International assignments: implications and practices: a research project from Berlitz International Inc

Canadian Manager, Spring, 1998

This research project was conducted by Berlitz International and PHH Relocation, now HFS Mobility Services, in collaboration with the Institute for International Human Resources, a division of the Society of Human Resource Management (SHRM). The results of the project demonstrate that corporations risk forfeiting any long-term return on their globalization efforts if support for the international transferee's career path and adjustment abroad is perceived to be inadequate in the eyes of the international transferee.

Overview

A changing business climate, including shifting employee demographics, a concentration on globalization and frequent corporate restructuring have greatly impacted overseas assignments. Over the last fifteen years, the number of women, dual career families, and technically-skilled employees have greatly increased in the workforce, and these sub-groups are accounting for a larger percentage of the international assignee population. However, companies have been slow to address the special needs of these employees, which range from spousal career support and educational counselling for children, to using the skills obtained overseas upon repatriation.

Today, corporations must effectively and prudently invest in assigning the most talented personnel overseas and then give them the resources to succeed. The data from the 1996-1997 International Assignee Research Project suggests that companies can increase the success of their overseas assignments by providing programs that adequately address the changing needs of employees.

Best Practices

Best practices in overseas assignments begin with finding the most appropriate individual to accept the overseas position, and concentrating on providing the services and support needed by the employee to effectively complete the assignment and succeed after repatriation. According to the focus group findings, counseling regarding their careers, support in the settling-in process when moving overseas, help in adjusting to the new culture and support in returning home were the international transferee's major requirements for successful adjustment. Similarly, the written survey data pointed out that transferees valued health care, homefinding and settling-in assistance, home leave and repatriation over other programs offered by companies.

Selection

The first step for companies assigning employees overseas is to maintain an active selection process. Keeping an updated list of candidates is vital; but the assessment of potential candidates should go beyond immediate job skills and abilities. Equally important to consider is the employee's situation at home. A single parent sharing child visitation rights, or an employee with a dual-income family will invariably require special attention by the company if an overseas assignment is accepted.

End-to-End Assignment Planning

Once the right candidate has been selected, a timeline should be developed that provides the international assignee with information on the length of the preparation process, assignment and repatriation. In addition, the company should clearly communicate and discuss with the candidate the goals and expectations associated with the assignment. This includes the personal and professional support systems and networks available while overseas, and the anticipated effect of the assignment on the employee's career.

Continued Support

Career planning for the international transferee should be a major focus of the pre-departure planning and repatriation process. Companies should provide the international transferee with access, via phone or internet, to a supervisory team or a human resource executive at the home office. These individuals should be responsible for updating the international transferee on activities occurring at the home office as well as gauging the satisfaction of the employee with his or her overseas assignment. In addition, transferees should have access to a company-sponsored mentor to assist during the adjustment process abroad.

During home leave, companies should provide their employees with face-to-face meetings with mentors, supervisors and human resource managers. These discussions would provide the company with an opportunity to identify problems and make adjustments in services, as well as to discuss the employee's career track and outline steps for repatriation.

Post-Assignment Skills Utilization

Although there may not be an immediate promotion waiting for the employee upon return, companies should tap into the employee's new sills. Using their own transferees' experiences helps companies understand better how to improve future overseas assignments and, in the process, makes the employee feel his or her opinions and experience have value. In addition, an organization should also be debriefed by the international transferee about overseas operations and discuss how the assignment contributed to the overall growth of the firm.

Repatriation Support

The survey and focus group findings revealed that repatriation is a critical process that is often considered by the company to be no more than transportation home for international transferees, their families and their household items. International transferees and their families often experience a great "culture shock" when they return home, often requiring professional assistance. A good repatriation program should include the same level of services as during the original relocation. This includes assistance with schooling, home finding and family counselling. The career counselling of the employee's spouse must also be considered in the repatriation process.