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

And 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.

International assignments have the potential to impact all aspects of an individual’s life – their family, their career, their health. To what extent is your global mobility programme geared to the human element?

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.

Issues that have the potential to prevent a candidate from pursuing an assignment should be identified early on in the process, to establish if and how you can as an employer support individual employee’s requirements in undertaking an international post, and to identify early on in the process the deal breakers that will ultimately lead to failure of the assignment.

How can employers ensure they are selecting the right candidates?

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.

Identifying deal breakers early on in the candidate selection process will save cost and time, and will alleviate pressures on all parties.

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.

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

Faced with any of these issues, employers may choose take a solutions-driven approach to supporting the employee in taking on the overseas 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.

Financial support for spouses and dependants is costly, and an area of support employers are increasingly moving away from.

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 is a more cost-effective 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. For millennials, it is important to be able to put their name forward in the event of opportunities becoming available. Again, clarity of process and selection will ensure objective and effective candidate selection that meets the 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?

Remuneration may become more of an issue for candidates whose spouses’ intend to give up employment to join them on assignment.

Expectations of salary and support package relating to an overseas assignment should be managed from the outset.

Recent surveys suggest that the millennial generation of workers have pro-international stance toward overseas experience. They recognise the link between international experience and long term career progression, which they tend to value over short term financial gain. The experience in itself has a value to this cohort.


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

Language, culture, climate – candidates and their dependants will attribute varying degrees of significance to these characteristics and the experience beyond the role itself. The selection process should draw this out.

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

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 amor 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.


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.