international assignment checklist

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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 .

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A Successful International Assignment Depends on These Factors

• Boris Groysberg
• Robin Abrahams

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

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

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

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Checklist: 7 ways HR can ensure international assignment success

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With the rise of the global workforce and with international assignments becoming a norm, HR leaders and employers are constantly working to ensure successful assignment outcomes .

In making these successes a reality, there are many factors that come into play - medical support, training, security and more to be checked off a list from end to end.

#1 Conduct screenings on potential mobile assignees

#2 carry out standard medical checks and mental health assessments.

Further, don't forget to also assess the employee's mental health condition. If their families or partners are relocating with them, then these assessments should be conducted on them as well. In line with this, there should be a structured support framework, for instance addressing unique family needs.

#3 Provide proper training and support 

#4 make safety and security a key responsibility, #5 ensure proper healthcare access , #6 provide regular end-to-end care and check-ins, #7 support employees in repatriation.

Further, make the most out of what they have learnt through the mobility process - give them opportunities to mentor and support their colleagues who will be relocating.

ALSO READ:  How to address the perceived inequality in expat vs local compensation

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Delivering A Successful International Assignment

Anne morris.

• 9 October 2019

IN THIS SECTION

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

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

This article covers:

International assignment objectives, international assignment structures, employment law.

• Immigration options 

Assignee remuneration

Professional support for international assignments.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Immigration options

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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/ Family Visa UK: Explore Ways to Apply
• Anne Morris https://www.davidsonmorris.com/author/anne/ Ukraine Refugee Aid in UK
• Anne Morris https://www.davidsonmorris.com/author/anne/ Understanding British Values
• Anne Morris https://www.davidsonmorris.com/author/anne/ Family Reunion and Immigration

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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18.7 The International Assignment

Learning objectives.

• Describe how to prepare for an international assignment.
• Discuss the acculturation process as an expatriate.
• Describe effective strategies for living and working abroad.

Suppose you have the opportunity to work or study in a foreign country. You may find the prospect of an international assignment intriguing, challenging, or even frightening; indeed, most professionals employed abroad will tell you they pass through all three stages at some point during the assignment. They may also share their sense of adjustment, even embrace of their host culture, and the challenges of reintegration into their native country.

An international assignment, whether as a student or a career professional, requires work and preparation, and should be given the time and consideration of any major life change. When you lose a loved one, it takes time to come to terms with the loss. When someone you love is diagnosed with a serious illness, the news may take some time to sink in. When a new baby enters your family, a period of adjustment is predictable and prolonged. All these major life changes can stress an individual beyond their capacity to adjust. Similarly, in order to be a successful “expat,” or expatriate, one needs to prepare mentally and physically for the change.

International business assignments are a reflection of increased global trade, and as trade decreases, they may become an expensive luxury. As technology allows for instant face-to-face communication, and group collaboration on documents via cloud computing and storage, the need for physical travel may be reduced. But regardless of whether your assignment involves relocation abroad, supervision of managers in another country at a distance, or supervision by a foreign manager, you will need to learn more about the language, culture, and customs that are not your own. You will need to compare and contrast, and seek experiences that lend insight, in order to communicate more effectively.

An efficient, effective manager in any country is desirable, but one with international experience even more so. You will represent your company and they will represent you, including a considerable financial investment, either by your employer (in the case of a professional assignment) or by whoever is financing your education (in the case of studying abroad). That investment should not be taken lightly. As many as 40 percent of foreign-assigned employees terminate their assignments early (Tu, H. and Sullivan, S., 1994), at a considerable cost to their employers. Of those that remain, almost 50 percent are less than effective (Tu, H. and Sullivan, S., 1994).

Preparation

With this perspective in mind, let’s discuss how to prepare for the international assignment and strategies to make you a more effective professional as a stranger in a strange land. First we’ll dispel a couple of myths associated with an idealized or romantic view of living abroad. Next we’ll examine traits and skills of the successful expatriate. Finally, we’ll examine culture shock and the acculturation process.

Your experience with other cultures may have come firsthand, but for most, a foreign location like Paris is an idea formed from exposure to images via the mass media. Paris may be known for its art, as a place for lovers, or as a great place to buy bread. But if you have only ever known about a place through the lens of a camera, you have only seen the portraits designed and portrayed by others. You will lack the multidimensional view of one who lives and works in Paris, and even if you are aware of its history, its economic development, or its recent changes, these are all academic observations until the moment of experience.

That is not to say that research does not form a solid foundation in preparation for an international assignment, but it does reinforce the distinction between a media-fabricated ideal and real life. Awareness of this difference is an important step as you prepare yourself for life in a foreign culture.

If the decision is yours to make, take your time. If others are involved, and family is a consideration, you should take even more care with this important decision. Residence abroad requires some knowledge of the language, an ability to adapt, and an interest in learning about different cultures. If family members are not a part of the decision, or lack the language skills or interest, the assignment may prove overwhelming and lead to failure. Sixty-four percent of expatriate respondents who terminated their assignment early indicated that family concerns were the primary reason (Contreras, C. D., 2009).

Points to consider include the following:

• How flexible are you?
• Do you need everything spelled out or can you go with the flow?
• Can you adapt to new ways of doing business?
• Are you interested in the host culture and willing to dedicate the time and put forth the effort to learn more about it?
• What has been your experience to date working with people from distinct cultures?
• What are your language skills at present, and are you interested in learning a new language?
• Is your family supportive of the assignment?
• How will it affect your children’s education? Your spouse’s career? Your career?
• Will this assignment benefit your family?
• How long are you willing to commit to the assignment?
• What resources are available to help you prepare, move, and adjust?
• Can you stand being out of the loop, even if you are in daily written and oral communication with the home office?
• What is your relationship with your employer, and can it withstand the anticipated stress and tension that will result as not everything goes according to plan?
• Is the cultural framework of your assignment similar to—or unlike—your own, and how ready are you to adapt to differences in such areas as time horizon, masculinity versus femininity, or direct versus indirect styles of communication?

This list of questions could continue, and feel free to add your own as you explore the idea of an international assignment. An international assignment is not like a domestic move or reassignment. Within the same country, even if there are significantly different local customs in place, similar rules, laws, and ways of doing business are present. In a foreign country, you will lose those familiar traditions and institutions and have to learn many new ways of accomplishing your given tasks. What once took a five-minute phone call may now take a dozen meetings and a month to achieve, and that may cause you some frustration. It may also cause your employer frustration as you try to communicate how things are done locally, and why results are not immediate, as they lack even your limited understanding of your current context. Your relationship with your employer will experience stress, and your ability to communicate your situation will require tact and finesse.

Successful expatriates are adaptable, open to learning new languages, cultures, and skilled at finding common ground for communication. Rather than responding with frustration, they learn the new customs and find the advantage to get the job done. They form relationships and are not afraid to ask for help when it is warranted or required. They feel secure in their place as explorer, and understand that mistakes are a given, even as they are unpredictable. Being a stranger is no easy task, but they welcome the challenge with energy and enthusiasm.

Acculturation Process

Acculturation , or the transition to living abroad, is often described as an emotional rollercoaster. Steven Rhinesmith provides ten steps that show the process of acculturation, including culture shock, that you may experience:

• Initial anxiety
• Initial elation
• Initial culture shock
• Superficial adjustment
• Depression-frustration
• Acceptance of host culture
• Return anxiety
• Return elation
• Reentry shock
• Reintegration

Humans fear the unknown, and even if your tolerance for uncertainty is high, you may experience a degree of anxiety in anticipation of your arrival. At first the “honeymoon” period is observed, with a sense of elation at all the newfound wonders. You may adjust superficially at first, learning where to get familiar foods or new ways to meet your basic needs. As you live in the new culture, divergence will become a trend and you’ll notice many things that frustrate you. You won’t anticipate the need for two hours at a bank for a transaction that once took five minutes, or could be handled over the Internet, and find that businesses close during midday, preventing you from accomplishing your goals. At this stage, you will feel that living in this new culture is simply exhausting. Many expats advise that this is the time to tough it out—if you give in to the temptation to make a visit back home, you will only prolong your difficult adjustment.

Over time, if you persevere, you will come to accept and adjust to your host culture, and learn how to accomplish your goals with less frustration and ease. You may come to appreciate several cultural values or traits and come to embrace some aspects of your host culture. At some point, you will need to return to your first, or home, culture, but that transition will bring a sense of anxiety. People and places change, the familiar is no longer so familiar, and you too have changed. You may once again be elated at your return and the familiar, and experience a sense of comfort in home and family, but culture shock may again be part of your adjustment. You may look at your home culture in a new way and question things that are done in a particular way that you have always considered normal. You may hold onto some of the cultural traits you adopted while living abroad, and begin the process of reintegration.

Figure 18.3

The international assignment requires adaptability.

JT – Euro Note Currency – CC BY-NC-ND 2.0.

You may also begin to feel that the “grass is greener” in your host country, and long to return. Expatriates are often noted for “going native,” or adopting the host culture’s way of life, but even the most confirmed expats still gather to hear the familiar sound of their first language, and find community in people like themselves who have blended cultural boundaries on a personal level.

Living and Working Abroad

In order to learn to swim you have to get in the water, and all the research and preparation cannot take the place of direct experience. Your awareness of culture shock may help you adjust, and your preparation by learning some of the language will assist you, but know that living and working abroad take time and effort. Still, there are several guidelines that can serve you well as you start your new life in a strange land:

• Be open and creative . People will eat foods that seem strange or do things in a new way, and your openness and creativity can play a positive role in your adjustment. Staying close to your living quarters or surrounding yourself with similar expats can limit your exposure to and understanding of the local cultures. While the familiar may be comfortable, and the new setting may be uncomfortable, you will learn much more about your host culture and yourself if you make the effort to be open to new experiences. Being open involves getting out of your comfort zone.
• Be self-reliant . Things that were once easy or took little time may now be challenging or consume your whole day. Focus on your ability to resolve issues, learn new ways to get the job done, and be prepared to do new things.
• Keep a balanced perspective . Your host culture isn’t perfect. Humans aren’t perfect, and neither was your home culture. Each location and cultural community has strengths you can learn from if you are open to them.
• Be patient . Take your time, and know a silent period is normal. The textbook language classes only provide a base from which you will learn how people who live in the host country actually communicate. You didn’t learn to walk in a day and won’t learn to successfully navigate this culture overnight either.
• Be a student and a teacher . You are learning as the new member of the community, but as a full member of your culture, you can share your experiences as well.
• Be an explorer . Get out and go beyond your boundaries when you feel safe and secure. Traveling to surrounding villages, or across neighboring borders, can expand your perspective and help you learn.
• Protect yourself . Always keep all your essential documents, money, and medicines close to you, or where you know they will be safe. Trying to source a medicine in a country where you are not fluent in the language, or where the names of remedies are different, can be a challenge. Your passport is essential to your safety and you need to keep it safe. You may also consider vaccination records, birth certificates, or business documents in the same way, keeping them safe and accessible. You may want to consider a “bug-out bag,” with all the essentials you need, including food, water, keys, and small tools, as an essential part of planning in case of emergency.

Key Takeaways

Preparation is key to a successful international assignment. Living and working abroad takes time, effort, and patience.

• Research one organization in a business or industry that relates to your major and has an international presence. Find a job announcement or similar document that discusses the business and its international activities. Share and compare with classmates.
• Conduct a search on expat networks including online forum. Briefly describe your findings and share with classmates.
• What would be the hardest part of an overseas assignment for you and why? What would be the easiest part of an overseas assignment for you and why?
• Find an advertisement for an international assignment. Note the qualifications, and share with classmates.
• Find an article or other first-person account of someone’s experience on an international assignment. Share your results with your classmates.

Contreras, C. D. (2009). Should you accept the international assignment? BNET . Retrieved from http://findarticles.com/p/articles/mi_qa5350/is_200308/ai_n21334696 .

Rhinesmith, S. (1984). Returning home . Ottawa, Canada: Canadian Bureau for International Education.

Tu, H., & Sullivan, S. (1994). Business horizons . Retrieved from http://findarticles.com/p/articles/mi_m1038/is_nl_v37/ai_14922926 .

Business Communication for Success Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

8 Tips for Preparing Expatriates for Foreign Assignments

Preparing expatriates for foreign assignments is a crucial undertaking for either expansion processes or short-term business travel. The challenge here is to ensure that the employees chosen to go work abroad do so successfully. Much of that effort will be produced by them, but even more important is for the wider company to provide support.

When moving and managing assets - in this case, your talented employees - you want to make sure that all that time and effort isn’t for nothing. You want to make sure the move is compliant and that workflows shared by your team and the expatriate employee are streamlined. 

So what do you need to focus on? Here are eight tips for preparing expatriates for foreign assignments in a successful mobility project. 

• Pre-Move Training
• Sourcing Immigration Support
• Ensure Continued Communication
• Provide Support On The Ground
• Undertake Project Alignment Meetings
• Invest in Knowledge Management
• Provide Home and Host Sponsorship
• Take Into Account Domestic Duties

1. Pre-Move Training

Preparation for expatriation is of utmost importance. This training needs to be well-researched, taking into consideration the potential challenges that employees and mobility teams might face. For example, identify:

Your potential challenges : For example, a specific country could require a specific tax set up for expatriates or business travelers. You’ll have to research the requirements that apply to your expatriation.

Strategies that help you deal with these issues: Some global organizations work with Professional Employer Organizations (PEO) in order to maintain compliance and work in line with cultural requirements. This is one potential solution that you might find appealing.

Areas for cultural training : Cultural expectations can be radically different in one country compared to another - while this may seem like the last thing to focus on, it’s worth spending time looking into cultural differences, just so no accidental faux pas are made.

The overarching goals of the assignment : An expatriation depends on all stakeholders having visibility and an understanding of the reasons for it. 

Local language training : Even if the host country has a good rate of use for your language, it’s worth helping your employee get to grips with the basics.

2. Sourcing Immigration Support

Immigration and the requirements therein are obviously crucial. Border controls, regulatory environments and immigration law are therefore all things to contend with. Now, these can be daunting and confusing, but it’s imperative to fully prepare for them, as they’re some of the first barriers to overcoming when expatriating an employee for foreign assignments. 

You need to make sure that you’re expatriation is in line with national and international immigration policy for both your home and host country. Similarly, visas and short-term or permanent residency applications need to be sent off for. Without these, alongside a considered approach towards global immigration , your overseas assignment won’t be able to continue. 

3. Ensure Continued Communication

Without communication, there’s no expansion. Home and host teams need to be on top of carrying out frequent communications, so that data is acted upon and problems can be solved collaboratively.

Assignees need to be proactive in this and so too do home teams. Communication allows organizations to leverage what’s being learned and respond actively to specific events. On top of that, communication needs to be structured so the learnings and updates shared are easily tracked. Monthly meetings and weekly check-ins are good places to start. 

4. Provide Support On The Ground

Alongside frequent communication, on-ground support also needs to be offered. This is a job for HR teams, who can help expats and their families (if applicable) adapt to their new surroundings. This kind of support covers:

• Finding accommodation.
• Creating bank accounts and setting up payroll in line with host-country regulations ( This is another obligation that a PEO can support you with ).
• Providing health insurance.
• Enrolling children in school (if applicable).
• Preparing accurate taxation processes.

Taxation is one thing to be aware of, as getting the process wrong can result in legal ramifications. Again, this is something a PEO can help support , as they can act as local Employers of Record, managing and deducting taxation at source - making sure your expatriate assignment is compliant in terms of taxation. 

5. Undertake Project Alignment Meetings

Once the critical information regarding the expatriate employee’s assignment, residency, taxation and other requirements has been exchanged with the relevant stakeholders and/or authorities, it’s time for a project alignment meeting.

This meeting should be held between the employee, a host manager or host team and home team. In it, you should identify the potential causes of friction for the assignment and work to strategize mitigation techniques. Similarly, go over mutual expectations held by the home and host team so that visibility and transparency are also captured. 

Overall, you’ll want to firmly pin down issues that may affect:

• Data collection.
• Reporting strategies.

6. Invest in Knowledge Management

Any assignment knowledge generated needs to be properly disseminated to the relevant parties, quickly and efficiently. These lessons are not only worthwhile for future expatriates, but for the wider company itself and how it approaches global marketplaces. 

When we ensure that learning is absorbed and spread across the whole enterprise, we help to reduce mistakes and delays in the future.

7. Provide Home and Host Sponsorship

As we’ve briefly discussed, having home and host teams managing the expatriate are important, but let’s cover that more in-depth. 

Communication via email isn’t the best way to manage a remote employee. To make sure the expat doesn’t feel cut off from home office processes, create teams or ‘sponsors’ that oversee the experience and work of the employee. 

Whether they be points of contact or mentors, these individuals (or wider teams) help to anchor an expat employee to the work in the home country, keeping them updated on any new developments. Both sides help to co-manage and resolve problems when they arise.

Sponsor individuals within the home country are best suited if they too have had experiences with expatriation, because a lot of this management is about empathy - not just looking for hitting the next performance goal. Expatriation is a difficult process, especially if the host country is a radically different place.

8. Take Into Account Domestic Duties

Another tip for preparing expatriates for overseas assignments is to make sure their family is supported.

Some expatriate employees have children and spouses, which sometimes do make an overseas assignment a lot more complex. These difficulties are usually hard to spot, as many employees will be reluctant to share them with employees, due to the size of the project and the personal nature of these difficulties.

It can be the case that the people most likely to be able to help are the last to know, so this is another thing that good communication can help with. From the home country team’s point-of-view, they need to inquire regularly about how the domestic side of the project is going. 

It needs to be made clear that any issues in regards to this need to be made known, but also that no judgment will arise from those issues being aired. Expatriation is a tough process for a family and businesses need to be supportive. This kind of transparency will dramatically help the overseas assignment. 

To discover more about overseas assignments and expansion, we’ve created a fantastic foundational guide that will help you when strategizing your next moves, be they domestic or international. 

The Guide to Global Expansion

There’s a lot of different info out there on the web about taking your business abroad - or even just sending an employee overseas. To help cut through the noise, our detailed guide will help your business’ journey to expansion.

Inside, you’ll discover more on expansion methods, the crucial considerations and further information on PEO. Just click the link below to get your copy.

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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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International Assignments: Who's Going Where and Why?

What does the global-mobility landscape look like today?

According to global relocation services provider Cartus’ recent 2013 Trends in Global Relocation Survey, younger employees are most interested in taking international relocation assignments, with career development being the main reason, and sequential assignments are on the rise.

The survey’s findings shed light on who companies are moving (and where), what criteria they are using to select their mobile talent, and how they’re linking talent management to global mobility.

Assignee Demographics

The demographics of the expatriate population appear to be steady in terms of gender, with the percentages of both men (79 percent) and women (21 percent) shifting only slightly from 2012.

Generation X employees (56 percent) represent the largest age group of transferees. Baby Boomers (20 percent) posted a slight increase over 2012, while the youngest group—Millennials, or Generation Y (20 percent)—showed a significant increase.

Married expats with accompanying families are still the most common but have become a smaller percentage of global workers over the past six years. The category of those “married and traveling solo” has gained the most in percentage points over this period.

In general, younger, single male employees are showing the highest interest in global assignments, according to the survey. Women, Baby Boomers and employees with families are showing less interest in working abroad.

This profile holds true when the destination is an emerging market.

“Given the issues with schooling, housing and in many cases security, the lack of interest among assignees with families is not surprising,” the report said.

Some of the respondents’ comments include:

• “Dubai and the Middle East have their limitations for certain lifestyles. People with family are not so open to move their family to areas with little infrastructure.”
• “There is low interest in African regions.”
• “Employees seem to be less interested in going to certain locations if assignment allowances do not properly reflect the hardships that exist in the new work/life environment.”
• “As the quality of lifestyle in emerging markets can vary when compared to a developed country, it is difficult for entire families to relocate to these types of countries. We have implemented two-year assignments in these regions, which seem to be working, with a limited time in more challenging environments.”
• “Although Millennials are interested in these types of assignments, we need highly experienced people to go in and develop our emerging markets, so sometimes the interest and the experience needed to be successful are out of sync.”
• “Employees with families tend to shy away from emerging markets. They look for places with more stable economies and social systems, especially for reasons of safety, security and schooling. They are also concerned about fluctuations in currency and overall earning and savings power.”

Most and Least Desirable Locations for Assignments

When asked which of the developed countries generated the most employee interest for assignments, the clear choices were the U.S., U.K., Australia, Singapore and Canada.

Tier I India and China (developed cities such as Mumbai and Shanghai) ranked as the locations that workers were most resistant to relocating to among the developed countries, indicating these are still perceived as challenging markets.

For emerging-market locations, Brazil topped the list of nations to which employees most wanted to go, followed closely by the United Arab Emirates. Among the emerging-market countries that professionals were reluctant to work in are Nigeria, Saudi Arabia and Russia. Notably, Tiers II-IV for both India and China show up as generating significant interest and resistance. “This is likely attributable to the fact that as booming markets, they offer significant opportunities but also major challenges in infrastructure and other areas,” the report explained. “They are likely to be perceived differently depending on the assignee’s experience, appetite for adventure, and perception of the market’s importance to company goals.”

Motivating Factors

When asked for the main reasons why employees accepted an international assignment, companies said that while attractive compensation was named by a third of respondents (34 percent), the main motivating factors for employees were career development and advancement.

“This finding is a clear indicator that now is the time for companies to really start focusing on creating synergies across HR and businesses in order to ensure assignees are no longer ‘out of sight, out of mind’ and they are aware that the company is also focusing on their career. If employees’ value is not recognized, particularly the Gen Y/Millennial population, attrition rates will continue to rise,” according to the report.

Qualifying Criteria

As for the business criteria and qualifications that organizations seek when considering someone for an international assignment, leadership potential (80 percent) and technical skills (75 percent) were cited the most. A significant number of respondents (61 percent) also noted that the criteria depended on the project. Notably, only 33 percent are factoring in minimum performance ratings in selection criteria.

Flexibility and the ability to adapt to fluid circumstances (71 percent) led the list of behavioral characteristics businesses look for when considering an employee for an assignment abroad.

Second and third on the list of behavioral traits were career orientation and the desire to advance (63 percent), and the ability to work productively in an independent setting (57 percent).

Questioned about the family criteria their organization takes into account when considering someone for an international assignment, 68 percent of respondents said family status was not considered, while 25 percent said family criteria depended on the project.

Linking Talent Management and Global Mobility

When asked whether they agreed with the statement “The impact of an international assignment on an assignee’s career is positive,” 82 percent said yes, a 30 percent increase from 2009. “This supports the feeling that companies are paying more attention to, and realizing the importance of, how international assignments support employee growth, business value and retention,” the report said.

Building effective linkages between talent and global mobility will help ensure that assignments truly contribute to company business strategies, the report said.

According to respondents, the most frequently implemented strategies were:

• Ensuring assignment objectives are incorporated into the employee’s performance review while on assignment (62 percent).
• Collaborating with HR to ensure that employee performance ratings are considered for all workers on overseas assignments (60 percent).

The top three strategies under consideration:

• Tracking postassignment employee advancement (63 percent).
• Tracking postassignment employee retention (57 percent).
• Developing a global talent pool for future assignments (56 percent).

Sequential Assignments Rising

Not all expatriates get to return home after an assignment. Fifty-eight percent of respondents have either many (13 percent) or a few (45 percent) “global nomads” who are on back-to-back assignments. More than half (57 percent) expect the sequential-assignment trend to stay about the same, and about a third (31 percent) expect the trend to increase.

Of organizations that said they have sequential assignments, 80 percent said they were typically long term, and the most frequent demographic profile was an older employee, Generation X worker or a Baby Boomer. This supports a general trend of companies sending more senior employees on this type of assignment, often with newer employees accompanying them for professional development, the report said.

Repatriation Lacking

Responding organizations ranked repatriation and career development highest among aspects of their relocation programs they most want to improve.

More than half (58 percent) of companies said they did not offer formal repatriation programs. Of those that offer these programs, only a third (33 percent) typically offer repatriation programs for long-term assignments. The most common reasons given for not offering these programs were lack of perceived value by the organization (60 percent) and cost considerations (35 percent).

Roy Maurer is an online editor/manager for SHRM.

Follow him at @SHRMRoy

Related Articles:

Developing an Effective Global Mobility Program , SHRM Online Global HR, August 2013 International Assignments Expected to Increase in 2013 , SHRM Online Global HR, May 2013

Managing International Assignments , SHRM Online Templates and Samples, July 2012

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Given more signs of an economic recovery, you would like to take a fresh look at your company’s international assignment policies to make sure they are competitive and aligned with business objectives. What steps can you take?

Signs of economic recovery, particularly in emerging markets, and a continuing mismatch in talent supply and demand mean that multinational employers must continue to deploy workers outside their home countries. Yet, the total cost of moving a senior executive with family abroad for a multi-year commitment, including compensation, benefits and special accommodations, can easily be three times base pay. Mercer has compiled a checklist of 12 action items that multinational organizations can take to make sure they optimally manage their international assignments.

1. Take a fresh look at strategy vs. reality. Many expatriation programs grow organically. In some cases, stated policies are undermined by serial exceptions allowed to expatriates in different countries. Organizations should determine whether they are operating by the rules. If exceptions have become the rule, it may be time to review policies. Also, organizations should consider whether their expatriate program is really part of the company’s overall talent management strategy. Has the mobility program grown in response to a perceived urgent need or to develop top talent by giving them exposure outside their home country?

2. Divide and conquer. Treating globally mobile employees as a homogeneous group that needs similar, robust compensation, benefits and support structures may mean that organizations are providing too much in some cases. Organizations should consider segmenting their expatriate population by type of assignee and type of assignment. Introducing flexibility into expatriate compensation packages can reduce investment in human capital without hurting corporate goals.

Also, employers should consider distinguishing between “developmental” assignments and “strategic” or “critical needs” assignments. Developmental assignees often consider an international assignment as a way to gain significant experience and do not expect to be treated as though they are “equalized to home.” These workers may be satisfied with compensation packages similar to those in the host countries without many of the allowances and benefits associated with a traditional full expatriate package.

3. Consider “local plus.” Employers should look critically at why each expatriate is working away from his or her home country. Are some employees on temporary international assignments with the intention to repatriate them after the assignment is over? Or are some employees locally hired foreigners or directly hired on one-way or indefinite assignments? For the latter types, a more localized or “local plus” package may be more appropriate than a traditional expatriate package based on maintaining ties to a home country.

4. Mark your bench. Compensation and benefit levels change dynamically based on many factors outside organizations’ control. Employers that have not benchmarked their expatriate program and policies to see what the market is doing may be wasting money by over-compensating or risking attrition by under-compensating. Benchmarking can be based on assignment locations, type of assignee, or industry practices.

5. Tend to family matters. Unhappy spouses, partners or children can make expatriates’ lives so conflicted that they give up and return home before completing their mission. Organizations should consider whether they are spending enough energy on the front end preparing expatriates and their family members for life in host countries. Importantly, stay in contact with them continually throughout the assignment.

6. Make sure emergency exits are accessible. The political upheavals and natural disasters of 2011 demonstrated ways expatriates and their families can be put in sudden danger. Organizations should not wait until another disaster happens before reviewing their emergency policies for expatriates, including swift evacuation.

7. Localize. Depending on the country, the sensitivity of the project and availability of talent, organizations may find it makes sense to hire locally rather than to send an expatriate from a home country. Or, they may be able to localize expatriated employees by aligning their compensation and benefits package with local market levels. Conversely, they may be relying too much on localization. Localizing an expatriate may not always be appropriate and can cause potential business disruption and unwanted attrition.

8. Consider your choice of cost of living adjustment (COLA). Organizations should re-examine the assumptions made when choosing how to compute cost-of-living allowances. Adjustments for cost-of-living differences in host countries can be done in a number of ways. Choices depend on overall assumptions on employees’ familiarity with host locations and cost elements already addressed in other allowances or benefits. Changing the COLA index can be both cost effective and realistic.

9. Equalize taxes, but do not go overboard. To minimize the financial impact of income taxes on the assignee, most organizations adopt a tax equalization policy. Doing so requires a surprising number of assumptions about hypothetical taxes. Some employers have saved millions of dollars by auditing their tax equalization policies and adjusting them to more equitable levels.

10. Make sure your housing policy is realistic. Expatriate housing is one of the highest-cost components of almost every assignment. Organizations should take time to establish appropriate, reasonable-cost rental guidelines for all assignment locations and make sure these are clearly communicated in advance to potential expatriates and the relocation firms that will help them find accommodation. If possible, require top management approval for any exception requests.

11. Stay current with currency fluctuations and inflation. The global economic crisis (and persistent inflation in some countries) has resulted in some gyrations in currency exchange rates and purchasing power between home and host countries. Organizations should examine their policies and adjust for such fluctuations. They do not want to penalize expatriates for being on the wrong end of a big shift in exchange rates or relative prices, yet they do not want to enrich them if rates move in their favor.

12. Welcome “repats” back. Even employers with mature, well-developed expatriation programs drop the ball when expatriates return from years of service in host countries. And returning can be as stressful as making a new life in a host country. What communication programs are in place to ease the transition back home? Do you have a specific job in mind for each “repat” after the current assignment ends?

Source: Mercer; http://www.mercer.com .

International Assignment Management 2022 

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1. Changing international assignments

• Initial research conducted amongst global businesses in 2021, as Covid-19 was controlled showed that a mobile workforce was still integral to future working plans. Although most expat assignments were likely to follow the traditional format, the area was not unaffected by change. We delved into the alternative options businesses were using to achieve business goals while satisfying employee demand for more flexibility around ways of working. 

2. Managing commuter assignees

3. managing short term assignments.

Another option for employers with a specific goal to achieve is to send an employee on a short-term assignment of less than a year. A short-term assignment can be a cost-effective option when the goal is to transfer resource, knowledge, or skills.

This kind of task may mean some employees have to be separated from spouse or family for a time. But a short-term assignment may still be a better option if their partner has a career of their own or if children are at pivotal points in their education. We investigate how employers can prepare expat assignees for a short assignment and most importantly how to help them prepare for their return. 

Managing Virtual Assignments

Managing expat assignments post pandemic.

Following the cataclysmic shift in the working world that has occurred in the last few years. Employees are looking for more flexibility from their employers than ever before. Employers are answering this need with remote or hybrid working options and a stronger focus on health and wellbeing in the workplace. How is this translating into the world of the globally mobile workforce? We look at considerations your company may wish to consider to make the most of expat assignees in your business.

There is no denying there is a lot to think about when it comes to the future of expat assignments in your business. 

There is one thing we can take off your plate, that’s group international health insurance for expats . Our range of products can be tailored to meet the needs of your business. Get in touch today to see how we can help your employees access private healthcare while on assignment. 

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• GENERAL TRAVEL

The Essential International Travel Checklist PDF for Newbies

Liz is a collector of grand adventures. She first discovered her passion for meaningful travel wh...

• Before You Go
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So you’ve decided to take the leap into international travel and your trip is just around the corner… but now what? The plan is in motion and anticipation sets in. Whether you’re planning to study , volunteer , work , intern , and just embark on a grand adventure abroad , any form of international travel is best planned ahead of time. After all, there are more things to do before traveling than just packing a suitcase and booking a flight (try our Flights page for discounted airfare for students!).

Whether you’re an organization freak or just want to prepare yourself in the best way possible, you need a clear plan with clear steps. A before travel checklist is the way to go.

Are you ready to GET YO’ TRAVEL ON?

No idea where to start? Lucky for you, GoAbroad has you covered! Here you’ll find the ultimate international travel checklist , complete with a planning timeline and packing list to make things easy for you. From the essential to-do’s , like picking your program and applying for visas, to finalizing itineraries and saying goodbye to family and friends, our pre-travel checklist will walk you through the six months leading up to your big trip abroad.

[ Download Our Meaningful Travel Checklist PDF Right HERE ]

It’s baby steps from here on out! Get moving on your to-do list early to eliminate the stress that comes with preparing for overseas travel. If you pace yourself now, you’ll be able to enjoy your trip abroad to the absolute fullest when the time comes!

A timeline of things to do before traveling

From the moment you decide to embark on travel abroad, it’s time to start planning. In fact, it’s never too early—the sooner you start to tick off items on your before travel checklist, the sooner you can relax and have fun!

3-6 months before departure

First things first: You need to pick a program (if you haven’t already). This first step is the most important, as it will determine how you go about planning in the coming months. There are endless opportunities for meaningful travel abroad, so if you’re feeling overwhelmed by the options, you aren’t alone. But selecting your program is the fun part (think online shopping!), and GoAbroad’s Online Advisor can help. Simply make a profile with your personal details and wildest travel dreams, and we’ll match you up with the best programs to help you reach your goals.

 Submit your application several months in advance—the earlier the better—and once accepted, you can start working on the travel logistics. Do you have a valid passport? If you’re an international travel virgin, you’ll need to apply for one right away. Make sure it’s valid for the dates of your trip. Have you booked flights? Are there visa requirements? Give yourself plenty of time for the paperwork. Does your program have additional requirements? Do you need a TEFL certification? What about CPR? Get crackin’ early so you aren’t pressed for time.

You’ll need to sort out your funding at this stage, too. Start budgeting to save for your trip, or look into scholarships and fundraising to cover what you can’t afford. Travel abroad can put a big dent in your bank account, but as long as you have a game plan, the price will be totally worth it. 

1-3 months before departure

Get a stellar haircut and tie up other loose ends, like doctor’s appointments or visits to the bank.

If you’re planning for an extended time abroad, your international travel checklist should include all of the necessary appointments to make sure you’re in optimum health for travel abroad. Schedule checkups with your dentist, doctor, and any specialists, sort out prescription medication for the length of your trip, and maybe even visit your hair stylist to make sure you’re feeling and looking good before you go! 

Your trip preparation checklist isn’t all tedious paperwork in the first several months. Now is the time to spread the word! Tell your family and friends so they can share the excitement with you, let your school or employer know about your plans so they can prepare for your departure, and connect with in-country staff to get more information about your program. Get inspired: do some research on your destination. Read guide books or novels by local authors. Reading ain’t your thing? Check out a documentary or listen to some music to get in touch with the country’s roots. The more you learn, the more real your trip abroad becomes!

One month before departure

Time is flying by! A month may sound like a long time, but you’ll be on that plane in no time. With your departure date quickly approaching, now is the time to hunker down and think about what still needs to be accomplished on your before travel checklist. No more procrastination!

Before you start on your one-month before travel checklist, make sure you’ve checked off any outstanding paperwork for visas and passports. Are your flights booking, programs confirmed, and budget in place? Once this is out of the way, your international travel checklist will help to finalize the fine details. Confirm your travel itinerary and accommodations with your program and lay the groundwork for any personal travel. If you plan to veer away from the group, think about transportation and hostel arrangements.

Next on the trip preparation checklist: start to tie up the loose ends. Buy the essentials from your packing list and say goodbye to friends, family, and your favorite restaurants. You don’t realize it now, but a Chipotle craving is bound to happen while you’re abroad, so eat that burrito and don’t feel bad about splurging on the extra guac!

Impt item on you before travel checklist: Eat all the guac you can!

Need to brush up on those language skills? Buy a pocket dictionary or download Duolingo for your free time to brush up on key phrases and slang of your destination. You’ll want to pat yourself on the back when you can find your way around or have a short conversation with locals without a translator. 

Speaking of communication, make a plan with family and friends on how to keep in touch while you’re abroad. You won’t want to be tied to your phone or social media, but it’s a good idea to find an outlet to share your travels with those at home. Ever considered blogging?

Start getting EXCITED! This is the time to celebrate and have fun before your big adventure. Don’t forget to throw yourself a going away party, so all your besties can wish you bon voyage! 

One week before

The time has nearly come! At this point, there aren’t too many things to do before traveling. In a perfect world, your before travel checklist should be all checked off. Your passport and visa are ready, itineraries are finalized, necessities have been purchased. If you’ve been on top of your international travel checklist thus far, your last week will be a breeze.

There are just a few things left on your pre-travel checklist during your last week before departure. If you haven’t already, you’ll want to purchase travel insurance . Some programs include this in the program fee, so best to check with them first. If not, get this sorted right away—and no cutting corners with this one! You never know what can happen, and you’ll want the best coverage possible in case of emergency while abroad. 

One of the most important things to do before traveling is packing your bags—smartly. Don’t overdo it!

Don’t forget to contact your bank and let them know you’ll be traveling. You don’t want to run into difficulties with credit or debit cards while you’re overseas. Enquire about travel cards, or think about exchanging currencies so you have cash for your first week or two after arrival.

And last, but not least, pack those bags! Make sure you keep two copies of all travel documents and IDs in your carry-on, along with some clean underwear and a toothbrush. As for the rest, your program should provide you with some must-haves before you set off on your trip abroad.

Download our travel checklist PDF ! 

Are you ready to take the plunge into international travel? If you’re committed to meaningful travel abroad, it’s time to get the ball rolling on the prep work. Download GoAbroad’s ultimate pre-travel checklist PDF to get organized for your trip abroad. Straightforward and simple, our international travel checklist will make your life a million times easier while preparing for travel!

 Not only do you get the essential international travel checklist, but GoAbroad has thrown in a bonus packing list. Whether you’re going for a week or a year, you’ll have the essentials covered. In addition to comfy clothes, don’t forget a few key items: 

• Your passport!
• Cash and debit card on hand
• Travel-sized toiletries
• Any medications or vitamins you need
• Sunscreen and bug spray
• Headphones, chargers, and adaptors
• Translating device
• Earplugs and eye mask
• A good book and journal
• Walking shoes and flip flops
• Emergency contacts for your program staff
• Extra underwear—remember, you can never have too many undies! 

Your daypack should carry all the essentials: ALL paperwork, toothbrush and deodorant for those journeys that turn into days on end without a shower, something cozy to snuggle on the plane, snacks, and anything else to make your trip more enjoyable. 

You’re ready to make all of your life abroad and international travel dreams come true.

Remember to pack light! It can be easy to over-pack, especially when preparing for an extended overseas trip. Less is more when packing for your trip abroad. Whether you’re packing for a short-term volunteer stint or a year working overseas , the strategy is the same. Stick with clothing that can be layered or hand washed, and leave heavy books, high heels, hair dryers, and random accessories at home. You’ll be able to buy any clothes you need and most toiletries upon arrival, and that extra suitcase room will come in handy later for souvenirs.

You’re ready to get those travel plans rolling

That wasn’t too bad now, was it? Now for the fun part: stop daydreaming and put those travel plans into motion. With the right preparation, you’ll be ready for every excitement and challenge that comes with travel abroad. Throw your stresses behind you and dive headfirst into the trip of a lifetime. Adventure awaits!

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