the international assignment meaning

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

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.

Partner Center

• 02074940118
• [email protected]

Delivering A Successful International Assignment

• Anne Morris
• 9 October 2019

IN THIS SECTION

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

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

This article covers:

International assignment objectives, international assignment structures, employment law.

• Immigration options 

Assignee remuneration

Professional support for international assignments.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Immigration options

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

About DavidsonMorris

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

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

Contact DavidsonMorris

Sign up to our award winning newsletters, we're trusted, trending services.

DavidsonMorris Ltd t/a DavidsonMorris Solicitors is a company Registered in England & Wales No. 6183275

Regulated by the Solicitors Regulation Authority No. 542691

Registered Office: Level 30, The Leadenhall Building, 122 Leadenhall Street, London, EC3V 4AB

© Copyright 2024

Website design by Prof Services Limited . 

Intercultural and International Business Communication

The international assignment, learning objectives.

By the end of this section, you will be able to:

• 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., & Sullivan, S. (1994). Business horizons . Retrieved from http://findarticles.com/p/articles/mi_m1038/is_nl_v37/ai_14922926 at a considerable cost to their employers. Of those that remain, almost 50 percent are less than effective. Tu, H., & Sullivan, S. (1994). Business horizons . Retrieved from FindArticles.com: http://findarticles.com/p/articles/mi_m1038/is_nl_v37/ai_14922926

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). Should you accept the international assignment? BNET . Retrieved from http://findarticles.com/p/articles/mi_qa5350/is_200308/ai_n21334696

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

The international assignment requires adaptability. FIGURE 18.3: © 2010 Jupiterimages Corporation

The international assignment requires adaptability.

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

• 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.
• Communication For Business Success. Authored by : anonymous. Located at : http://2012books.lardbucket.org/books/communication-for-business-success/ . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike

Privacy Policy

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 .

• Cost of living
• HR Most Influential
• HR Excellence Awards
• Advertising

Search menu

Gareth Wadley

View articles

International assignments: Key issues to consider

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

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

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

What is an assignment?

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

Potential assignment structures

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

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

Which is best?

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

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

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

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

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

Looking forward

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

Gareth Wadley is principal associate at Eversheds

Further reading

Paying your way: International tax and benefits

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

Companies expect to increase international assignments

How territorial jurisdiction works

Hot topic: Key issues for the new government

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

Your new international assignee: The cross-border commuter

Businesses fail to track cost of overseas assignments

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

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

Quick Links:

SHRM Online  Global HR page

Related Content

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

As artificial intelligence technology continues to develop, the demand for workers with the ability to work alongside and manage AI systems will increase. This means that workers who are not able to adapt and learn these new skills will be left behind in the job market.

Employers Want New Grads with AI Experience, Knowledge

A vast majority of U.S. professionals say students entering the workforce should have experience using AI and be prepared to use it in the workplace, and they expect higher education to play a critical role in that preparation.

Advertisement

Artificial Intelligence in the Workplace

​An organization run by AI is not a futuristic concept. Such technology is already a part of many workplaces and will continue to shape the labor market and HR. Here's how employers and employees can successfully manage generative AI and other AI-powered systems.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

Will it boost or harm your career?

• February 1, 2021

There is no suspicion that working abroad is romantic. Living in a culture with different languages, habits, and working styles is an exciting and once-in-a-lifetime experience. It can not only much promote your career development, but also broaden your horizons. However, what many companies now call “global” assignments has some disadvantages. Some parts of the world are indeed dangerous for some visitors, but in most postings worldwide, the challenges are related to different cultures and ways of doing business. Here are some pros and cons of an international assignment to help you decide if it is a smart career move.

Table of Contents

Pros of international assignment, international work experience.

Indeed, the world is growing and becoming more and more mobile and accessible. This is the main driving force. Business leaders today are not geographically constrained. Work experience in an international corporate environment and culture is often described as a prerequisite for most senior positions at major international companies. Instantly add diverse and multicultural elements to your portfolio and experiences to make them more appealing to your position on a global scale.

Global companies are paying more and more attention to international diversity, and there is no sign that this trend stops. Therefore, the overseas experience gained by international mission professionals will help those seeking senior management positions. If you are one of these ambitious professionals, the question should be whether you can afford not to participate in the international assignment?

The company devotes substantial resources to expats international assignments. Allocation itself is usually performed for a specific purpose, and ROI is an important goal. For example, you can transfer assignees with specific skills to a new location to lead a project that is considered essential. Therefore, being selected for a job is usually a compliment, but it is also an opportunity. A successful project overview allows you to prove that you are the assignee and develop your career from the benefits of success. If you can withstand the pressure, then your international assignment can prove beneficial. Are you ready to move forward and succeed?

Experience Different Ways of Doing Business

Learning a particular field and working in that field in the same country means a fairly fixed set of expectations and assumptions. Overall, understanding how other countries treat your industry and business can be an excellent way to open yourself to new ways of doing things. The best part? Wherever you are, you will get these learning outcomes.

Diversify Your Income

When it is difficult to predict what will happen politically, earning income in different currencies is an excellent way to diversify risks and protect the financial future. For example, in the past two years, the pound sterling value has changed 30% from the value of the euro. If you are particularly interested in the domestic economy, relocation is still a way to obtain better salaries and employment opportunities in a more stable business environment.

Explore the world

If you are passionate about traveling, nothing is better than working abroad. Not only you experience the country more deeply, but you can also get rewarded for it. You do not need to spend two weeks to get to know the country’s culture and personality directly. This is also an excellent opportunity to explore neighboring countries. If you are learning a language, immersion in the countryside is also an excellent way to quickly improve your skills.

Cross-Cultural Communication

Cons of an international assignment, emotional problems.

Life as an expat is a rewarding experience. However, it can be challenging. Loneliness, culture shock, and nostalgia usually overwhelm foreigners, and not all migrants are ready to face this strong, perhaps new emotion. The combination of pain and diligence described above has reportedly resulted in high burnout among professional immigrants.

Less Job Flexibility

You love your new country, but do you hate work? Unlike going home, if your position is not suitable for you, you can shop here. Working abroad may mean that your job is linked to your visa. Even if you are not restricted by a visa, your lack of language skills and local experience may limit your escape options.

Interrupted Career Progression

For outsiders, “Out of sight, out of mind” can be a very familiar word. Even if you live in the same company, you do not go out every day or work in different time zones. This means that good impressions are slowly disappearing and are no longer the number one promotion. In the country of visit, it may be necessary to take a junior position due to a lack of local experience or limited language skills, which can feel like a step back professionally.

Cultural and Language Barriers

Among foreigners who cannot establish the necessary business relationships or live daily lives, posting emails in places where there is a tremendous cultural difference or where communication in a new language is required can cause trouble. Non-traditional families, such as gay couples, may face cultural resistance and pressure, making assignment management difficult in the long run

Legal risks

Domestic work laws and regulations regarding wages, taxes, and pensions usually differ between residents and foreigners. As with immigration requirements, compliance with legal requirements must be ensured.

Technological change

Your country’s technology can lag foreign countries for several years. After returning home, it may take several months to digest all the changes.

As global mobility increases, many employees want foreign stamps on their passports to support their personal growth and career development. They are increasingly looking for commuters, rotational, expatriate, or other alternative jobs to build resumes. International assignments are an essential tool for international career development. In this case, employees with international experience are the greater wealth for the organization.

Some potential business traveling international career in which global travel is usually necessary like international accountant, marketing and sales International missions help improve cultural literacy, promote foreign language learning, expand professionals’ network, and broaden their horizons. But of course there are always pros and cons of an international assignment.

If you need a Global Digital Nomad insurance, make sure to check out SafetyWing.   Booking through this link will get you a 5% discount. 

Subscribe to the Globexs newsletter

We are passionate about Global Mobility, and we would love to share our enthusiasm with you. But we are also dedicated to efficient communication. Please let us know what topics you are interested in so that we only send you newsletters with relevant information.

Join the local Globexs expat community

Join our Facebook groups in Spain:  Expats living and working in  Valencia,   Madrid , Malaga , Barcelona , Asturias and Basque Country . 

Join our Facebook groups in Belgium:  Expats living and working in Antwerp , Brussels and Ghent .

Join our Facebook group in Holland:  Expats living and working in Holland

Looking for a furnished apartment?

Are you a digital nomad, a teleworkers or a remote worker and you have the freedom to work from anywhere? Check out our selection of furnished rental apartments.

Related blogposts

Relocation tips when moving to Valencia

Why Valencia is such a popular destination for foreigners relocating to Spain Moving to Spain from another European country is on the bucket list of

Living in Madrid: Exploring the Pros and Cons

Madrid may be one of the best cities in Spain and Europe in general. Getting the opportunity to live here is an experience of a

Moving to Madrid: Everything you should Know

Madrid, Spain’s pulsating heart and capital, beckons expats with its unique blend of modern vibrancy and rich historical tapestry. Revered for its cultural depth, Madrid

• Corporate housing (6)
• Corporate rentals (1)
• Expats in Belgium (19)
• Expats in Spain (49)
• Global mobility (101)
• Info for owners (2)
• Invest in Valencia (4)
• Legal advice for expats (4)
• Moving to Madrid (2)
• Moving to Malta (2)
• News from Globexs (14)
• Property management Valencia (2)
• Valencia city (29)

Recent Posts

Foreigners in Valencia are trying to wrap their head around Fallas

• March 11, 2024

The flamingos are back in town!

• February 24, 2024

• February 7, 2024

Best areas to live in Madrid

• January 2, 2024

• December 18, 2023

• December 14, 2023

Living in Malta as an Expat: The Pros and Cons

• November 29, 2023

Where to rent a property in Malta?

• November 22, 2023

Different rental contracts options in Spain for landlords

• November 7, 2023

Pros and Cons of living in Brussels

• October 20, 2023

The Globexs experience

At globexs we all agree that our job is making people feel welcome. globexs is, in essence, a people-company: people working for people. us working for expats. we are the little tap on your shoulder and the voice whispering in your ear that everything will be allright 👌., this is the globexs experience, and this is what distinguishes us from traditional rental companies..

Pros and Cons of International Expat Assignment 

Are you trying to work out if a short-term international assignment is for you you may be considering applying for an opportunity or you may have an offer of an overseas role on the table, either way there’s a lot to think about. making the decision to work overseas, even in the short-term, has the potential to have long-term repercussions for your life and career., what is a short-term international assignment [sia].

A short-term international assignment is the deployment of an employee overseas to complete a task usually within a period of three months to a year.

Short-term international assignments became popular early in the millennium as a means of addressing recruitment gaps, talent shortages and focusing on strategic global projects. Their popularity grew during the financial crises as a less expensive form of global mobility.

In the post-Covid world, SIAs are a means of offering increased flexibility to employees who want to gain some international experience without committing to the traditional three to five years overseas.

Like every decision in life, there are positives and potentially some challenges when it comes to moving abroad for work.

What are the pros of a short-term  international assignment?

Opportunity to work overseas, increased experience of global marketplace, leadership potential, improved network.

Working overseas will enable you to broaden your network. While completing a short-term expat assignment you are likely to work with:

·         Global mobility team

·         Human Resources/People Department

·         Senior Management

·         Colleagues at all levels in your new office

·         A new range of stakeholders

·         Customers in a different market

Opportunity to travel 

Opportunity to learn a new language.

Depending on where your short-term assignment is based it may provide an opportunity to learn a new language. You do not necessarily need to be fluent in a language for it to have positive benefits for your career.

Attempting to speak another language allows you to engage with colleagues in your short-term home in a more meaningful and immediate way. It has also been shown to have cognitive benefits too. People who speak more than one language have improved:

·         Critical thinking skills

·         Problem solving skills   

·         Memory

Spouse can retain their career

Children can stay in their current school, what are the cons of a short-term international assignment.

Of course, any kind of change has potential negative side effects to be aware of too. What these are will depend on your circumstances, but some potential downsides may include:

1. Potential for interrupted career progression

Moving overseas may mean you are ‘out of sight, out of mind’. Depending on your company, not being around every day and difference in time zones may mean the good work you are doing is not as visible to centralised management. This isn’t always a difficulty, but it might be something to be aware of depending on your business. 

2. Pressure to deliver 

As a short-term assignee, you are likely to be under pressure to hit the ground running and achieve a lot in a short period of time. You are unlikely to have the luxury of spending the first few months settling in. There may be pressure on you to make changes quickly before you have had a chance to build relationships or get colleagues at a local level on board.

3. Culture shock

The risk of culture shock is even higher with short-term assignees because you may not have the same time to adjust as your long-term counterparts. Comprehensive pre-departure training is important, so you have as much information as possible about life in your temporary home. 

4. Expat loneliness

If you decide leaving family in your home country is the best option then there is a chance you may suffer from expat loneliness while you are away. Building new and maintaining existing relationships while overseas is really important. If you feel lonely , check whether your international health insurance has an expat assistance programme that provides you with access to a trained professional for assistance. 

5. Maintaining relationships at home

Your relationships with friends and family at home are important. Leaving may prove difficult but technology makes it easier than ever to stay in touch. 

6. Relationship issues

If you decide to take the assignment, your partner may have to remain at home for work or family commitments. This can impact your relationship . While you struggle with a new role in a new country, they are left carrying the emotional load at home and often completing all the tasks you used to help with. 

7. Repatriation

Do not underestimate the challenge of returning home once your assignment is complete . Particularly if you settled well and enjoyed the work. Changes may have happened in your home office that mean:

• You are not returning to the same role you left

• Goals and objectives may have changed since

• You may have to readjust your ways of working once again 

Agreeing to an international assignment is a big decision for a range of professional and personal reasons. We hope this will help you to work out what yours are so you can make the right decision for your circumstances. 

If you do decide to accept an assignment, don’t forget you will need international health insurance to access private healthcare should you need it while you are away.

Related articles

The dangers of vaping

Discover the health risks of vaping, from heart and lung damage to addiction. Learn about global efforts to regulate e-cigarettes and protect your health.

Mental Health and Long COVID

Long COVID can result in a number of mental health issues for patients, and it’s important to know the signs, symptoms and how to manage them.

How to deal with gaslighting

Gaslighting is a form of manipulative behaviour that attempts to make you question your memories or perception of reality and can even make you think you’re going crazy.

How to Manage Long COVID as an Expat

Getting sick while living abroad as an expat can be challenging. Here is some crucial information to know if you’re an expat wondering how to manage long COVID.

Living with Rosacea: Tips and Tricks

While we all may experience a flushed complexion every now and then, living with rosacea can be much more difficult.

Managing Psoriasis Flare-Ups

If you or someone you love is managing psoriasis and struggling to find relief, you can find some effective strategies in our guide.

How to Soothe Eczema-Prone Skin

In this blog post, we'll delve into practical tips and skincare strategies designed to provide relief on how to soothe eczema-prone skin.

Exploring the Different Types of Acne

In this blog post, we'll explore the different types of acne and give some actionable tips to address each type.

The link between highly processed foods and brain health

Eating highly processed foods is linked to age-related cognitive decline and mental health issues, according to research.

6 Ways to Support your Gut Health When Travelling

Discover 6 essential tips to support your gut health while traveling. From fiber-rich meals to local yoghurt, make your journey comfortable and enjoyable.

What Is the Gut-Brain Axis and How Does it Work?

Let’s explore why the gut is our “second brain”, the link between the gut-brain axis and mental health, and what a “gut feeling” really is⁠.

Sweet Potato Hummus

Enjoy Sweet Potato Hummus—homemade, packed with plant-based goodness. Versatile and quick to make, it's a healthy snack with added fiber and prebiotics for gut health. Delightful, nutritious, and perfect for any occasion!

Peanut Tofu Stir-Fry with Shiitake & Snow Peas

Quick and flavorful Peanut Butter Tofu Stir-Fry—packed with plant-based protein, shiitake mushrooms, and crunchy cashews. Perfect over rice for a nutritious, easy dinner.

Banana & Blueberry Smoothie Bowl

Savor a nutritious Banana & Blueberry Smoothie Bowl—a delicious blend of bananas, blueberries, yoghurt, and nut butter. Packed with goodness, it's a tasty and balanced start to your day. Customize with toppings for a delightful crunch!

Should I Be Taking a Probiotic Supplement?

Can you take too many probiotics? How can you get probiotics from your food? Get answers to all your probiotic and gut-related queries here.

• Marketing Strategy
• Five Forces
• Business Lists
• Competitors
• Human Resources (HR) ›

Global Assignment - Definition, Importance, Steps & Example

What is global assignment.

Global assignments are business projects which are allotted to some employees outside the home country. Global assignments are employers assigning their employees on projects which are globally implemented. Global assignments are mostly taken place in multinational companies and may involve employees to relocate from their current country to a different country where the assignment is assigned.

Since globalization has taken place rapidly and the world has become more connected, it has become a very common phenomenon. Many countries face skill shortage or require an expert for a particular assignment so they would hire the person with the requisite skills or knowledge from other countries and pay the person a hefty compensation as demanded by the person.

Steps in Managing Global Assignment

Some steps in managing global assignments & international projects are:

1. Evaluating objectives of the international project

2. Identifying team members & giving pre-requisite training

3. Pre-departure preparation of activities & work to be done

4. On job activities on global assignment at international location

5. Project completion

6. Evaluation & reassignment if required

Importance of Global Assignment

Global assignments as identified by experts in international human resource management are of three types

1. Technical assignments: Employees may be assigned global assignments if they have the technical skills that are required by the MNC for a particular assignment and the MNC is not able to find anyone as capable as that person internally and in that particular country, if a person is located within the MNC in another country then that person is sent on a technical assignment.

2. Developmental assignments: Developmental assignments are typically used to develop a project or concept that is new to a different location or develop skills in a different location which is not implemented in that location, it is also used by institutes to bring in faculties from different parts of the globe to give the students an exposure to different perspectives and cultures and their thoughts on the scenario of the subject.

3. Strategic Assignments are global assignments in which a key partner is sent to launch a product in a key location, develop the market or get necessary changes in the business strategy or even sign Memorandum of Understandings and Joint Venture deals.

Advantages of Global Assignments

Some advantages of global assignments are

1. Skills and knowledge which are not available in a country can be brought from other countries.

2. MNC’s are able to get their projects done more effectively and not having the problem of talent not being available.

3. Employees may be motivated to join an MNC which assigns global assignments to its employees regularly.

Example of Global Assignment

Here is an example of global assignment for a hypothetical organization Company A. Company A could not find a person who could communicate in French, German and Hindi in their main headquarters in USA as they felt that there would be a gap in understanding if the language is translated to English, and then to either of these languages. So, since they did not find the any person who had proficiency in these three languages in their headquarters and started finding for a person with the language skills throughout all their office. Company A found a person in their international office in India with the knowledge in these three languages. So, they assigned her the project under a global assignment and she was asked to relocate to the main headquarters located in the United States for the duration of the project.

Hence, this concludes the definition of Global Assignment along with its overview.

This article has been researched & authored by the Business Concepts Team . It has been reviewed & published by the MBA Skool Team. The content on MBA Skool has been created for educational & academic purpose only.

Browse the definition and meaning of more similar terms. The Management Dictionary covers over 1800 business concepts from 5 categories.

Continue Reading:

• Job Description
• Compensation and Benefits
• Career Development
• 360 Degree Feedback
• Employee Training
• Marketing & Strategy Terms
• Human Resources (HR) Terms
• Operations & SCM Terms
• IT & Systems Terms
• Statistics Terms

What is MBA Skool? About Us

MBA Skool is a Knowledge Resource for Management Students, Aspirants & Professionals.

Business Courses

• Operations & SCM
• Human Resources

Quizzes & Skills

• Management Quizzes
• Skills Tests

Quizzes test your expertise in business and Skill tests evaluate your management traits

Related Content

• Inventory Costs
• Sales Quota
• Quality Control
• Training and Development
• Capacity Management
• Work Life Balance
• More Definitions

All Business Sections

• Business Concepts
• SWOT Analysis
• Marketing Strategy & Mix
• PESTLE Analysis
• Five Forces Analysis
• Top Brand Lists

Write for Us

• Submit Content
• Privacy Policy
• Contribute Content
• Web Stories

• Get IGI Global News
• Language: English

• All Products
• Book Chapters
• Journal Articles
• Video Lessons
• Teaching Cases

Shortly You Will Be Redirected to Our Partner eContent Pro's Website

eContent Pro powers all IGI Global Author Services. From this website, you will be able to receive your 25% discount (automatically applied at checkout), receive a free quote, place an order, and retrieve your final documents .

What is International Assignment

Related Books View All Books

Related Journals View All Journals

What is Hong Kong’s Article 23 law? 10 things you need to know

The Hong Kong government has passed new national security legislation – known as Article 23 – that will severely undermine human rights in the city. Here are 10 key facts about the law:

This law is a quarter-century in the making

When Hong Kong was handed over to China by the United Kingdom in 1997, the two countries’ governments gave the city its own mini-constitution, called the Basic Law. Article 23 of the Basic Law states that Hong Kong “shall enact laws on its own” to prohibit seven types of national security offences. But such a law was never passed; a previous attempt to push through Article 23 in 2003 was scrapped following peaceful mass protests.

This time, protests have been restricted under other repressive laws, including the 2020 National Security Law (NSL), meaning authorities could rapidly enact Article 23 (officially now called the Safeguarding National Security Ordinance). While there is some overlap with the NSL, Article 23 has also created new offences, increased penalties for existing offences and given the government even more sweeping powers of enforcement.

China’s definition of “national security” and “state secrets” is now law in Hong Kong  

The new law copies its definition of “national security” from mainland China, where it is a vague concept covering “major interests of the state”. In practice, this means basically everything.

The law also introduces mainland China’s definition of “state secrets”, which is extremely broad and can relate to any economic, social, technological or scientific developments, even when they have never been officially classified as secrets. In addition, the Chief Executive – Hong Kong’s leader – has the authority to certify whether any material involves state secrets. So again: in practice pretty much anything could be considered a “state secret”.

Interacting with foreigners is more dangerous

The Article 23 law creates thenew offence of “external interference”, which targets collaboration between any person and “external forces” and carries a maximum 14-year sentence. The details are once again extremely vague: the law states the collaboration with the “external force” must take place with “unlawful intent” and by “improper means”.

The law also expands the scope of espionage – you could now be charged with a possible 10-year sentence if you collude with an “external force” to publish a false or misleading statement.

So what exactly are “external forces”? Under Article 23, they can be foreign governments, foreign political parties, international organizations, foreign organizations pursuing political ends, or any related entity or individual associated with those bodies.

It is likely the law will be used to conflate legitimate cooperation between Hong Kong residents or groups with overseas institutions – for example in business, academia, civil society or even the UN – with criminal activity. Foreign citizens can also be prosecuted if they commit these “crimes” in Hong Kong.

Up to 10 years in jail for criticizing the government

The UK government abolished its sedition law in 2009 – with the Justice Minister at the time calling it an “ arcane law from a bygone era ”. However, the Hong Kong government has recently been making use of its own colonial-era sedition law – which had lain dormant for 50 years – and looks set to ramp up this tactic thanks to Article 23.

The new law expands the scope of the sedition law and increases the maximum jail sentence from two years to seven years (or 10 years if there is an “external force” involved). The law expressly states that an intention to incite violence is not necessary to convict a person of sedition, contrary to the common law principle that speech that doesn’t incite should not be punished under the law. This means that any criticism of the Hong Kong or Chinese government could potentially fall under its scope.

You could be jailed for not reporting others

This new national security law obliges any Chinese citizen (which includes most Hongkongers) to notify the police if they know that another person has committed, or is about to commit, treason. Failure to do so is punishable by up to 14 years in prison.

In effect, this imposes on people in Hong Kong a duty to spy on fellow residents. It is likely to increase the existing climate of fear among Hongkongers and prevent them from freely expressing opinions within their communities and social groups.

Extra powers for police, fewer legal rights for detainees

The new law grants sweeping new powers to the police when dealing with national security cases. With a Magistrate’s approval, they can detain someone for up to 16 days without filing any charges (previously it was two days). They can also prohibit the person from consulting any lawyer in the first 48 hours after their arrest, or a chosen lawyer while in detention.

Hong Kong’s leader can create new laws on their own

Under the new law, the Chief Executive may make subsidiary legislation anytime on their own initiative in the name of “safeguarding national security”. This subsidiary legislation can come into effect immediately, and could carry a maximum penalty of seven years’ imprisonment.

Theoretically, the subsidiary legislation should not exceed the scope of the Article 23 law, but the vague and broad wordings of the law create plenty of scope for arbitrary law-making.

New powers to target Hongkongers overseas

In a move designed to target the diaspora community and activists who have moved abroad, the law confers new powers on the government to punish “absconders” who are accused of – not convicted of – committing national security offences. The government can now take measures such as cancelling people’s Hong Kong passports or suspending their professional qualifications (e.g. lawyer licences).

Vague new offence targeting technology

The law introduces a new offence of “acts endangering national security in relation to computers or electronic systems” – with a potential 20-year prison sentence and extra-territorial effect applying to anyone in the world. However, the law does not define these “acts”. The government merely cited the “rapid development of technologies” and potential hacking during the consultation period. This lack of legal clarity and the overbroad definition clearly leave this offence open to arbitrary abuse.

The law was enacted in an opposition-free Hong Kong

Article 23 has always been a controversial issue due to its restrictions on human rights. Back in 2003, the government was forced to shelve plans to enact the law when 500,000 people marched in protest against it.

But Hong Kong in 2024 is a very different place. The National Security Law, passed in 2020, has almost completely silenced opposition voices. Many activists, journalists and opposition politicians have been arrested; others have fled. Peaceful assemblies opposing government policy are now either prohibited or heavily restricted.

It is against this backdrop that the government has been able to finally pass Article 23 legislation, knowing its opponents would be virtually powerless to stop it.

Human rights defenders in Hong Kong are under attack

Protect the memory of the tiananmen crackdown.

We've detected unusual activity from your computer network

To continue, please click the box below to let us know you're not a robot.

Why did this happen?

Please make sure your browser supports JavaScript and cookies and that you are not blocking them from loading. For more information you can review our Terms of Service and Cookie Policy .

For inquiries related to this message please contact our support team and provide the reference ID below.

• Share full article

Advertisement

Supported by

What Does the Real Estate Shake-Up Mean for New Yorkers?

Most real estate agents in the city are not affiliated with the National Association of Realtors. Here’s how the group’s recent blockbuster settlement will affect buying and selling homes in New York City.

By Anna Kodé

Last week, the National Association of Realtors settled a series of lawsuits brought by home sellers, agreeing to pay $418 million in damages and eliminate its longstanding rules on broker commissions. The deal, which still needs a federal court’s approval, would eliminate the standard 6 percent commission on home sales and pave the way for a system in which sellers no longer pay the entire commission.

Myriad questions remain — not least, how the settlement will impact U.S. home prices, how sales commissions will be determined, and who will pay them.

But in New York City, where the primary real estate trade group is the Real Estate Board of New York (REBNY), most agents aren’t members of N.A.R. and thus aren’t subject to the group’s amended rules.

While the N.A.R. settlement may not directly affect New York City buyers and sellers, its impact is expected to ripple across the nation. Earlier this year, REBNY rolled out new rules on how it will govern agent commissions on home sales. But it’s far from clear — even to REBNY affiliates — how the developments will alter the industry. In an email statement on Monday, REBNY officials told members that the N.A.R. settlement “may impact the New York City market,” and that they would be reviewing the N.A.R. settlement “and will provide an analysis to REBNY members shortly.”

How is REBNY different from N.A.R.?

REBNY was founded in 1896 and seceded from N.A.R. in the 1990s. The organization, which oversees licensing requirements and sets rules and regulations in New York City real estate, represents more than 15,000 local real estate professionals and more than 800 different brokerages. REBNY also operates the Residential Listing Service (R.L.S.), which gives members access to exclusive listings.

But this doesn’t mean REBNY and its members won’t be impacted by the N.A.R. ruling. “Everyone is going to be affected by the ruling because they’re going to be worried about being sued in the same way,” said Sonia Gilbukh, an assistant professor of real estate at CUNY Baruch College, Zicklin School of Business.

REBNY already rolled out changes to commission structure in January.

What are the changes that REBNY has outlined?

In an update to its R.L.S. Universal Co-Brokerage Agreement , REBNY announced that offers of compensation to a buyer’s agent must come directly from the home seller, not from the seller’s agent, even if it’s on the seller’s behalf.

The buyer’s agent can then accept, reject or negotiate that offer. If the seller declines to offer compensation to the buyer’s agent, the buyer’s agent may negotiate compensation directly with the buyer.

Previously, home sellers would typically pay the entire 6 percent commission on a sale, with the seller’s agent and the buyer’s agent splitting it evenly.

How could this affect sellers?

Some experts believe that the New York City market may be spared the sea of changes coming to other areas. Even if the new rules prohibit sellers’ agents from making commission offers to their counterparts, “in practice, the money still comes from the seller,” said Ms. Gilbukh.

Up to now, buyers’ agents earned half of a sales commission — typically 3 percent. “Anything less than that would jeopardize your sale, so most sellers would still offer the standard,” Ms. Gilbukh said. “If you offer a lower commission to the buyer’s side, then you’re going to get a lot fewer people to look at your property, which will jeopardize the price and the time on market.”

How could this affect buyers?

If a seller offers a low rate or no compensation at all to the buyer’s agent, the buyer’s agent may have to negotiate a fee with the buyer. This could mean an added cost burden for buyers.

“What if the seller offers zero for the buyer’s agent, and the buyer wants the apartment? They’ll have to compensate their own agent,” said Jason Haber , a co-founder of the American Real Estate Association and a New York agent with Compass.

That extra cash, on top of the down payment, “is going to be a bridge too far for a lot of folks,” said Mr. Haber. Using an example of a $400,000 apartment with a 20 percent down payment, he explained that a buyer who just put $80,000 down would then need to pay an additional $12,000 to pay their agent at the traditional 3 percent rate.

“My concern is that this disenfranchises buyers, they leave the market, and then the real estate market stagnates,” Mr. Haber said. “If we’re pushing more people to rent — essentially paying someone else’s mortgage — it’s bad for the overall economy because you’re locking out the creation of generational wealth for more people.”

But in situations where buyers are paying their own agents, they might have more leverage to pay below that 3 percent rate. “They’re much more likely to negotiate in a more effective way, and they’ll end up paying less than 3 percent,” said Ms. Gilbukh. “If the buyer pays for their own representation and the seller pays for their own representation, then the negotiating power will be on the client side a lot more than before.”

Could buyers just skip the agent?

Yes. Buyers can search listings online or in person and opt to forgo an agent altogether.

But in a market as complicated and competitive as New York City, this may not be in their best interests. For one, many New York apartments are co-ops, which require extensive applications, financial disclosures and interviews with prospective buyers. The process is lengthy and labyrinthine, and competent agents can be invaluable resources.

“Particularly in a co-op market, you want the best possible agent on the buyer’s side, who can help get the buyer through the board approval process,” Mr. Haber said. Some sellers, looking for a smooth process, may not want to deal with an inexperienced, unrepresented buyer.

“Because people watch a TikTok video or real estate reality show, they think they can handle the transaction on their own,” Mr. Haber continued. “Then they go out there and they end up hurting themselves because they didn’t have a professional adviser helping them.”

How will this change the game for real estate agents?

Some believe that the real estate profession is an oversaturated field, thanks in part to the pandemic — more than 156,000 people became agents in the United States in 2020 and 2021.

Ms. Gilbukh said that the uncertainty around agent compensation could reduce the ranks.

“We have too many people who don’t know what they’re doing in this industry, and still charging the same 6 percent commission,” she said. “So in my view, all of this is very positive — it puts a competitive pressure on commissions.”

The agents who decide to stick around “are going to be more experienced, they’re going to be more helpful for their clients, and they’re going to charge lower fees,” she said.

What does this mean for home prices in New York?

If sales commissions do begin to shrink, it could lead to a drop in listing prices in New York, where the median listing price in February was $825,000, according to Realtor.com.

“If the sellers are now even more aware of their options, and they start offering nothing to the buyer’s side and they don’t see any cost to that, then the transaction costs will decrease, because the overall commission will drop by half,” Ms. Gilbukh said. “And so we’ll probably see the home prices drop as well.”

An earlier version of this article misstated the year that the Real Estate Board of New York was founded. It was 1896, not 1986.

How we handle corrections

Anna Kodé writes about design and culture for the Real Estate section of The Times. More about Anna Kodé

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., & Sullivan, S. (1994). Business horizons . Retrieved from http://findarticles.com/p/articles/mi_m1038/is_nl_v37/ai_14922926 at a considerable cost to their employers. Of those that remain, almost 50 percent are less than effective. Tu, H., & Sullivan, S. (1994). Business horizons . Retrieved from FindArticles.com: http://findarticles.com/p/articles/mi_m1038/is_nl_v37/ai_14922926

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). Should you accept the international assignment? BNET . Retrieved from http://findarticles.com/p/articles/mi_qa5350/is_200308/ai_n21334696

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 The transition to living abroad. , or the transition to living abroad, is often described as an emotional rollercoaster. Steven Rhinesmith Rhinesmith, S. (1984). Returning home . Ottawa, Canada: Canadian Bureau for International Education. 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.

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.

Princess Kate is undergoing 'preventative chemotherapy.' What does that mean?

Kate, the Princess of Wales, said Friday that she is in the early stages of “preventative chemotherapy” for cancer that was found following abdominal surgery in January. 

In a taped video statement, the future queen of England said that at the time of her surgery, doctors did not believe her condition was cancerous. Tests done afterward, however, found that “cancer had been present,” she said. 

“My medical team therefore advised that I should undergo a course of preventative chemotherapy, and I’m now in the early stages of that treatment,” Kate said in the video. A Kensington Palace representative said the chemotherapy began in late February. 

Kate did not say what type of cancer doctors found, or how advanced it was. But cancer doctors say that in general, preventive or, more specifically, “adjuvant” chemotherapy is quite common following surgery that finds cancer .

“It’s almost like an insurance policy,” said Dr. Andrea Cercek, a gastrointestinal oncologist at Memorial Sloan Kettering Cancer Center in New York City. “The person has had surgery to remove all the cancer that is visible, and then we give chemotherapy to try to eliminate or get rid of any remaining cells that might be in the body but are too small to be seen.” 

“The surgery was successful, and that’s the most important thing,” said Dr. Eleonora Teplinsky, head of breast and gynecologic medical oncology at Valley Health System in New Jersey. The objective of adjuvant chemotherapy is to “reduce the chance for the cancer to come back in the future.”

None of the physicians interviewed for this story has been involved in Kate’s medical care. 

The type of adjuvant chemotherapy and the length of treatment depends on the type of cancer that’s been diagnosed. 

It’s given within a specific window of time proven to increase the chances that the cancer will never progress or return, said Dr. Ben Ho Park, who leads the Vanderbilt-Ingram Cancer Center in Nashville, Tennessee.

“You get one shot on goal when you have cancer that’s been surgically removed,” he said.

Chemotherapy can lead to a host of possible side effects, including extreme fatigue, poor appetite and nausea. Hair loss can occur, but not always. It also has the potential to lower a person’s ability to fight off viruses and other illnesses. 

“Depending on which drug she’s getting, there may be more individual side effects that we assess for and monitor,” Teplinsky said.

At age 42, Kate is relatively young and, by all public accounts, otherwise healthy. “Someone who is 42 has more decades of life ahead of them than someone who’s 82. That somewhat colors our thinking in terms of, ‘Hey, should we be as aggressive as possible to make sure that this cancer will never come back?’” Park said. 

Cancer experts worldwide have noted rising cases in younger adults . 

“In general, we’re seeing more and more people who are younger who are getting cancer. In my area of expertise, colorectal cancer, we know colon cancer is definitely on the rise . The screening age has turned to 45 because of that,” said Dr. Aparna Parikh, an oncologist at Massachusetts General Hospital in Boston. “But beyond just colon cancer, other cancers are also rising in younger people.” 

While it is unknown what type of cancer Kate’s doctors found, “it’s important to raise awareness for young adults that this can affect anyone,” Cercek said.

Erika Edwards is a health and medical news writer and reporter for NBC News and "TODAY."

Berkeley Lovelace Jr. is a health and medical reporter for NBC News. He covers the Food and Drug Administration, with a special focus on Covid vaccines, prescription drug pricing and health care. He previously covered the biotech and pharmaceutical industry with CNBC.

Marina Kopf is an associate producer with the NBC News Health and Medical Unit.