclaimer

The matters contained in this article are intended to be for general information purposes only. This article does not constitute legal advice, nor is it a complete or authoritative statement of the law, and should not be treated as such. Whilst every effort is made to ensure that the information is correct at the time of writing, no warranty, express or implied, is given as to its accuracy and no liability is accepted for any error or omission. Before acting on any of the information contained herein, expert legal advice should be sought.

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Why International Assignments Make Good Business Sense

Many employees jump at the chance of an international assignment. Exciting challenges await new role, new culture, a fresh start abroad. What are the advantages for the organisations involved?

Sarah Huntridge

Increasingly, companies are investing in global talent mobility. Global talent consultants MSI offer four reasons why organisations should introduce and develop international assignments:

1. Market Expansion Research shows that expansion into existing markets is the biggest reason why employees are transferred overseas. International relocations can help a small office become a strong foothold abroad.

The other major factor for sending employees to another country is expansion into new markets. In fact, research shows that this is almost as important as moves to existing markets. (52% participants gave expanding existing markets as the main reason for internal relocations; 49% cited growing new markets as their main motivation for sending employees overseas.)

2. Develop Top Talent International relocations involving existing employees help to: • Project a consistent corporate identity • Demonstrate commitment to employees’ personal development • Provide the international experience often needed for leadership roles • Show that employees are valued as they are trusted to represent the organisation overseas

3. Seize Opportunities Quickly Existing employees understand the company’s culture, processes and plans. They can help the organisation to move quickly and streamline operations within global markets. This is especially important in markets where there is a local shortage suitably qualified and/or experienced talent.

4. A Different View MSI explains that: “Being immersed in a new culture boosts creative problem solving and reveals valuable new ways of doing things, and the employee can both share these exciting insights with the company and apply them in his day-to-day work.”Is your organisation seizing the potential offered by international relocations? AT BTR International, we make global moves as stress-free and cost-effective as possible.

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7 Strategies for a Successful International Work Assignment

Published: Oct 08, 2018

International assignments are exciting for a host of reasons, but having the opportunity to live in another country while finding success in your career at the same time is particularly compelling. Working abroad allows you to gain real-world experience, advance the skills you have, and learn how to thrive in a global environment.

But living and working in a new country with a different culture is a major life change. It’s important to immerse yourself in the experience and remain positive through the ups and downs. Below are 7 tips to make the most of your journey abroad.

1. Keep an Open Mind

Social media and the internet allows us to connect with people from all over the world. Take time to learn about the history of your new home, including any local customs or laws, so you can set more realistic expectations ahead of time.

When you finally touch down in your new destination, keep an open mind. What you think you know about an area or country may end up being turned on its head once you spend more than a few days there.

For Allison Alexander, a participant in Abbott’s Finance Professional Development Program , an international assignment was the ultimate lesson in flexibility. “Going to an international role means you’re stepping into a culture and a set of expectations that are foreign to you,” she explains. “It forces you to be open to the unexpected.”

Unlike traveling for leisure, international assignments allow you to spend months or even years in a location. You can, and should, tap into the global mindset you’ve already developed while leaving room for all the surprises that will come from long-term exposure to a different culture.

2. Set Goals

Maximize the benefits of an international assignment by setting goals for yourself at the beginning. What do you hope to accomplish in the first two weeks? How can you challenge yourself once you’ve settled in? And when you leave, what are the skills you want to take with you? Having clearly defined milestones will help you stay focused on what’s important and define the steps needed to grow your career.

3. Develop Language Skills

You may not become fluent, but practicing the local language can help you build deeper connections within the community and potentially open up new work opportunities in the future. Don’t fret if you stumble through mispronunciations and tenses at first, the more you practice, the more confident you'll become, and the better you'll get.

4. Be Adventurous

When you're abroad, it's great to take advantage of travel. You have a new world at your doorstep! It's also a chance to try activities you've never tried before.

"I've been doing things I thought of all my life but could never muster enough courage to actually do," says Timir Gupta, another member of Abbott's Finance Professional Development Program, who has traveled solo, tried skydiving, and chased the northern lights. "And it's a great conversation starter during an interview," he adds.

5. Apply New Perspectives

Gaining insight into different business practices can help you learn to look at old problems in new ways when you return home. This type of creative problem solving will be an asset no matter what your next assignment is.

"When you finally make your way back to a domestic role, you've now become an expert in two completely different professional structures," says Alexander. "You've seen what works and what doesn't in a global setting, and you can lead the group on new ways of thinking that may lead to more success."

6. Expand Your Network

Get out and build connections, both at your assignment and beyond. "Because of traveling, I have friends all over the world," says Gupta. He now has connections across five continents that he can tap into when looking for a reference or career advice.

Luckily, maintaining the professional network you build abroad is now easier than ever before. Social media, LinkedIn, and apps like WhatsApp can help you stay in contact with your colleagues and mentors.

7. Market Yourself and Build Your Career

When you return home, don't forget to incorporate your experience into your personal branding. You want to make sure prospective employers know how your new skills, perspectives, and connections set you apart. Think: How can I rework my resume and reframe interview answers to showcase what I've learned?

Depending on your experience, you may even refocus your career or choose employers who will use your global mindset. If you want more opportunities to go abroad, many multinational organizations offer international assignments. With offices in more than 150 countries, Abbott has numerous internships and development programs for students in finance, information technology, engineering, manufacturing, environmental health, and quality assurance.

Look for companies expanding in emerging markets, too. This can give you the unique opportunity to get in at the ground level and learn how to evolve a product or service to match the local market.

No matter what you choose or where you go, an international assignment can provide you with the unique opportunity to grow personally and professionally—and hopefully have a little fun along the way too.

This post was sponsored by Abbott .

10 Tips for Managing Successful International Assignments

20 Apr / 2021 | By TMA World

International assignments can be one of the most rewarding and life-changing experiences in an individual’s career. Yet international assignments are expensive for the employer – and a surprisingly high number of them fail. There are various reasons for this, but culture shock, failure of the employee to perform in their new post and dissatisfaction with the assignment itself are cited as common causes. How can you best prepare employees for international assignments – and help them make the assignment a success? Here are some tips.

1. Make a business case for international assignments

Sending an employee to live and work overseas is expensive. Is there a case for doing this? Would a local hire be better, or is there absolutely nobody else for the job? If there is nobody locally, does the individual have the right skills and mindset? Are they open to living and working in different cultures? What benefit will their overseas experience bring to the company when they return?

2. Consider the individual’s position

Employers need to be sensitive to personal situations when considering sending someone overseas. Posting an LGBTQ individual to, say, a conservative Muslim country is not impossible, but requires serious consideration and extra support. The same applies to an employee’s partner and family; is there anything that might put them at risk in the new destination?

3. Manage expectations

Employees need to be prepared for the fact that life during international assignments will be different, and not necessarily glamorous and exotic. There will be cultural barriers to overcome, as well as homesickness and culture shock to deal with. Families and spouses need to be prepared for the changes. New relationships will need to be built in the workplace and a new structure fitted into. Going with realistic expectations is better than plunging into international assignments unprepared, and having it turn out to be a disappointment.

4. Prepare for cultural immersion

Embarking on a programme of cross-cultural training is invaluable before taking up international assignments; individuals learn to understand their own mindset and prejudices as well as what to expect in the new culture. There are less formal ways to prepare, too. Would-be assignees for international posts could should be encouraged to build up a picture of the new culture by reading literature, newspapers and blogs. They should listen to podcasts and even watch movies to put together the jigsaw of everyday life in the new place.

5. Arrange mentoring schemes

A cross-cultural mentor might be a colleague in the new office, or a co-worker who is in the destination, or has experience of it. Ideally, new expat workers should have a mentor in the new destination and one at home; it is very easy for expatriates to feel cut adrift from the familiarity of their old office and colleagues. Typical discussion points with a mentor might include management style, hierarchy, gender issues, meeting etiquette, negotiating and decision making. Essentially, though, a mentor should be a sounding board on whom the expat can rely when problems crop up.

6. Encourage a positive attitude

Even having a few simple memos and pointers can help newly landed expats through difficult times. Learning not to compare their old culture with the new one; remembering that the new culture is different but not necessarily wrong; understanding different approaches to time management; and starting out with the basic assumption that people in the new culture are friendly and welcoming, even if there are hiccups in communicating with them. This is all part of cross-cultural communication training.

7. Offer language training

Even if English is the international language of business, and even if English is the language of the workplace in the new country, a basic conversational command of the destination language will go a long way towards integrating into society and overcoming culture shock. This is important for trailing spouses, too; culture shock can be even worse for a spouse who has less structure to their day and lacks the confidence to build a life of their own.

8. Keep communication focused

Mentoring aside, a company should have a formal reporting scheme while the employee is abroad on assignment. Checking in regularly is the best way to stay appraised of how the assignment is progressing, what new ideas and useful information have been picked up, and dealing with any problems before they escalate. Companies should make the most of the assignee’s time abroad by encouraging them to share their experiences – by blogging, for example, or participating in video conferences.

9. Provide support for sufferers of culture shock

Culture shock is a serious condition; it can lead to depression, a sense of isolation and even illness. Almost everybody suffers from culture shock in some way. Most people get through it but some fail to adapt, feeling lonely, resenting the new culture, maintaining an illusion that everything back home is superior. Acknowledging culture shock and finding small ways to deal with it should all be part of preparation for life abroad, for example, working to establish a network of friends, both expats and people from the new culture; keeping busy; and making an effort as a family to explore the new culture; visiting markets, trying out restaurants and arranging enjoyable activities for weekends, like a trip to the beach. Craving the comforts of home is not wrong; it’s normal.

10. Remember that reintegrating is just as important

Many of these issues apply to the end of international assignments. A posting abroad can be a life-changing experience and it’s not uncommon for individuals to return home with new skills and ambitions to find that they are different – and that their old friends, colleagues and workplace have changed, too. Some of the positives of an overseas posting are increased confidence, a broader world view, better empathy and more creativity when it comes to problem solving. Employers need to harness these new qualities, not just expect the individual to slot back in. Preparation should be made several months before an assignee returns. What new skills do they have? How do they see themselves fitting in? What opportunities might be available for them? Fail to prepare and the chances are, they’ll take their new skills elsewhere.

Our blended learning solutions ensures your global travelers, international assignees and their families will be successful. Our learning process can be fully adapted to suit the needs of your organization. Our training is delivered across coaching sessions, instructor led training and online learning pathways.  Click here to read our brochure for more information . 

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International Assignments

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Although firms have been sending employees on international assignments for decades, systematic understanding is sorely lacking. This volume looks at such critical aspects of the assignment process as the selection process, the training required, factors that affect adjustment, performance and commitment, and how to retain and capitalize on the international experience once employees return home. This book is written for human resource managers and executives whose focus includes the global economy and the strategic role of people in achieving international competitiveness. It can be used as a textbook for courses in International Human Resource Management.

TABLE OF CONTENTS

Part | 2  pages, part i introduction, chapter 1 | 23  pages, the strategic roles of international assignments in globalization, chapter 2 | 18  pages, the process of cross-cultural adjustment, part ii before the assignment, chapter 3 | 29  pages, selecting: identifying candidates with global leadership potential, chapter 4 | 15  pages, training: helping people learn to do the right things, part iii during the assignment, chapter 5 | 18  pages, adjusting: developing new mental road maps and cultural skills, chapter 6 | 20  pages, integrating: balancing multiple allegiances, chapter 7 | 16  pages, appraising: determining if people are doing the right things, chapter 8 | 22  pages, rewarding: compensation and pay, part iv after the assignment, chapter 9 | 25  pages, repatriating: helping people readjust and perform, chapter 10 | 15  pages, retaining: utilizing the experienced global manager, chapter 11 | 21  pages, managing the entire global assignment cycle: establishing best practices.

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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?

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Events and training Throughout the year, Mercer conducts a variety of free webinars and paid training sessions, online and in person, to help you keep pace with the evolution of international talent mobility and global workforce management.

Policy benchmarking Gain insights into your peers' international assignment programs and global mobility policies and practices. Participate in Mercer surveys to access unique benchmarking solutions.

Need help? Whether your organization is looking to create a global mobility program, enhance the one you currently have, or get answers to any issues or concern you're facing, we can help.

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Module 16: Globalization and Business

Effective training for international assignments, learning outcomes.

• Differentiate between documentary training, cultural simulations, and field simulation training.

Living and working in an international community, such as Hong Kong, can be rewarding and challenging—if you are adaptable and prepared for what to expect.

Global companies often send managers from the home country office to work in foreign subsidiaries. Sometimes this is done for the development of the manager, so she can gain experience in the global operations of the company. It may also be so the company can exert more control over the subsidiary. When the assignment is for a long period, the manager’s family may also be sent. This represents a significant investment for the company, and it does not want to see the manager fail and return home early. The cost of a three-year assignment averages $1 million. [1] One way the company can help the manager succeed is to provide training before she leaves so she knows what to expect.

What constitutes an effective training program depends a lot on its “rigor,” or how thorough and challenging the program is. If the employee is going for a relatively short time, say less than a month, then a low-rigor program may suffice. If the employee and his family are moving for a year or more with the intent of living in the host country, then high-rigor training is required. With a brief assignment, adequate training may involve watching some videos on local culture, going to lectures, and attending briefings on company operations in the host (destination) country. For longer assignments, extensive experiential learning, interactions with host country nationals, and language training may be offered not just for the employee but for the whole family. Studies have shown that international assignments are more effective when the employee’s family is included and consulted in the relocation and training processes.

Documentary Training

Documentary training is textbook and classroom learning, which focuses on looking at differences between cultures and is a key part of both low-rigor and high-rigor training approaches. Differences are examined because they are potential friction points that create misunderstandings and hurt feelings. You have probably heard many examples of cultural differences involving common human interactions, such as greetings, gender relations, and the giving of gifts. For example, Asian business people defer to authority very differently from Westerners. They will not correct their managers nor will they make suggestions in public that would cause their managers embarrassment. Food in China is served hot, and to be offered cold food may be offensive or off-putting.

The perception of sickness and disease differs greatly in different cultures even among closely related ethnicities. A British worker would probably not take kindly to what you consider to be sympathetic inquiries about his latest illness and treatment. Americans, on the other hand, tend to “over share” and be more frank about personal health issues. Americans also tend to be casual about invitations and don’t like to pressure people on the spot. An expatriate in India may invite a coworker to a party he is having on the weekend and then follow up with “Come over if you want to.” To many cultures this is heard as “We don’t really care if you come or not.” There are many excellent sources of information on specific cultural traditions and norms of various countries, but multinational businesses often arrange for professional cross-cultural trainers to provide onsite lectures, videos, or workshops on cultural differences.

Cultural Simulation Training

After learning the cultural “do’s and don’ts” of a host country, many companies will ask their employees to participate in cultural simulations in which they will role play various situations and practice responding in culturally sensitive ways. This process is most effective when the training takes place in the host country or when the trainer can include people from the actual host country to help. The goal is to duplicate as closely as possible scenarios that the employees may face, such as having to question or to reprimand a local employee, making a presentation to host country upper-level managers, or how to approach a person of the opposite gender in countries where the sexes do not mix as freely as in the United States.

Field Simulation Training

When the company believes that the employees have successfully passed the “survival training” stage, it is time for field simulation training . The employee (and family) visits a neighborhood of the same ethnic background as the destination or, if the trainees are already in-country, then they move out to the “real world.” Depending upon the conditions, an individual may be dropped into a rural area with limited resources and told to get back to the office. Or a family may be moved into temporary housing so that they can meet their neighbors, shop for food, locate transportation, and just explore the area. When the simulation is over, the trainees come back to the center to compare notes and share experiences.

Benefits of Rigorous Training Programs

For extended assignments, a rigorous training program benefits both the employee and the employer. It prepares an employee (and family) for success by the following:

• Providing practical assistance for relocation efforts. Some questions the employee might have about the new location include: How long will it take to get there? What kind of money will I be using? How far is the office from my home? Do I need a car? What medicines can I get and what must I bring with me? What should I bring in the way of technology, and will I have to pay duties on imported goods?
• Giving the employee information that will allow her to make an informed decision about the assignment.
• Providing emotional security about the change. A rigorous training program greatly reduces the chance that the employee will leave the assignment early because of a misunderstanding.
• Increasing the cultural sensitivity of the employee. By training employees on cultural matters, the company lessens the likelihood that its reputation will suffer among the host country employees.

The disadvantage to the company involves the cost of the training and the out-of-office time of the employee to undergo the training, but this is a small price to pay considering the potential benefits.

Finally, companies preparing their employees for an expatriate experience should also offer readjustment counseling when the employee is due to return. Re-entering the home country can produce a reaction called reverse culture shock that describes the bewilderment and distress experienced by individuals suddenly exposed to a new, strange, or foreign social and cultural environment—in this case, their own.

Practice Question

• J. Stewart Black and Hal Gregerson, “The Right Way to Manage Expats,” April 1999, accessed July 31, 2017, https://hbr.org/1999/03/the-right-way-to-manage-expats ↵
• Effective Training for International Assignments. Authored by : John/Lynn Bruton and Lumen Learning. License : CC BY: Attribution
• Image: Hong Kong. Authored by : AndyLeungHK. Located at : https://pixabay.com/en/hong-kong-hongkong-asia-city-2291752/ . License : CC0: No Rights Reserved

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International Assignment Management: Expatriate Policy and Procedure

Our philosophy.

[Company Name] is a global company that operates over X offices worldwide. The transfer of employees between the various [Company Name] units, from headquarters to subsidiaries, between subsidiaries and from subsidiaries to headquarters, enables our company to better utilize its human resources, while offering efficient support to its business activity. In addition, it enables our executives and professionals to gain international business experience and opens up wider promotion paths.

The objective of this procedure is to define the processes, terms and conditions for transferring personnel from one [Company Name] unit to another and to provide guidelines for the benefit and relocation package for such employees. While differing laws in various countries may influence some aspects of the policy implementation, the basic guidelines are to be maintained in order to ensure a unified company policy.

The effective date of this policy is [Insert Date].

Definitions

Expatriate (Hereinafter “Ex-pat”) - An employee who is relocated from his/her home country to work at one of the subsidiaries of [Company Name] abroad or at Corporate Headquarters for a period exceeding one year.

Host country/ subsidiary - The receiving or destination country/subsidiary of the Ex-pat.

Home country/subsidiary - Originating country/subsidiary of the Ex-pat.

General Approval process for an Ex-pat assignment

The transfer of an employee from headquarters to a subsidiary, between subsidiaries or from a subsidiary to headquarters, is contingent upon joint discussions held between the divisions and the subsidiaries.

The Ex-pat position must be granted budgetary approval from the division and approved by the Corporate HR Forum. The host country has veto power over the corporate offer for all candidates except those in top management positions. In January of each year, the HR Forum will convene in order to discuss general Ex-pat recruitment needs for the upcoming year.

Contract approval process

Contracts of subsidiary management team are coordinated and approved in advance by the relevant Co-President and Corporate VP of HR. The rest of the Ex-pat’s contract is coordinated and approved in advance by the Corporate VP of HR.

The employment offer, including salary, benefits and job description, is generated on behalf of the subsidiary by the host country HR Manager and/or relevant VP.

When an Ex-pat relocates from one subsidiary to another, the receiving HR Manager will transfer the offer to the HR Manager in the Home Subsidiary and to the Corporate VP of HR.

As a rule, the entire process of transferring employees between the various company units (subsidiaries/headquarters) under Ex-pat terms is coordinated by Corporate VP of HR (as described above).

Standard Assignment Period

Ex-pat status is restricted to a period of up to 5 years. After this period, the employee is no longer employed under Ex-pat terms and conditions, but rather, under local terms. Exceptions are granted under very limited circumstances and require written explanations and approval of the subsidiary president and the Corporate VP of HR. Under no circumstances will the extension of Ex-pat status exceed an additional 3 years.

Transferring from one subsidiary to another is considered a new assignment in this context.

Terms of Assignment Termination

Completion of the Ex-pat assignment requires a ninety (90) day mutual notice period. If the Ex-pat assignment is termi­nated by the company for any reason other than a breach of the employment agreement on the part of the employee, s/he will be relocated to his/her home country in accordance with the company’s then-current relocation policy and will be exempt from repaying the standing relocation loan

Relocation Allowance

In the event that the employee resigns from the company or from the assignment, he is required to repay the relocation allowance on a pro-rata basis as well as take responsibility for household moving arrangement and expenses (excluding countries in which the law requires the Company to cover Ex-pat relocation expenses, even in case of employee resignation).

Budget allocation

All Ex-pat benefits will be allocated to the host country budget.

Commitment to Hiring the Ex-pat When His/Her Assignment is Completed

[Company Name] makes no commitment to re-hire the employee in his/her home country after his/her Ex-pat assignment is completed.

However, should the employee work in his host country during the ninety (90) day notice period (see above), the employee will be granted the right to work for three (3) months at the company in the Home country on local terms as determined by the home country HR manager on a case-by-case basis.

Commitment to return to the company upon assignment completion

The employee makes no commitment to return to the company upon completion of his/her assignment. However, s/he may be eligible for repatriation benefits (see “Repatriation Policy & Benefits”) upon return to his/her home country.

Spouse Status/Domestic Partners

[Company Name] will extend spouse status to domestic partners. Ex-pat terms apply to the employee, his/her spouse or domestic partner and their children.

Salary Review

Salary review takes place in accordance with the host subsidiaries policy as approved by corporate policy.

The Ex-pat is responsible for paying any tax liability incurred from benefits and compensation received in both his/her host and home countries (excluding countries in which the employer is required to deduct the taxes from all paid benefits).

Option Plan

Options are granted, if applicable, in accordance with host country policy.

Retention of Home Country Social Benefits

The company will cease to fund payment to retirement plans for Ex-Pats for the period of employment in one of the Company subsidiaries. Following are details on the implementation of the decision:

Ex-Pats Recruited from within [Company Name]

Upon the termination of employee-employer relations with [Company Name] – prior to his relocation to the subsidiary, the Ex-Pat will sign an employment termination agreement with [Company Name]. The amounts accumulated by the employee in various funds, will be released

Ex-Pats Recruited from outside of the Company

In accordance with the above-mentioned policy, no amounts will be allocated to retirement and national insurance to Ex-pats recruited from outside the company as of January 2004.

Ex-Pats Currently in Office

Employees will be granted the option to choose between the termination of employer-employee relations and between the continued payments of funds, up to a ceiling of 5 years after their departure to the host subsidiary – a time in which, according to the procedure, the employees cease to carry Ex-Pat status.

The termination of employee-employer relations, in this context, is accompanied by the release of accumulated funds only, with no supplement. Any employee decision (continued payment of funds or termination of relations) will be backed by a document signed by the employee.

Health Insurance

The Employee and his immediate family are covered by local or international health insurance as per the host country’s policy.

Performance Appraisal

In accordance with host country policy (as per corporate policy).

Recruitment and Selection of Ex-pats

Ex-pat recruitment is conducted either internally (i.e. within the company) or externally.

Internal Recruitment

The recruitment process must include a professional recommendation from the division/unit/subsidiary and personality assessment of the employee and his/her spouse conducted by the HR manager (in Corporate, HR manager of the relevant Division or by the Recruitment manager) and/or by an external assessment agency.

Once a final decision is made in the home country, the internal candidate will be interviewed at the host country.

Should the host country HR manager decide to hire, s/he will issue a contract to the employee in cooperation with the HR manager in the home country.

The home country HR manager is charged with care of the administrative processes surrounding the relocation of the employee, including the signing of a non-paid-vacation/leave of absence agreement, which identifies preservation of rights benefits but otherwise confirms the lack of a contractual relationship between the home country company and the employee.

External Recruitment at Corporate

In cases where there is no suitable internal candidate the Corporate Recruitment manager in cooperation with the HR Manager of the relevant division, will manage the search.

The external candidate will be interviewed by corporate managers and by the HR department. Assuming the candidate makes a positive impression, an external personality and capabilities assessment process of both the candidate and his/her spouse will be performed by a specialized agency.

Once Corporate makes positive recommendation, the candidate will be interviewed by the host country.

An acceptance by the Subsidiary will result in either:

• The Subsidiary offering the position to the candidate and employing him/her from day one (the preferred option), or:
• The candidate signing a temporary agreement with Corporate until completion of the training period and/or residency visa procedures. In this case, a secondary employment agreement for the assignment will also be signed with the Subsidiary.

Engagement in an Ex-pat employment assignment is contingent on successful attainment of work authorization in the host country. The process for being granted a work visa differs with the country of destination. Company is responsible for supporting the application for a work visa for the employee and a residence visa for the family.

It is the responsibility of the host country HR manager in coordination with the home country HR manager to take care of the process.

Family Visas

[Company Name] is obliged to support the application of a residency visa only for the Ex-pat’s immediate family (for this matter, the term “immediate family” relates to the spouse and children of the Ex-pat).

The employee has the responsibility to monitor the accuracy and expiration dates of visa documentation for himself and his/her family in order to maintain a lawful working status in the host country.

Language studies

The allotment of English/local language lessons will be approved in accordance with each Subsidiary’s existing policy.

Cross-Cultural Orientation

Written material containing informative details relevant to the country of destination will be delivered to the employee by the HR Department. A complementary cross-cultural workshop will be also coordinated for the employee, his/her spouse and their adult children. The workshop will concentrate on the psychological/emotional stages that the employee and his/her family are likely to face during the transition to a foreign country.

The workshop will be coordinated by the HR Department in the home country once the contract is signed.

Preview Trip

The candidate who expresses a sincere intention to accept the Ex-pat assignment and his/her spouse/domestic partner (if they have school age children) are eligible for a preview trip.

The preview trip is approved for up to 5 working days. It is recommended that the preview trip be combined with a business trip.

The company will pay for round trip economy airfares to the host country and per-diem according to the home country’s per-diem travel policy.

The potential candidate should notify the host country’s HR manager re: his/her preview trip schedule so that proper arrangements can be made.

The potential candidate will meet with his/her direct manager and related business VP’s or managers to learn more about the scope of the job as well as the host country milieu.

House hunting should be done during the preview trip. If possible, it is recommended that an apartment be identified so paperwork can be processed and the apartment readied for when the Ex-pat’s arrival to start his/her assignment.

Visits to potential schools should also take place during the preview trip.

Temporary Housing (at home country)

Expats will be allowed to choose between using their 30 days of hotel and rented car right in their Home Country or at the Host Country, as long as they don't exceed the 30 days period limit.

Special Vacation Days for Arrangement

The Ex-pat is eligible for 5 days vacation leave, in addition to the annual leave, before going on the assignment, in order to arrange his personal matters.

Traveling and Settling-in Policy & Benefits

Cargo Shipment

The company pays for a 20-foot container, insured for up to $40K (US).

It is the responsibility of the host country HR manager to coordinate cargo shipment, except in the case of Ex-pats departing or repatriating from and to Corporate. In such cases, the Customer Department of the Operations Division coordinates the shipment.

For Ex-pats moving from one subsidiary to another, on a sequential assignment, the Repatriation Policy and Benefits re: cargo shipment, shall apply.

No payments will be allocated for the storage of freight for longer than the period required to release the container from Customs.

The company will provide the Ex-pat with a Relocation Allowance to assist with miscellaneous transition expenses. The amount of the allowance will be $3K (US) for singles and $4K (US) for couples with or without children.

The payment will be provided in the home country or upon arrival in the host country as per local procedures.

If the Ex-pat resigns before completing two years of his/her assignment, he/she will be required to pay back the Relocation Allowance to the company on a pro-rata basis.

Household Goods Loan- Company Inc.

Upon arrival at Company Inc., the Ex-pat is eligible to apply for an additional no interest loan of up to $2.5K (US) to assist with miscellaneous costs.

The loan is repaid as per subsidiary policy.

Temporary Housing and Rental Car

Upon arrival at the country of destination, the company will pay for car rental and hotel accommodations for a period of up to 30 days. During this time the employee is expected to make longer term automobile and housing arrangements.

Special Vacation Days for initial settling

Upon arrival to new country the Ex-pat is eligible for 5 days vacation leave, in addition to the annual leave, for arranging his personal matters.

At-Post Policy & Benefits

Annual Leave- as per host country policy.

Holidays and Leave - as per host country policy.

Housing- as per host country policy.

Car- as per host country policy.

Ex-pats are eligible for home leave after each year, as long as they have a balance of one-year service commitment in the host country upon return from home leave.

Home Leave Duration

The duration of the home leave will be up to 21 days, as listed below:

5 days – Training and meetings that will be regarded as working days at Corporate headquarters or at the Home Subsidiary headquarters. In case there is no need for the employee to attend any business meetings/training or if his home country is far from subsidiary headquarters, these 5 days, if taken, will be on the account of the employee’s annual vacation days allotment together with the other 10 days mentioned below.

6 days – Weekends

10 days – Annual vacation days

[Company Name] will cover the round-trip coach fare from and to the country of origin for up to a 21-day visit by the employee and his/her family. In the event that the employee’s family extends its visit beyond the 21-day period and in the event that this extension incurs additional costs to the tickets, these costs will be borne by the employee.

Home Leave Expenses

The Ex-pat is eligible for a special (taxable) allowance towards expenses during home leave:

Senior Subsidiary managers (Presidents/Vice Presidents) will be eligible for $2,000 (US). They are also eligible to a car for their use during the working days they are requested to work during their home leave period, up to a 5 days limit. Any other car expenses during the Home Leave period are covered by the $2,000 that Senior Subsidiary Managers are entitled to as Home Leave Expenses.

Other Ex-pats will be eligible for $1,300 (US).

Application for Home Leave

Ex-pats will fill the home leave application form and obtain direct manager’s, relevant VP’S and host country HR manager’s approvals prior to taking the leave. This process should take place 3 months prior to the starting date of the planned home leave.

Children’s Education

[Company Name] pays for children’s education from Kindergarten through Secondary School or High School Grade 12 equivalent or from age 2 to age 18, depending on local practice.

In countries where the local school system is inappropriate or in an unfamiliar language, International/ American/ British/ Canadian School may be an appropriate alternative.

Educational expenses supported by the company include the following:

• School registration fee
• Tuition fee
• School bus transportation fee
• The company does not pay for the following:
• Summer school
• Summer camp
• School field trip

Academic Studies

Ex-pats (who are not subsidiary management members) will have the option to apply for academic studies, with a subsidy of the company, according to the local subsidiary’s terms and procedures.

Ex-pats who are subsidiary management members (VP’s and Branch managers) will have the option to apply for academic studies, with a subsidy of the company (based on the subsidiary terms and procedure). The applications will be submitted with the subsidiary recommendations to Corporate HR VP for final approval

Family Member in Home Country

The company will provide a round trip economy air ticket for the shortest route to the host country as per the home leave policy of frequency of the Ex-pat, for family member/s who continue to reside in the home country. Family member/s in this case includes sons and/or daughters of the Ex-pat until age 18 or completion of mandatory military service.

Death in the Family

In the event there is a death in the Ex-pat’s family or the Ex-pat’s spouse’s family the company will pay for round trip economy air tickets to the Ex-pat’s home country for either the Ex-pat or his/her spouse. The Ex-pat is entitled to 7 working days paid leave under such circumstances. For the matter of this paragraph, “Family” is defined as: father, mother, spouse, son, daughter, brother or sister.

Tax Preparation Assistance

The Ex-pat is eligible for tax consultation reimbursement as per host country policy.

Repatriation Policy & Benefits

The benefits set forth below will be valid for a period of up to three months after the date of assignment completion and only in conjunction with a bona fide move of a permanent nature back to the employee’s country of origin or to a subsequent assignment in another subsidiary.

Upon assignment completion the company will arrange and pay for the Ex-pat’s cargo shipment. An Ex-pat with 3 or more children will be eligible for a 40-foot container insured for up to $40K (US). An Ex-pat with fewer than 3 children is eligible for a 20-foot container, insured for the amount of up to $40K (US).

It is the responsibility of the originating country HR manager to coordinate the shipment, except in the case of Ex-pats repatriating to Corporate. In this case, the Customer Department of the Operations Division coordinates the shipping.

No payments will be allocated for the storage of freight in the host or home country for a period exceeding that required to release the container from Customs.

Special Vacation Days for Arrangement (Host Country).

The Ex-pat is eligible for 5 days vacation leave, in addition to the annual leave for arranging his personal matters, before departing to his/her home country or before going on his/her next Ex-pat assignment.

Temporary Housing and Rental Car (Host Country)

The company will pay for car rental and hotel accommodations for a period of up to 12 days if needed, at the employee’s regular location, prior to the Ex-pat departure from the host country. The host country HR manager is responsible for the coordination of these arrangements.

Benefits for Employees Returning to Work at Company in Home Country

The employee is eligible for 5 days vacation leave, in addition to the annual leave, to assist with his/her settling-in arrangements.

Repatriation Grant

The company will reimburse the employee for up to $1,000 (US), as per receipts, to help with repatriation expenses. “Repatriation Expenses” include such expenses as temporary accommodations, rental cars and tutoring.

Responsibility

This procedure may be changed occasionally. All changes require the approval of the Corporate VP Human Resources.

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How International Cooperation in Policing Promotes Peace and Security

About the author, faisal shahkar.

Faisal Shahkar is United Nations Police Adviser.

6 September 2024

T he world is witnessing the largest number of violent conflicts since the Second World War, with an estimated one quarter of the global population living in conflict-affected countries . Organized violence led to more than  154,000 deaths in 2023 , making the preceding ten-year period the deadliest decade on record due to non-State violence, largely driven by organized crime groups. The impact of this violence is staggering, with poor and vulnerable populations most affected by persistent inter- and intra-State conflicts, widespread human rights violations, and a growing humanitarian crisis, all exacerbated by the climate emergency.

Given the inextricable links between peace, security and development, national and international police are key to preventing and addressing crime and violence, and to helping maintain public order and safety to enable the successful and sustainable realization of global development goals. The role of international policing is closely aligned with the principles of justice, peace, democracy and human rights, and is integral to the 2030 Agenda for Sustainable Development . As outlined in Sustainable Development Goal (SDG) 16 , ending armed conflicts, strengthening institutions, and enacting inclusive and equitable legislation that protects the human rights of all persons are prerequisites for sustainable development. By preventing and detecting crime, protecting life and property, and upholding the rule of law and international human rights standards, national and international policing contribute significantly to advancing the entire 2030 Agenda.

United Nations policing in brief

The United Nations police (UNPOL) pursue community-oriented and intelligence-led policing strategies to safeguard civilians and human rights; address, among other crimes, sexual and gender-based violence, conflict-related sexual violence, and serious and organized crime; and conduct investigations, special operations and electoral security.

From a peak of about 17,600 authorized personnel in 2010 to about 7,800 as of July 2024 depending on mission start-ups, transitions and closures, United Nations police, comprising officers from 129 countries since 1990, exemplify multilateralism and international cooperation. Their role is central to international peace and security, as recognized by numerous resolutions and statements of the United Nations Security Council and the General Assembly Special Committee on Peacekeeping Operations (C-34), and by Member States in international gatherings such as the United Nations Chiefs of Police Summit, the fourth edition of which concluded in June 2024.

The mission of UNPOL is to support Member States in realizing effective, representative, responsive and accountable police services that serve and protect the population. A United Nations system-wide service provider, UNPOL is increasingly called on to assist countries where there is no United Nations peace operation, particularly in areas such as electoral security, human rights-based policing, and prevention of sexual and gender-based violence. Recently, United Nations police, through the Standing Police Capacity and in collaboration with other United Nations entities, have supported Member States such as the Gambia, Kenya, Malawi, Sierra Leone and Somalia with technical assistance and advisory support on election security.

A core function of UNPOL is reforming, restructuring and rebuilding police and other law enforcement institutions in post-conflict and fragile States. Since 2003, nearly all Security Council mandates for peacekeeping missions have included police capacity-building and development. UNPOL officers train, mentor and advise host-State police personnel. They empower police and rule of law counterparts in the Central African Republic, Democratic Republic of the Congo and South Sudan, among others, as part of national reform efforts that result in a responsive and accountable governance framework and a strong legislative and normative base that reflects international human rights and criminal justice standards.

The United Nations police also build the capacities of United Nations missions and host-State authorities to respond effectively to transnational threats, including organized crime and terrorism, which threaten mandate implementation and the safety and security of United Nations personnel and host communities. UNPOL leverages the wealth of expertise and resources found throughout the United Nations system through collaboration with the United Nations Inter-Agency Task Force on Policing, which facilitates strategic-level coordination among some 15 United Nations entities involved in aspects of policing and law enforcement, and the United Nations Global Focal Point for the Rule of Law, which is co-chaired by the Office of Rule of Law and Security Institutions of the Department of Peace Operations and the United Nations Development Programme to provide direct field-level operational and capacity-building support.

Advancing our common security: United Nations policing for a new era

The New Agenda for Peace of the United Nations Secretary-General points to the need for reflection while furthering efforts to strengthen peacekeeping to be more nimble, adaptable and effective. It responds to a global peace and security landscape that is increasingly difficult and a far more complex operating environment for peacekeeping. It thus reflects on current and emerging challenges and emphasizes the links between peace and security, sustainable development and human rights, as well as the importance of preventive diplomacy, peacebuilding and peacekeeping to address conflicts and promote sustainable peace. As clearly set out in the New Vision of the Secretary-General for the Rule of Law , “to help rebuild trust and renew the social contract between Governments and their people, the [United Nations] will ensure that its initiatives empower all people”. The rule of law is fundamental not only to international peace and security and political stability, but also to economic and social progress and the protection of human rights.

Policing is as much preventive as it is responsive, and it is critical to averting, mitigating and resolving violent conflict, and to ensuring that progress is maintained across the entire criminal justice chain. While numerous institutions are tasked with peacemaking, peacekeeping and sustaining peace, United Nations policing is uniquely positioned to advance a people-centred approach to the rule of law. Globally, police are often the most visible representatives of the State and the first actors in the justice chain. When deployed in conflict and post-conflict settings, United Nations police are among the first lines of assurance to the public.

United Nations policing contributes to stabilization and recovery efforts and the extension or restoration of State authority, often in the absence of formal police and justice actors. Community-oriented policing approaches allow United Nations police officers to engage directly with local communities, identify and address their needs, and increase trust and cooperation between the government and the population, thereby reinforcing the social contract. In short, United Nations police are a key part of peacekeeping’s tools to deliver sustainable peace and development, and a critical building block of the New Agenda for Peace and its new vision for the rule of law. Supporting United Nations policing makes all communities around the world safer.

The  UN Chronicle  is not an official record. It is privileged to host senior United Nations officials as well as distinguished contributors from outside the United Nations system whose views are not necessarily those of the United Nations. Similarly, the boundaries and names shown, and the designations used, in maps or articles do not necessarily imply endorsement or acceptance by the United Nations.

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Jennifer Lopez Channeled Her Understanding of ‘Complicated’ and ‘Dysfunctional’ Love into Unstoppable Role (Exclusive)

‘Unstoppable’ stars Jennifer Lopez as the real-life Judy Robles, mother to wrestler Anthony Robles

Andrea Mandell is the Senior Editor of Entertainment Projects at PEOPLE Magazine. She joined the brand in 2022 and helps lead special projects, film coverage, festivals, awards and more. 

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Jennifer Lopez is opening up about how she understood the “complicated dynamics” at play in her new movie Unstoppable .

Lopez, 55, plays the real-life Judy Robles in the biopic opposite Jharrel Jerome as Anthony Robles, who was born with one leg and became a wrestler who went on to win an NCAA national championship. Portraying Judy’s “dysfunctional and unhealthy” relationship with her husband and Anthony’s stepfather Rich, played by Bobby Cannavale , ultimately felt “very cathartic,” the actress-musician tells PEOPLE. 

“Women who are moms who get in relationships, and you struggle with them, and you find yourself in dynamics that are not healthy, but you care about the person, love the person,” Lopez, who is mom to twins Max and Emme , tells PEOPLE at the Toronto International Film Festival on Saturday, Sept. 7. “That's those complicated dynamics about life that I understand really well.”

Michael Buckner/Variety via Getty

And “everybody can relate to” such a story — “a lot of women and men, by the way,” the Unstoppable actress and producer adds of the film, which was mostly shot early in 2023 prior to the SAG-AFTRA strike and resumed that December. “I think all of us do. I don't think there's anybody who is exempt from experiencing those types of things at times.”

Unstoppable , adapted from Anthony and Austin Murphy’s book of the same name, counts Ben Affleck and Matt Damon among its producers, with William Goldenberg making his directorial debut. Anthony, who along with his mother attended the Sept. 6 Toronto premiere with the cast and filmmakers, is also a producer (and Jerome's stunt double) on the film.

“When Judy and I first spoke, it was just about, for me, learning as much as I could about how she really felt and all of these things and what really happened,” recalls Lopez. 

Earlier in Judy and Rich’s relationship, as portrayed by the screenplay from Eric Champnella, Alex Harris and John Hindman, “there was an earnest time,” she continues. “He thought he was helping raise this kid [Anthony] when he took him on. There was something between him and Judy that was real, as complicated and maybe as dysfunctional and unhealthy as it was.”

Judy Robles “was very open with me” discussing her family dynamics, Lopez adds, “and I was open with her about my own struggles.”

The frank discussions allowed Lopez “to find commonality” in their life experiences, she says, “because at the end of the day, you bring a lot of yourself to these characters. You have to understand something about them that you love and that you understand and that you empathize with … It was a real honor for me to do it and very cathartic for me as well.”

Never miss a story — sign up for PEOPLE's free daily newsletter to stay up-to-date on the best of what PEOPLE has to offer​​, from celebrity news to compelling human interest stories. 

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But sometimes, she says, depicting Judy's story could be difficult. “I struggled on the set a couple of times,” recalls Lopez. “I was like, ‘Ugh, too close.’” The experience also "got me to a different place in my life," she says, noting that acting “teaches you about yourself and you learn things, and it was really a necessary and beautiful experience.”

Unstoppable , from Amazon MGM Studios, will be in limited theaters this December and streaming on Prime Video. It costars Michael Peña and Don Cheadle .

The Toronto International Film Festival runs through Sept. 15.

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UK to provide £162 million package of air defence missiles for Ukraine as Defence Secretary meets international partners

UK to supply 650 Lightweight Multirole Missiles (LMM) through £162 million contract to boost Ukraine’s air defences.

The type of missile that has been supplied to Ukraine

The UK will supply 650 Lightweight Multirole Missile (LMM) systems to Ukraine to boost the country’s air defence capabilities, as part of the new government’s commitment to Ukraine. 

The air defence package will be announced by Defence Secretary John Healey MP today at the Ukraine Defence Contact Group (UDCG) meeting at US Air Force Base in Ramstein – his first as Defence Secretary. At the 24th meeting of the group, the Defence Secretary will set out the UK’s ironclad commitment to Ukraine and urge allies to continue to supply Ukraine with vital equipment.

It comes following a bilateral meeting between John Healey and his Ukrainian counterpart Rustem Umerov in London earlier this week , where the pair discussed how the UK will continue to ramp-up support over the coming months. At that meeting, the Defence Secretary confirmed that £300 million worth of artillery ammunition, procured by the IFU, will start to be delivered by the end of this year to support Ukraine’s war effort.

In keeping with the new government’s commitment to speed up deliveries of aid, the first batch of LMM missiles announced today are also expected to be delivered by the end of this year. 

Today’s package is part of the UK’s work to help step up UK and European defence production - with today’s £162 million order helping to energise the supply chain for the future.  Built by Thales at their Belfast factory, the missiles are highly versatile and can be fired from a variety of platforms on land, sea, and air.   

The package is primarily funded through the UK’s £3 billion a year financial package for Ukraine, and contributions from Norway through the International Fund for Ukraine (IFU) and follows the Prime Minister and Defence Secretary’s commitment to stand by Ukraine will continue for as long as it takes.   

It comes after the Defence Secretary signed a new Defence Export Support Treaty with his counterpart Umerov in July, during President Zelesnkyy’s visit to Downing Street. The agreement will fire up both the UK’s and Ukraine’s defence industrial bases and increase military hardware and weaponry production. The treaty will enable Ukraine to draw on £3.5 billion of export finance to support its war effort.  

Defence Secretary, John Healey MP said:

This new commitment will give an important boost to Ukraine’s air defences and demonstrates our new government’s commitment to stepping up support for Ukraine.  In recent days we have seen the tragic cost of Russia’s indiscriminate strikes on Poltava and Lviv. These new UK-made missiles will support Ukraine to defend its people, infrastructure, and territory from Putin’s brutal attacks. With our international partners today, we will show that we are united for Ukraine. And we will discuss how best we can work together to improve support. Because the security of the UK and Europe starts in Ukraine.

Ahead of the meeting with international partners, the Defence Secretary visited the Joint Intelligence Coordination Centre (JICC) at the Ramstein Air Base. UK Armed Forces personnel deployed at the JICC work alongside allies to analyse intelligence.  

Since Russia’s illegal invasion, the UK has provided hundreds of LMM missiles to Ukraine for air defence, destroying hundreds of Russian drones and other air threats.  

Travelling at Mach 1.5 with a range of more than 6km, the LMM is highly versatile against a wide range of threats, including Armoured Personnel Carriers, fast in-shore attack craft and Unmanned drones.  

This contract with Thales in the UK will further prime the world leading British defence industry to increase production rates, enabling future production to be ramped up.  

Addressing allies at the UCDG, the Defence Secretary will reiterate the UK’s commitment to supporting Ukraine and ramping up the production and delivery of vital equipment.   

A Thales spokesperson said:   

As a strategic partner of UK Government, Thales is proud to be working with MoD to support defending democracy in Ukraine through the provision of our Lightweight Multi-role Missile, delivered from our Belfast site.   Since the start of the conflict in Ukraine, UK MoD and Thales have worked in close collaboration to support the Ukrainian effort by delivering key air defence systems at pace. We are pleased that this contract is the first to be signed under Task Force Hirst, which has been established to deliver a deeper defence industrial partnership between the UK and Ukraine.

Earlier this week, the Government confirmed a milestone moment in international support for Ukraine, with eight countries from across the world having now joined the UK to provide more than £1 billion to the International Fund for Ukraine (IFU), in a significant show of unity from Ukraine’s allies.

The IFU was first launched by the UK and Denmark in 2022 to provide an efficient way for countries to pool resources to buy equipment and weapons to support Ukraine’s most urgent capability needs. The UK has donated £500 million to the Fund to date.  

This is also the first contract approved under Task Force Hirst, a MOD initiative created to ramp up defence industrial capacity and capability, laying the foundation for larger sustained supply of missiles and other key capabilities to Ukraine and, in the longer term, enable industrial cooperation between our two countries.

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