Articles and news

Trends in costs associated with international assignments, ways spending can be reduced, employee expectation managed, but effectiveness maintained.

Allowing employees on international assignments to decide the percentage of the salary to be paid in the host currency can solve a lot of headaches.

International Pay Structures (IPS) are becoming increasingly popular for mobile talent and may be extended to certain cadres of executive jobs too.

When it comes to preparing an employee to move to another country, what's often overlooked is a major source of that employee's happiness: the children.

Sofie Jensen, head of Labour Relations and Mobility at COWI, uses her own experience as an expatriate spouse to inform policies and practices for assignees.

Anne Rossier-Renaud, Mercer's international assignment policies and practices surveys manager, explains how assignment types have evolved in recent years.

Stacy Garn, Senior Manager of Global Mobility Solutions at Rockwell Collins, has a career in HR ranging from recruitment to compensation to employee relations.

Highlights how global mobility professionals can help find the best candidate for positions, regardless of age, gender, and sexual orientation.

Milton Ives is Associate Director at RW3 CultureWizard, the leading intercultural training organization, and has extensive HR experience,

Marco Van der Neut, Manager of Global Mobility at Royal FrieslandCampina, has experience managing mobility at operational, tactical, and strategic levels.

Overview of trends in the fast-moving consumer goods (FMCG) sector, featuring a case study from the global mobility team at Barry Callebaut.

Zainab Sultani-Naby, a global mobility consultant for TomTom and an expert in mobility compliance and risk analysis, shares her views on trends in mobility.

Firms need help in two areas: the creation of sound policies and establishing appropriate, affordable levels of financial assistance to enable relocation.

Learn about the complexities regarding expatriate taxation with Virginia La Torre Jeker, Attorney & Founder of Cordoba Management Consulting

The challenge is to deal with individual assignment complexity, envisage greater policy segmentation, and map each compensation approach to assignment types.

An issue that often confuses expatriates is that of “host-location spendable income.” Here we illustrate it through practical examples.

A longstanding approach to expatriate compensation is the home-based balance sheet methodology. Here we describe the approach and variables that affect it.

To optimize their global workforces, leading companies attack the talent mobility issue from several angles.

Is quality of life affected by air pollution and traffic congestion? Access to good health care or modern sports facilities? Or maybe by all of the above?

The biggest obstacle to employee mobility is dual-career and family issues, according Mercer’s mobility policies and practices surveys.

Financial incentives that motivate employees to accept a foreign assignment and compensate them for adverse conditions associated with the assignment location.

As the size of a household increases, so does money spent on goods and services – but at a decreasing rate. See how that affects spendable income calculations.

Employers headquartered in North America face significant challenges in staffing their operations in emerging markets, according to Mercer’s research.

The more mobility and talent management strategies are integrated, the less vexing traditional problems of expatriate management become.

The cost of electricity, gas, and oil for appliances, plus water, garbage collection, and so forth should be factored into allowances.

Define the underlying criteria of the housing allowance to ensure fair, consistent treatment while controlling costs.

Successful organizations know how to leverage diversity to create a unified and inclusive global culture.

As expatriate tax matters become increasingly complex, with home and host locations expanding into developing countries, HR professionals face a difficult task.

Social security can be one of the most significant contributions that employers pay an employee on an international assignment, but it may also be overlooked.

Despite the increase in global talent sourcing, not taking quality of living and cultural adjustment factors into account can doom international assignments.