Global Mobility Policies for International Assignees

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
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Introduction
Several multinational corporations (MNCs) have been requiring employees who have the
ability to perform efficiently across various geographical borders. These extremely proficient
mobile professionals primarily comprise of a significant part of organization’s global talent pool.
However, reports of McNulty and De Cieri (2016) have revealed that attraction,
development in addition to preservation of mobile professional such as expatriates have faced
inherent challenges especially with their ROI (Return of Investment) thus resulting to a major
cause of destabilized ROI. Expatriates have been defined as workers of business enterprises who
tend to be located in temporarily in a nation where there do not possess citizenship intended for
effective accomplishing an organizational goal. Thus expatriates have been undergoing process
of relocation either execute by their company to a nation recruited as an Assigned Expatriate
(AE) or directly hired from the local or transnational labour market to work in a specific country
as a self-regulated expatriate (Collings 2014). The global mobility and transportation of
employees have been playing a decisive role in MNCs’ global operations for several causes.
McNulty and De Cieri (2016) have stated that corporations have three major drives for using
emigration process, primarily to fill vacant global positions due to lack of local skills and
manpower; secondly, intended for management expansion and thirdly to facilitate regulation,
organization and provide assistance in the shift of the organizations cultural patterns. The
following paper will evaluate transfer process of international assignees by focusing on global
mobility policies to facilitate the transfer international assignees. Additionally, the paper will
focus on the ways in which organizations can navigate the barriers to global mobility.

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Discussion
Expatriates or the transfer of international assignees have been fundamentally used as
corporate culture related to the enduring use of expatriates; functional requirements on the basis
of project-based workers mobility where clients demands establishing consultation platform staff
on-site, along with financial reasons which includes bottom-line determined objectives or the
cost returns related to the use of expatriates from specific developing nations such as India in
comparison to the USA (Vaiman, Haslberger and Vance 2015). Furthermore, factors related to
convenience and expediency reasons have also been taken into account for employees who have
been demanding self-initiated transfers for their individual benefit. Farndale et al. (2014) have
stated that while global organizations primarily comprise of varied grounds for using expatriates
along the motive for transportation which often fails to be restricted. These factors however have
resulted scholars to find more than one grounds for using expatriates further resulting to the
increase of more than one advantages or various possible failures in addition to lost
opportunities.
Global Assignment Policies and Practices Used by Organizations
Modern organizations through well-structured and managed global mobility program,
have been improving its cultural patterns by offering significant prospects and openings to
talented employees for working in other nation and further expand their knowledge, acquire new
skills and proficiently institute an individual global network. Moreover, McNulty and De Cieri
(2016) have noted that for business development purposes, globally proficient employees have
offered in-depth visions and skill sets then further show incomparable value to local clients as
well as targets by following speed-to-market goals while aiming to reduce business jeopardy.
Reports of Al Ariss (2014) have revealed that major expatriate assignees expect an increase in

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the rate of emigrants arrival in the following 5 years which include traditional assignment nations
such as the United States with 58% in addition to the legacy Western European countries such an
the United Kingdom with 35%, Germany with around 22% in addition to Switzerland
comprising over 10% of assignees. Reports of Baruch, Altman and Tung (2016) have revealed
that KPMG UK has been continuing to expect improvement in the transfer of employees
between business purposes, expatriate policy types along with selection of assignee. Currently,
several business enterprises have been offering high resilience in their global assignment strategy
approaches such as establishing policy agendas with core along with voluntary provisions and
intensifying the range of options for either the organization or the assignee that is through menu
focused or points systems. Furthermore, growing incorporation of global assignments with
employee expansion initiatives has been showing greater alignment of policy types and
associated offerings that are customized to drive capacity and corporate value (KPMG 2019).
Strategies like this exhibit a distinct development in using more customized programs which
purpose to accomplish assignee demands while keeping expenses in consideration.
Pre-global assignment consultations along with tax briefings have been significantly
serving as core policy benefits to systematically evaluate the use of expatriate and conditions
before relocation. Moreover, while proactively arranging for a potential expatriate around 90%
of organizations have been offering official pre-assignment visit to the host country site, with
over 60% of authorizing both the assignees and the partner for the transfer (Beaverstock 2017).
Moreover, language and multicultural training has been encompassed under majority of
organizations’ standard strategies with a recognizable development of these trainings, which
commence from post-arrival in the host nation in order to maintain organizational shift as well as
integration.