Checklist for employers with globally mobile employees

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

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