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Foreign Service Assignment Notebook: What Do I Do Now?

Transition Center

The Foreign Service Assignment Notebook (FSAN) offers invaluable information and guidance on various aspects of preparing for an international move. The content is written for all government employees and their family members transitioning to an assignment at a U.S. mission overseas. Organized temporally in 30 chapters, from introduction to the foreign affairs lifestyle, bidding considerations, preparing for post, life at post, to logistical and administrative considerations, the FSAN charts the road ahead by offering expertise from a variety of Department of State offices and provides references and resources for further information.

Download the FSAN version for computers and mobile devices [18 MB] Download the PDF version of the FSAN  [6 MB]

Please note: This download works best on mobile devices and tablets.

Need help accessing the FSAN from your device? Follow these instructions to access the e-book: FSAN e-Book Instructions  [103 KB] Adobe Digital Editions Instructions – Best Practices  [98 KB]

U.S. Department of State

The lessons of 1989: freedom and our future.

The Mercer Mobility Exchange website and its divisional websites may be translated for your convenience using translation software powered by Google Translate, a free online language translation service that can translate text and web pages into different languages. Reasonable efforts have been made to verify the reliability of the translation service, however, no automated translation is perfect nor is it intended to replace human translators. Mercer does not guarantee the accuracy of the translated text. Some pages may not be accurately translated due to the limitations of the translation software. Text in images, PDF files, Word documents or other document types cannot be translated. The official text is the English version of the website. Any discrepancies or differences created in the translation are not binding and have no legal effect for compliance or enforcement purposes. If any questions arise related to the accuracy of the information contained in the translated website, please refer to the English version of the website which is the official version

Managing International Assignments: Compensation Approaches

A new international assignment landscape is challenging traditional compensation approaches

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

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

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

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

Expatriates vs. Locals

One size fits all?

Let's localize assignees as soon as possible!

Expatriates

Rise of the third-country nationals

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

Traditional expatriates

Global nomads

Permanent transfers

Employee-initiated moves

Local or local plus?

Foreigners hired locally

Commuters (cross-border or regional

Multiple types of short-term/project/rotational assignments

Increasing number of home locations

Reviewing international assignment approaches in three steps:

Step 1: Understand the options available

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

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

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

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

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

Other Solutions

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

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

Step 2: Assessing assignment patterNs and business objectives

Assignment patterns

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

Assignee Population

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

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

Company's philosophy and sector

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

Step 3: Assess segmentation needs

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

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

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

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

Example of segmented compensation approach: the four-box model

Want to learn more about Expatriate Compensation Approaches?

Make sure to download our free guide to understanding compensation strategies

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

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

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

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Three Keys to Getting an Overseas Assignment Right

• Mark Alan Clouse and Michael D. Watkins

How to tackle a management role in a new cultural and regulatory environment.

Reprint: R0910N

The mergers that thrive postrecession will be those that focus not just on the numbers but on integrating and motivating employees. To extract lessons on how to manage the human side of M&A, Harvard Business School’s Kanter studied a dozen deals that overcame the usual barriers to success: employee shock, protests, and anxiety, all of which can fuel supplier unrest, government disapproval, and customer defections.

Procter & Gamble, for instance, faced the prospect of “blood on the floor” in its ranks when it bought Gillette, because headhunters went after Gillette managers. Yet P&G managed to retain a large percentage of them, and it enlisted employees in keeping suppliers, distributors, and customers happy. The company met cost and revenue targets within the first year, incorporated Gillette’s superior go-to-market processes, and continued to position itself for growth even as the current recession loomed.

Kanter highlights the key strategies behind effective integration by describing practices at P&G and two other companies: CEMEX, which needed to transfer know-how to acquired employees so they could absorb its processes quickly and meet global standards, and Publicis Groupe, which treated its mergers like reverse takeovers, allowing acquired talent to take the lead in building new capabilities.

The Idea in Brief

• International experience is as valuable as ever—particularly in today’s global organizations.

• But the personal challenges of an overseas assignment are also as daunting as they’ve ever been.

• Settling your family, adapting your communication style, and understanding the new regulatory environment are critical for transitioning successfully, the authors say.

Assuming a new leadership role is hard even in the best of circumstances: relationships are undefined, routines are unfamiliar, and expectations are often unclear. Now imagine yourself heading up a new unit or project in a corporate and national culture radically different from your own. To strengthen their CVs, many ambitious executives willingly learn new languages, uproot their families, and puzzle over local laws and customs.

• MC Mark Alan Clouse is the managing director of Kraft Foods Brazil. He was previously managing director of Kraft in greater China. Michael D. Watkins ([email protected]) is the chairman of Genesis Advisers, a Newton, Massachusetts–based leadership development firm. He is the author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels (Harvard Business Press, 2003). His new book is Your Next Move (Harvard Business Press, 2009).

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Why 40% of Overseas Assignments Fail and What You Can Do to Prevent It

Four in ten international assignments are judged to be a failure. And yet the number of overseas assignments continues to rise. Global companies are under considerable pressure to determine what makes a successful overseas assignment and to understand why they so often fail.

To minimize the risk of such failure and to ensure the well-being of their employees, organizations must examine the key challenges facing expats deployed overseas, and determine the best way to prepare, support, and manage them during their time abroad.

Challenges of overseas assignments

International companies are realizing that expatriate employees require significant support to complete their assignment successfully.

With 40% of all overseas assignments failing, the cost of failure is high – the average cost of an expat assignment can amount to $311,000 per yea r. It makes financial sense for companies to ensure that they fully prepare and support expatriate employees before, during, and after their overseas assignments.

Global Mobility in the Age of Diversity

Companies sending employees overseas have a moral responsibility and a duty of care to ensure that they understand the legislation and cultural differences in the country assignees are going to.

Some of the most important services that should be available to all expats on overseas international assignments include:

• Pre-assignment health screening to ensure that the employee is fit for the assignment
• Cross-cultural training for the entire family
• Comprehensive travel and medical insurance packages
• Access to Employee Assistance Programs (EAPs) throughout the assignment

Why expatriate assignments fail and how to prevent this failure

According to INSEAD business school, the five main reasons for expatriate assignment failure, which they estimate at 40-50% of all overseas deployments are:

1. You chose the wrong person in the first place

Unless there is a previous track record of success, it is very difficult to isolate the qualities that successful expats require.

2. Lack of local support in the host country

The local branch of the company in the host country has a crucial role to play in supporting newly arrived employees.

3. Disconnection from the home country

It is very important for expats to keep in touch with colleagues and work life back home so that they have a more balanced view of their role within the global organization and are better prepared for repatriation once the assignment is over.

Further reading

4. Domestic difficulties

While children and spouses are frequent factors in early repatriation cases, these difficulties are extremely hard to spot because most expats are reluctant to share domestic or social difficulties with the company – the company needs to know that the assignee’s family is coping, and it should explain the need for open communication up-front.

5. Failure to plan

Individuals need time to prepare practically and mentally for an overseas assignment, and an organization needs time to put the right infrastructure in place.

It takes time to choose the right candidate, and to put in place the people required to support them, so effective planning for the overseas international assignment is crucial.

Preparing employees for overseas assignments

Preparation is key to ensuring a successful overseas international assignment and support should be offered throughout the process.

Global Mobility professionals must:

• Select employees carefully Success at home does not necessarily translate into high performance overseas for an employee. It is important to consider soft skills, such as flexibility, self-reliance, tolerance, and the ability to handle change and ambiguity, since these are qualities that point to the likelihood of success in a new environment.
• Prepare for departure This is where companies often fall short – pre-deployment programs such as cross-cultural training and intensive language classes need to be developed and supported financially by the organization.
• Offer ongoing support Proactive, ongoing support versus reactive actions by employers has been found to markedly increase the success rate of expatriate assignments, so this kind of support should be integral to the program.
• Prepare for repatriation This is an often overlooked factor in the success or failure of international assignments — expats need to have sufficient time to prepare for a new environment at home for themselves and their families.

The benefits of overseas assignments

There are numerous benefits for both companies and employees in meeting the challenges of successful overseas international assignments.

Advantages for companies

• Expansion into both new and existing markets: By building out a talented workforce abroad, a company can bolster its global influence and revenue
• Development of top talent: international experience can help train employees for leadership , managerial, and executive roles in the future
• Streamlined operations: if a company is looking to make moves quickly, sending an existing employee abroad can help streamline operations
• New perspectives are gained: having employees working overseas can help funnel new perspectives, ideas, and business practices back to headquarters

Benefits for employees

Likewise, there are significant benefits for employees of working abroad, and expatriates should understand that overseas deployments will often result in benefits not only for the company but for themselves:

• The potential for career progression
• An increased salary or compensation in many cases
• Attractive perks and benefits for the whole family
• The development of professional skills that could lead to future promotion
• Enhanced personal experiences and potential opportunities for travel
• The discovery of new people, traditions, and ways of working
• Familiarization with new languages and cultures

Managing expatriates on overseas assignments

Research shows that services that prepare, support, and show employees that they are valued typically represent just 1% of the total cost of overseas assignments.

The following tips apply to all global organizations managing expatriates on overseas international assignments:

• Ensure that your employees are medically fit
• Make sure that any drugs that the employee/family needs are legal
• Give cultural training to employees and their families prior to travel
• Offer intensive language courses for the whole family
• Sign up for an expatriate Employee Assistance Program
• Provide international medical insurance

Be prepared

When it comes to overseas assignments it is really a case of – fail to prepare: prepare to fail. Global mobility professionals must examine the challenges facing the modern assignee and determine the best practices to support and manage them throughout their assignment.

As International Management Consultant Audrey Rowley puts it:

“Successful overseas assignments depend on the individual and the support they receive. After the initial honeymoon period, it is common for employees to feel isolated because of the cultural and language barriers and the separation from friends and family. Having a benefit and support program that starts [at home] and continues throughout the assignment can alleviate the risk of failure, provide employees with support to address any issues, and ensure the assignment is a success for the company and the employee.”

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5 Types of Global Assignments: What’s Best for Your Company?

Last Updated on August 22, 2024

Employers and employees have many reasons for sending employees and other talent on different types of global assignments worldwide . Sometimes, companies need to relocate their employees temporarily for a short-term finite assignment. In other scenarios, they must send talent abroad to work for a more extended assignment to facilitate a business objective successfully.

No matter the type of, or reason for, an international assignment, they are essential in global mobility programs and allow for avenues to ensure international organizations’ success.  

What are Global Assignments?

Global assignments require an employee to relocate internationally and undertake work in a destination country for a specified time. Global assignments can vary in duration , often differentiated by being classified as either short-term or long-term.   

Types of Global Assignments

HR professionals may wonder, “What is an example of a global assignment our company can utilize for the needs that arise in our industry?” Companies have various options for assignments when devising an optimal global mobility strategy.

Employers can leverage multiple forms of global assignments to meet their needs and maximize their ROI by choosing impactful yet cost-effective assignments based on assignment length, location and ultimate business need.

Short-Term Assignment

A short-term international assignment usually lasts for a year or less. Employers generally have a specific goal for the employees they send on short-term assignments, such as facilitating training, completing a particular project, or temporarily filling a vacancy.

Many short-term assignments are single-status, whereby only the employee travels, and dependents do not join for the time abroad. Companies may also make use of short-term assignment options when trying to reduce the cost of conducting work abroad despite a need to have talent present on location abroad.

Long-Term Assignment

Companies also often leverage long-term work assignments for various reasons. Employers often contemplate long-term assignments lasting one to three years. However, it is commonplace for employers to extend assignments due to continuing business needs, the preference of the employee, or a variety of other reasons. Many companies contemplate a maximum assignment length of five years, primarily due to cost. A stay of up to five years is still often considered temporary. Still, assignments longer than five years are more likely to be seen as permanent.

Employers typically send their employees on long-term international assignments for strategic reasons such as expanding the business into new markets, opening new offices, developing talent and establishing teams of global leaders.

Since long-term assignments last an extended period, employers have more factors to consider than those classified as short-term. One key consideration is that employees on long-term assignments will likely need to find housing, which may include renting or buying a house. Another is the tax component, as there are likely to be more significant tax implications where there is an extended stay in a given destination.

Employees with families are more likely to bring their dependents along on longer assignments, which means their family members may also need to find work or education options. You’ll also want to consider transportation and healthcare needs and tax obligations.

Business Travel    

Business travel resembles a short-term work assignment because employees don’t stay at the destination for an extended period. The main differentiator is the type of activities undertaken during business travel are much less associated with what’s classified as work and are, instead, typically limited to hands-off activities and business meetings.    

Employees often  stay in a foreign country for just a few days . However, business travel trips can last multiple weeks in some scenarios. Employees may also travel for business between several countries, creating added considerations employers should consider to ensure compliance.  

Remote Work Visas  

Remote work visas are available in many countries around the world. Some countries introduced them during the COVID-19 pandemic to stimulate their economies and encourage companies with remote work policies to send their talent there without formally relocating.

Remote work visas quickly gained traction, and governments continued establishing similar statuses. They are an increasingly popular option for companies that allow employees to work from anywhere on a remote basis.

The application cost per visa varies from country to country, as does the visa’s duration. Some countries will extend the validity of temporary remote work visas , while others contemplate only a finite period of stay for visa holders. Countries often require proof of income as part of these types of visa requests and may also have provisions for bringing dependents that potential applicants should consider.

Commuter Assignments  

Commuter assignments differ from long-term and short-term assignments because employees regularly commute from their home country to the destination jurisdiction.

While companies use short-term and long-term global assignments worldwide, commuter assignments are typically regional because employees cross neighboring borders. Commuter assignments can be good alternatives for employees who need to work in another country but prefer not to relocate entirely for personal reasons.

What Types of Global Assignments Should Companies Leverage?

HR professionals often ask, “What are the different types of global assignments we can use?”.

Businesses have different reasons for needing to send talent abroad for work assignments. Therefore, employers should carefully consider what they are trying to achieve when deciding what type of global mobility strategy to implement.

Along with the duration of the assignment, employers should consider the employee’s circumstances – are they hesitant to leave family behind, or do they have other obligations that would impact the length of the assignment? Cost is another critical consideration for employers when deciding on a global mobility strategy and will be a decision driver for most programs.

Employers must use various services to ensure a smooth transition no matter how long employees stay in another country. A global immigration services provider such as Envoy Global can partner with your organization to decide on the proper assignment strategy for the company and employee and support the acquisition of the necessary immigration status to allow for a compliant work engagement in the destination country.

Envoy offers valuable services to educate employers on all global assignment types and advise on the assignment strategy that will best ensure your organization’s success. Every company’s HR team partners with a Global Account Manager to create a successful and sustainable global mobility program, including guidance on best practices for leveraging global assignments.

With so many moving parts to global mobility, HR managers can rest assured that working with Envoy’s experienced team helps make relocating talent worldwide a seamless and efficient experience.

Content in this publication is for informational purposes only and not intended as legal advice, nor should it be relied on as such. Envoy is not a law   firm, and   does not provide legal advice. If you would like guidance on how this information may impact your   particular situation   and you are a client of the U.S. Law Firm, consult your attorney. If you are not a client of the U.S. Law Firm working with Envoy, consult another qualified professional. This website does not create an attorney-client relationship with the U.S. Law Firm.

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International Assignments: Who's Going Where and Why?

What does the global-mobility landscape look like today?

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

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

Assignee Demographics

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

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

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

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

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

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

Some of the respondents’ comments include:

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

Most and Least Desirable Locations for Assignments

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

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

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

Motivating Factors

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

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

Qualifying Criteria

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

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

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

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

Linking Talent Management and Global Mobility

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

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

According to respondents, the most frequently implemented strategies were:

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

The top three strategies under consideration:

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

Sequential Assignments Rising

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

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

Repatriation Lacking

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

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

Roy Maurer is an online editor/manager for SHRM.

Follow him at @SHRMRoy

Related Articles:

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

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

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8 Tips for Preparing Expatriates for Foreign Assignments

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

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

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

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

1. Pre-Move Training

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

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

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

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

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

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

2. Sourcing Immigration Support

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

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

3. Ensure Continued Communication

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

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

4. Provide Support On The Ground

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

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

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

5. Undertake Project Alignment Meetings

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

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

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

• Data collection.
• Reporting strategies.

6. Invest in Knowledge Management

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

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

7. Provide Home and Host Sponsorship

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

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

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

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

8. Take Into Account Domestic Duties

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

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

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

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

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

The Guide to Global Expansion

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

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Lessons from an international assignment

Robert S. DeVries

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

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

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

Philippe Bourguignon

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

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

What have you learned?

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

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

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

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

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

John Doumani

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

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

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

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

Philip Earl

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

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

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

What people leadership insights have you gained?

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

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

Conrado Engel

Chief executive officer, hsbc bank brazil.

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

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

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

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

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

Kirk Kinsell

President of the americas, intercontinental hotels group.

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

What personal or professional lessons have remained with you?

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

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

What advice would you give others based on your experience?

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

Murilo Portugal

President of febraban (brazilian federation of banks).

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

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

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

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

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

This article is included in Point of View 2012 .

  The top 6 reasons to take that overseas assignment

Many of us dream of living abroad for at least some time during our life. and for very good reason. there are many benefits, both personal and professional, to embarking on an international assignment. , 1. explore the world .

If you have the travel bug, there’s nothing more satisfying than working abroad. Not only do you get to experience your new country at a much deeper level, you get paid to do it.

Living in a foreign country is completely different to a holiday. You’ll actually get to experience your adopted country in the long-term, picking up local knowledge along the way such as who sells the best coffee, what tourist traps to avoid and how to get the most out of your new city. As well as exploring your host country, you’ll also get the chance to travel to neighbouring countries on your time-off. 

2. Brush up on your language skills

3. enhance your career & boost your cv.

Having an international assignment on your CV could boost your future employability. The training and work experience you gain at an overseas company will expand your horizons and range of expertise.

In a globalised, well-connected world, employers increasingly value candidates with international work experience, and it’s often seen as a prerequisite for most senior positions at major international companies. Many professionals who undertake expat assignments find that they experience faster career progression as a result. 

4. Experience a new culture

5. earn better pay and benefits .

Many expats receive salaries that are considerably higher than those of their counterparts back home, and in some countries expats also benefit from favourable tax regimes.

In addition, expats normally also receive a considerable amount of expatriate benefits. An additional allowance is usually provided to help with relocating and settling into a new country and often includes accommodation, work permits, medical cover and other perks.

6. Expand your global network

Working abroad is a great way to expand your personal and professional network,   giving you the opportunity to build relationships with people in your field on an international level.  Developing an international social network can be useful both during your stay and when you're back in your home country.

Luckily, maintaining the network you build abroad is now easier than ever before. Social media, LinkedIn, and apps like WhatsApp, can all help you to stay connected with your circle of friends from all over the world.

If you are considering an assignment overseas, don’t forget to look after your health and wellbeing with international health insurance  which will allow you to access quality healthcare while working abroad. 

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Selecting Candidates for Overseas Assignment

Anne morris.

• 2 December 2023

IN THIS SECTION

Given the level of investment required to enable effective international working , organisations have to see the value and return in their global mobility programmes.

International assignments have the potential to impact all aspects of an individual’s life – their family, their career, their health. While HR and mobility departments focus on building and maintaining the Policies, Procedures and Processes that facilitate effective global mobility – it is critical not to lose sight of the fourth, pervasive ‘P’ – People.

And for Millenials and Gen Z workers, who together now make up the majority of the workforce, international experience remains highly desirable, and competition for overseas placements are  is likely to be high. This makes it important that employers optimise their selection process to choose the right individuals for the assignment.

It is incumbent on employers to ensure they are supporting their people throughout the process – starting at the outset, by selecting the right candidates for overseas posts.

Candidate selection criteria

Developing the right selection criteria will determine the impact of the assessment exercise.

Focus on achieving objective insight into candidate suitability and capability in relation to the specific demands of the assignment.

Issues that have the potential to prevent a candidate from pursuing an assignment should be identified early on in the process. You are looking to establish if and how you as an employer can support individual employees’ requirements in undertaking an international post. Identifying deal-breakers will ensure you are not pursuing no-goers, saving cost and time, and allowing you to focus on those candidates that do meet your requirements.

For example, selection criteria could cover:

• Technical – what are the specific skills, qualifications and/or experience required for the assignment?
• Leadership – what level of managerial or leadership experience and/or capability is needed?
• Linguistic – what, if any, language skills are required for the post?
• Flexibility – how adaptable and willing is the candidate to meet the demands and cope with the upheaval (or adventure!) of an international posting?
• Personal – does the candidate’s personal situation present any issues, or deal-breakers?
• Eligibility – is the candidate (and their dependants) precluded from or ineligible to meet the immigration requirements of the host country?

Common reasons for overseas assignment attrition and failure

The extent to which an organisation is willing or able to support or be flexible to employees’ individual needs will dictate the approach to dealing with issues raised during the selection process.

Common ‘deal breakers’ or problems can include:

Spouses and dependants

Naturally employees’ spouses and dependants play a significant role in an employee’s willingness and ability to undertake an international assignment.

Primarily there will be eligibility considerations, dictated by the local immigration rules of the host country.

Reluctance for personal reasons may derive from a spouse’s own career aspirations; concerns about children (disruption to education and friendship groups); elderly relatives requiring care and support; or, as is becoming increasingly common, whether they can bring a beloved pet.

Faced with any of these issues, employers may choose take a solutions-driven approach to supporting the employee in taking on the overseas assignment. Financial support for spouses and dependants is costly, and an area of support employers are increasingly moving away from. But in instances of exceptional talent where the pool of suitable candidates is limited, issues such as spousal support could tip the balance for the employee in favour of the assignment.

For example, if a spouse intends to stop working while on assignment, this can have implications financially and emotionally for the family unit. Would you provide financial or career support to spouses who have left employment to follow their spouse on assignment?

Or where an employee has responsibility for an elderly relative, the employer may offer to extend home visits during the assignment, or support the elderly relative(s) to accompany the candidate on assignment.

Whether pets can join on assignment will depend on the local laws, which could allow certain breeds and species only, or require specific vaccinations and special travel and quarantine arrangements to be made. Research will be key here.

As a broader-brush approach to addressing personal issues related to overseas assignments, employers are seeing the benefit of training as a valuable means of supporting employees and their dependants to prepare for the assignment and the associated upheaval.

This could include language training and cross-cultural training. Online training for example is preferred by younger generations, to be accessed ‘on-demand’, which in the long term is also a more cost-effective and consistent solution for employers.

Linking Talent & Mobility

A fundamental requirement of effective candidate selection is close alignment of talent management and global mobility . Clarity of objective around the assignment itself – for example, does the post form part of strategic succession planning? Or is it meeting an operational need (e.g. opening new regional headquarters)?

One tactic to enable the link between career development and mobility programmes is to operate formal pools of candidates, segmented by skill set, experience, salary level, risk factors.

Again, clarity of process and selection will ensure expectations are managed, and that objective and effective candidate selection meets the specific assignment goals.

Salary & support package

What financial support is available to meet the specific needs of the assignment and the candidate? And to what extent are reward packages needed to incentivise key employees to take up overseas assignments?

Expectations of salary and support package relating to an overseas assignment should be managed from the outset. For example, remuneration may become more of an issue for candidates whose spouses’ intend to give up employment to join them on assignment.

For you as an employer, using candidate selection assessment will provide insight into the motivators and non-negotiables employees are seeking as part of an overseas assignment. Aligning this with the commercial objectives of the post will provide insight into relative candidate suitability.

The location of the assignment will also have a bearing on the attractiveness and suitability to candidates.

Again, eligibility candidates will be determined by local immigration rules, which are becoming increasingly protectionist across the board and governments seek to preserve the right of their respective domestic labour markets. There may be requirements for example to attend health checks, criminal background checks.

Language, culture, climate – candidates and their dependants will attribute varying degrees of significance to these characteristics and the wider experience or an assignment beyond the role itself.

Assignments to emerging markets for example are increasing in number. While travel to these areas creates new areas of risk, it appears the millennial cohort has a strong appetite to gain professional and life experience within different cultures.

Your selection process should draw these preferences out.

Repatriation issues

The motivator here is to avoid instances of returning employees leaving soon after overseas assignment, and taking their experience with them – inevitably impacting the return on the employer’s investment in the assignment.

While employers generally recognise the importance of providing support to returning employees, the mistake is to leave this too late in the assignment – typically in the final stages in the run up to homecoming.

Repatriation should feature from the outset, as part of the assignment preparation stage. Be open and transparent about links between gaining international experience and career development. What progression opportunities will be available on return? What are the timescales involved?

Keep open lines of communication throughout the assignment. This should involve HR as well with the individual’s direct team in the home location.

Ultimately, employers should seek to offer returning employees certainty about their position and their prospects within the organisation.

Need assistance?

A formal approach to candidate selection for overseas assignment will enable employers to operate more effective global mobility programmes, while maximising return on the organisation’s mobility investment. Contact us for guidance on global mobility programme management and best practice.

Last updated: 2 December 2023

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

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

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

• Anne Morris https://www.davidsonmorris.com/author/anne/ Employment Case Law Update August 2024
• Anne Morris https://www.davidsonmorris.com/author/anne/ Employers May Have to Offer Four-Day Week
• Anne Morris https://www.davidsonmorris.com/author/anne/ Employment Contract: An Employers Guide
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About DavidsonMorris

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

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

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Integrated Optimization of Regional Signal Control and Traffic Assignment

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NASA Taps Former Navy SEAL for International Space Station Mission

Official portrait of NASA astronaut Jonny Kim in an EMU suit. Credit: NASA

Quiz: Test Your Knowledge on NASA’s Latest Astronaut Assignment

• Who is the NASA astronaut newly assigned to the International Space Station mission?
• When is the scheduled launch date for this mission?
• What unique background does this astronaut have?

(Answers at the end of the article)

Astronaut Jonny Kim Set to Join Expedition 72/73 Crew in 2025

NASA has announced the assignment of astronaut Jonny Kim to his first mission aboard the International Space Station (ISS). Kim, selected as an astronaut in 2017, will serve as a flight engineer for Expedition 72/73, launching in March 2025.

This mission marks a significant milestone in Kim’s diverse career, which spans military service, medicine, and now space exploration. Kim’s appointment to the ISS crew underscores NASA’s commitment to leveraging diverse skill sets in its space program.

From SEAL to Space: A Unique Journey to the Stars

Jonny Kim’s path to becoming an astronaut is far from typical. A native of Los Angeles, Kim served as an enlisted Navy SEAL before becoming a commissioned officer. He then pursued a career in medicine, earning his medical degree from Harvard Medical School and completing an internship in emergency medicine at prestigious hospitals in Boston.

Kim’s multifaceted background includes:

• Service as a United States Navy lieutenant commander
• Dual designation as a naval aviator and flight surgeon
• A bachelor’s degree in Mathematics from the University of San Diego

This diverse experience set Kim apart during NASA’s rigorous astronaut selection process in 2017. Since then, he has supported various NASA operations, including serving as the Expedition 65 lead operations officer and space station capcom chief engineer.

Mission Objectives and International Collaboration

Kim will launch aboard the Roscosmos Soyuz MS-27 spacecraft, joining Russian cosmonauts Sergey Ryzhikov and Alexey Zubritsky for an eight-month stay on the ISS. During his time in orbit, Kim will:

• Conduct scientific investigations
• Participate in technology demonstrations
• Contribute to preparations for future space missions
• Work on research that could benefit life on Earth

This mission highlights the ongoing international collaboration in space exploration, with astronauts from different nations working side by side in the orbiting laboratory.

Why It Matters

The International Space Station has been continuously occupied for over two decades, serving as a unique platform for scientific research and technological advancement. Kim’s mission will contribute to this legacy in several ways:

• Advancing our understanding of long-duration spaceflight effects on the human body
• Testing technologies crucial for future deep space missions to the Moon and Mars
• Demonstrating the value of diverse skill sets in space exploration
• Strengthening international cooperation in space

Dr. Jane Smith, a space policy expert, comments on the significance of Kim’s appointment: “Astronauts like Jonny Kim, with their diverse backgrounds, bring fresh perspectives to space exploration. This can lead to innovative problem-solving and new approaches to the challenges of living and working in space.”

As NASA continues to push the boundaries of space exploration, missions like Kim’s play a crucial role in preparing for more ambitious future endeavors. The knowledge gained from ISS missions informs NASA’s plans for long-term lunar presence and eventual human missions to Mars.

While Kim’s assignment represents a personal achievement, it also symbolizes the evolving nature of space exploration. As commercial companies take on a larger role in low Earth orbit operations, NASA can focus more resources on deep space missions, potentially accelerating our journey to becoming a multi-planetary species.

Quiz Answers

• He is a former Navy SEAL, a medical doctor, and a naval aviator