Global assignments must deliver value for both the business and the individual. Employers today face a far more demanding landscape—immigration rules are tightening, tax liabilities are increasing, and employee expectations have evolved. A one-size-fits-all approach is no longer enough.
Global assignments must deliver value for both the business and the individual. Sending talent abroad is expensive, so every assignment should have a clear purpose, whether it’s market expansion, leadership development, or specialist project work. At the same time, employees expect international moves to support their career growth, personal lives, and financial stability.
The biggest risks? Non-compliance with visa and tax laws, spiralling costs, and failed assignments due to lack of preparation. Employers who neglect proper planning can find themselves facing legal penalties, disengaged employees, and unexpected financial burdens.
The solution isn’t about cutting assignments altogether—it’s about building a structured, strategic, and flexible expatriate management programme that aligns with both business needs and the realities of modern global mobility. From selecting the right talent to handling compliance and costs, getting expatriate management right is a competitive advantage. Let’s explore how employers can stay ahead.
Managing expatriates is a multi-stage process, where each stage can be crucial to the overall success of an overseas assignment for your business, as well as the individual assignee, on both a personal and professional basis.
The following guide looks at best practice for employers when deploying individuals overseas, including some important practical tips for expatriate management, from preparation through to repatriation.
Preparing expatriates for an overseas assignment
The management of overseas assignments can be a complex process for employers and HR personnel to get right, especially when trying to balance the cost of an assignment within the shifting demands of the global business environment against the individual needs of the expatriate.
The level of preparation required in the expatriate management process can vary depending on the nature and length of the overseas assignment, the location of the assignment, the number of assignees involved and the individual personal circumstances of each assignee.
In broad terms, however, your pre-assignment expatriate management process should include a number of key elements.
A comprehensive assessment should be undertaken, scoping out the nature and length of the overseas assignment needed to meet your business objectives, and having regard to the flexibility offered by various different types of assignment, from business trips to permanent relocation. This process should also be carried out in the context of any prospective candidates, their level of experience and their personal circumstances. For the novice expatriate, the option of commuter and short-term assignments may be a sensible starting point.
Adequate compensation packages will be required to adequately incentivise prospective overseas assignees, attracting the best available candidates. This should include a suitable salary that matches or exceeds the typical salary that an employee would get paid in their home country for doing the same job, together with relocation costs and a cost of living allowance to reflect any additional daily expenditure in the host location.
A thorough selection and vetting procedure will be required for prospective assignees, ensuring they are suitably qualified and capable of undertaking the assignment in question. Each assignment will present its own unique challenges and demands, so you will need to match the right person to the job, having regard to the individual needs of the assignee in the context of the specific assignment and host location. This could include formal and informal assessments of their capabilities, career aspirations, physical and mental wellbeing, and whether they are emotionally equipped to withstand any cultural adjustment.
Travel and legal risks should be identified through a risk assessment prior to deployment and tailored to the specific assignment, the host destination and the individual assignee(s), ensuring that you fully research the country and region in which the assignee will be working. You should also keep abreast of any imminent changes that may affect the assignment or assignee prior to their deployment.
You should also deliver a pre-deployment programme of training and education for overseas assignees and their families, where applicable, about the host destination. This could include cross-cultural training and language classes, as well practical information about the region or city in terms of transport, education, recreation, healthcare services, and any safety and security issues. For those travelling to high-risk destinations this should also include security briefings and training on hostile environment awareness.
Supporting expatriates during an overseas assignment
Even with thorough preparation prior to the start of an overseas assignment and through to deployment, the provision of ongoing support for an expatriate during the lifecycle of their assignment can be key to its’ overall success.
A human-centric approach should be taken to expatriate management, where absent the right personal and professional support for your overseas assignees and their families whilst abroad, this could seriously affect the outcome.
Providing ongoing support to expatriates and their families is essential for a successful assignment. Adjusting to a new country can be challenging, and employees who feel unsupported are more likely to struggle with integration. Employers should offer a benefits and support programme that includes local assistance, housing guidance, school recommendations for children, and practical relocation advice. Outsourcing to a specialist relocation service can also be beneficial, particularly for first-time expatriates who may need extra help settling into their new environment.
A key contact in HR or management should be assigned to each expatriate, ensuring they have someone to reach out to for professional or personal concerns. In the event of an emergency, clear channels of communication should be established so employees can quickly access the necessary support.
A positive expatriate experience is linked to higher engagement and long-term success in overseas assignments. Employers should actively promote psychological wellbeing, helping expatriates feel welcomed and valued in their new workplace. Initiatives such as informal introductions, networking events, social activities, and mentorship programmes can encourage integration. Connecting employees with other expatriates, both within and outside the organisation, helps them build social ties and adjust more easily to their new surroundings.
Regular check-ins and wellbeing assessments can identify potential challenges before they escalate. Support for mental health, such as counselling services or expatriate wellbeing programmes, should also be considered to help employees manage any stress related to their relocation.
Consistent and transparent communication between expatriates, HR, and management is vital to prevent employees from feeling disconnected or overlooked. Regular check-ins, virtual meetings, and surveys should be conducted to gauge employee satisfaction and address any concerns.
Keeping expatriates informed of workplace updates, organisational changes, and company policies ensures they remain engaged with their employer even while abroad. Employers should also encourage feedback from employees about their experiences, allowing improvements to be made to future assignments.
Physical and mental health support is a fundamental aspect of expatriate management. Employers should offer an international health insurance plan that provides comprehensive medical coverage, including routine healthcare, specialist treatments, emergency assistance, and mental health support.
Access to a 24-hour helpline for medical and security concerns is particularly important, ensuring that expatriates can obtain assistance whenever required. Health coverage should extend to family members where applicable, offering peace of mind to employees and reducing the likelihood of early repatriation due to healthcare concerns.
Even in destinations that are generally considered safe, unexpected risks can arise due to political instability, social unrest, environmental hazards, or health emergencies. Employers must remain informed of any potential threats and ensure expatriates receive timely updates and safety guidance.
Regular risk assessments should be conducted for all overseas assignments, considering security risks, travel restrictions, and emergency preparedness. Employees should be trained in safety procedures, including what to do in case of an emergency, and provided with contingency plans for evacuation if needed.
Technology plays an essential role in managing expatriate assignments efficiently. Data and analytics tools can provide insights into cost control, employee performance, and overall assignment success. Employers should track key performance indicators (KPIs) such as cost-effectiveness, productivity, engagement, and retention rates.
Providing employees with the right tools and technology is equally important. Reliable internet connectivity, secure networks, up-to-date software, and work devices help expatriates remain productive and in touch with their teams. Employers should also explore digital platforms that allow for performance tracking, wellbeing monitoring, and seamless communication between expatriates and HR.
Making provision for expatriates following an overseas assignment
Completion of an overseas assignment is not the end of the process – either for you as the employer, or for the returning employee. The repatriation process, while the last step in the expatriation lifecycle, can be just as challenging as the deployment process. In many cases this will involve a process of practical, mental and emotional readjustment for the assignee, as well as their families.
The level of support required for expatriates following an overseas assignment can vary depending on how long an assignee has spent abroad, the extent of any family ties back home and the nature of any role that they will be returning to.
Returning expatriates often face significant personal and professional adjustments. A well-planned repatriation package ensures that employees feel valued and motivated to continue their careers within the organisation.
One of the biggest concerns for returning expatriates is career progression. Employers should ensure that meaningful opportunities are available, such as a senior position or a role that makes use of their international experience. Without clear career prospects, employees may feel undervalued and consider opportunities elsewhere. Providing structured career planning, mentorship, and leadership development can help retain top talent and leverage their global expertise.
A financial relocation package should also be provided to cover housing, schooling for dependants, and logistical support in settling back into the UK. The cost of repatriation should be balanced against the long-term benefits of retaining an experienced and globally knowledgeable workforce.
Employees who return from overseas assignments are often highly sought after due to their international exposure, industry insights, and leadership potential. Without a clear retention strategy, businesses risk losing these employees to competitors.
Employers should introduce engagement initiatives to keep returning expatriates motivated. These could include recognition programmes, structured career discussions, and professional development opportunities that make them feel valued and invested in the organisation’s future.
Regular check-ins during the first few months post-assignment can help identify any challenges employees face in readjusting. Providing support networks, mentoring schemes, and integration programmes can ease the transition and ensure that expatriates feel welcomed back into the organisation.
A structured debriefing process should be carried out to maximise the value of the employee’s overseas experience. Returning expatriates often bring back valuable market insights, industry knowledge, and cultural awareness that can benefit business growth.
A debriefing interview allows the employer to capture this knowledge and explore how it can be applied to domestic operations, future global expansion, or leadership development. Employers should consider formalising this process by creating knowledge-sharing sessions or written reports that document key learnings.
The debriefing process is also an opportunity to discuss career aspirations and future mobility plans. Some employees may be open to further international assignments, while others may prefer a long-term role in the UK. Understanding their preferences allows employers to plan workforce mobility more effectively and align individual ambitions with business needs.
Practical tips for effective expatriate management
Although statistically there can be a high failure rate for overseas assignments, the risk of an unsuccessful assignment can be minimised by applying the following practical tips to the expatriate management process:
- Carefully consider the assignment in the context of your business goals, including the nature of the assignment and number of assignees needed
Offer adequate compensation packages to attract the best available candidates, including relocation and costs of living allowances. - Implement a thorough selection and vetting procedure for prospective assignees, ensuring they are suitably qualified and capable of undertaking the assignment in question in the host destination.
- Thoroughly research the host destination for any travel and security risks, keeping abreast of any imminent changes that may affect the assignment or assignee.
- Thoroughly prepare your assignee for deployment through a programme of pre-deployment training, including their families where applicable
Invest in an ongoing benefit and support program to help assignees and their families integrate into their host destination. - Encourage a positive employee experience through the use of informal introductions with ex-pat families, employee-centric activities and social networking events on the assignee’s arrival in the host destination.
- Maintain regular contact with your overseas assignee to help pre-empt any problems and avoid any feelings of isolation.
- Remain up-to-date with any changes in the host destination that may affect the assignment or assignee.
- Provide adequate healthcare, including access to a 24-hour helpline and the provision of emergency assistance where needed.
- Provide adequate equipment and up-to-date ways of increasing productivity, monitoring performance and staying connected.
- Provide adequate repatriation packages to incentivise assignees to return to work for you, including the potential for career progression or a suitably senior role, as well as any necessary relocation package.
- Utilise debriefing interviews to capture lessons learned from the overseas assignment and explore potential career options available to the expatriate, including the possibility of further overseas assignments.
Need assistance?
Seeking expert advice in expatriate management is often money well spent. The cost of sending employees abroad can already be significant, but the risk of losing that investment through either a failed assignment or loss of the assignee altogether from within your organisation should be weighed in the balance.
Getting it right can result in an increase in revenue, the retention of talent and the ability to repeat the process successfully time and time again.
DavidsonMorris are employer solutions lawyers with specialist experience in global mobility and supporting businesses with their international workforce needs. For advice and help with your expat management, speak to us.
Expatriate management FAQs
What is expatriate management?
Expatriate management refers to the process of handling employees who are sent to work in another country. It involves managing immigration requirements, tax obligations, relocation logistics, and employee support to ensure a successful international assignment.
What are the biggest challenges for UK employers managing expatriates?
Key challenges include ensuring visa and work permit compliance, managing tax liabilities, controlling costs, and supporting employees with relocation and cultural adjustment. Failure to address these issues can lead to legal risks, financial burdens, and unsuccessful assignments.
Do UK employers need to provide tax support for expatriates?
Employers should assess whether expatriates will be subject to double taxation and whether tax equalisation policies are necessary. The impact of social security contributions and local tax laws in the host country must also be considered.
What immigration requirements must UK employers meet?
Each destination country has its own visa and work permit rules. Employers must ensure expatriates have the correct authorisation to work and remain compliant with local immigration laws to avoid legal penalties or assignment disruptions.
How can employers reduce the costs of expatriate assignments?
Careful planning of relocation packages, housing allowances and tax arrangements can help control costs. Employers should also evaluate whether alternative mobility options, such as short-term assignments or local hiring, might achieve the same business goals more affordably.
What support should be provided to expatriate employees?
Expatriates often require assistance with housing, schooling, healthcare, cultural adaptation and family relocation. Providing structured support helps improve assignment success and employee satisfaction.
What happens if an assignment fails?
Failed assignments due to cultural difficulties, lack of preparation or job dissatisfaction can be costly. Employers should have clear repatriation policies and contingency plans to manage early returns and minimise disruption to business operations.
How can businesses measure the success of expatriate assignments?
Tracking employee performance, retention rates, cost-effectiveness and business impact helps assess whether expatriate assignments deliver value. Regular reviews ensure that international mobility aligns with overall business objectives.
Glossary
| Term | Definition |
|---|---|
| Expatriate Management | The process of managing employees who are sent to work abroad, covering immigration, tax, relocation, and employee support. |
| Repatriation | The process of returning an expatriate employee to their home country at the end of an overseas assignment. |
| Work Permit | An official document granting a foreign national permission to work in a specific country. |
| Visa Sponsorship | A process where an employer supports an employee’s visa application to legally work in another country. |
| Tax Equalisation | A policy where an employer ensures that an expatriate’s tax burden is the same as if they were working in their home country. |
| Double Taxation | A situation where an expatriate is required to pay income tax in both the home and host country, sometimes reduced by tax treaties. |
| Social Security Contributions | Payments made by employees and employers towards pensions, healthcare, and benefits, which may be required in both home and host countries. |
| Permanent Establishment | A tax term referring to a business being considered taxable in a foreign country due to the presence of employees there. |
| Short-Term Assignment | A temporary work placement in another country, usually lasting less than a year. |
| Long-Term Assignment | An international work placement typically lasting more than a year, requiring relocation and full expatriate benefits. |
| Relocation Package | A financial and logistical support package provided by an employer to assist an employee with moving abroad for work. |
| Career Progression | The opportunities for professional growth and advancement that an expatriate may receive as part of an overseas assignment. |
| Assignment Failure | A situation where an expatriate assignment ends early due to personal or professional challenges, often leading to financial loss for the employer. |
| Debriefing Interview | A structured discussion with a returning expatriate to capture insights from their assignment and explore career development options. |
| Global Mobility Programme | A structured framework that businesses use to manage international assignments and workforce movement effectively. |
| Psychological Wellbeing | The mental health and emotional support required to help expatriates adjust to a new environment and maintain job satisfaction. |
| Risk Management | The process of identifying and mitigating potential risks associated with expatriate assignments, such as security threats or health concerns. |
| Cost of Living Adjustment (COLA) | A salary adjustment to account for differences in living costs between the home and host country. |
Author
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
