Managing International Assignments: A Guide for First-Time Employers

If you’re managing international assignments for the first time, it’s likely that you don’t yet have a formal global mobility programme in place. That’s not unusual. For many SMEs, international assignments happen ad hoc, often led by opportunity rather than strategy. But whether it’s one employee or a handful, the risks and responsibilities don’t shrink to match the scale. They still exist – tax, immigration, relocation support, payroll, and employee welfare, to name a few.

This guide walks you through what to consider when managing international assignments from scratch, helping you plan a smooth and compliant move without needing a fully-fledged mobility department.

Key Takeaways

• A clear structure for managing international assignments improves employee experience and compliance.
• Even without a formal mobility programme, SMEs can still manage global moves effectively.
• Getting expert support from relocation providers and other specialists can save a lot of expense and hassle.
• This guide outlines the key steps for handling international employee moves, from assignment planning to repatriation.

Step 1: Define the Type of International Assignment

Not all international employee moves are equal. Before you start booking flights and packing boxes, be clear on what sort of assignment you’re dealing with:

Short-term assignment

Usually less than 12 months, typically involving temporary relocation without family, with a defined return date.

Long-term assignment

Typically 1–3 years, where the employee relocates more permanently, often with family and full destination support.

Permanent transfer

A move where the employee changes to a local contract in the destination country, with no planned return.

Business travel or commuter assignment

The employee travels regularly between countries, rather than relocating. Still needs consideration for tax and immigration!

Each of these comes with different obligations for HR, so clarity at the outset will inform every other decision.

Step 2: Understand the Business Drivers When Managing International Assignments

You need to be clear on why the assignment is happening in the first place. Is it to:

• Launch a new overseas office?
• Transfer knowledge or specialist skills?
• Support a key client relationship?
• Develop talent and leadership potential?

Identifying the business drivers helps to:

• Build the business case for the move.
• Define assignment goals and success measures.
• Justify costs internally.

A well-defined purpose also helps the employee understand their value to the organisation and what’s expected from the move.

Step 3: Choose the Right Type of Assignment Package

If there’s no existing policy, you’ll need to decide what support to offer. Most international assignments involve some combination of:

• Relocation support – temporary accommodation, home search, settling-in, school search.
• Cost-of-living allowance – to equalise financial conditions.
• Hardship allowance – if the destination has challenging living conditions.
• Tax assistance – including tax equalisation or protection.
• Healthcare cover – especially if public healthcare isn’t accessible.
• Home leave – flights back to the home country.

You don’t have to offer the full expat package, especially in lower-budget scenarios. A flexible, needs-based approach – sometimes called a core/flex model – can work well for SMEs managing international assignments.

Step 4: Managing International Assignments: Compliance Essentials

This is where things get thorny. Even a single international assignment can involve:

• Immigration – securing the right visa or work permit.
• Tax – preventing dual taxation and understanding employer obligations.
• Social security – deciding which country’s system applies.
• Payroll – local vs home-country payroll, shadow payrolls, reporting obligations.
• Permanent establishment risk – making sure the employee doesn’t trigger corporate tax liabilities.

It’s easy to miss something here if you’re new to global mobility. Most SMEs managing international assignments will partner with a tax or immigration adviser, or use a relocation provider with international expertise.

Step 5: Create an Assignment Letter or Contract Addendum

Even if the employee keeps their original contract, you’ll need a formal document outlining the terms of their international assignment. This typically includes:

• Duration and location of the assignment.
• Compensation and benefits changes.
• Allowances and support provided.
• Housing and schooling (if applicable).
• Performance expectations.
• Repatriation terms.

Clear documentation protects both you and the employee, and helps prevent disputes or confusion down the line.

Step 6: Provide Pre-Assignment Preparation and Support

Managing international assignments isn’t just about logistics. Preparation is key to success.

• Cultural awareness training – helps the employee settle in and work effectively in a new cultural context.
• Language support – especially for non-English-speaking destinations.
• Destination services – like orientation tours and home searches.
• Partner and family support – a big contributor to assignment success.

The more support you provide at this stage, the less risk of assignment failure later on.

Step 7: Ongoing Support During the Assignment

Once the employee has arrived, the job isn’t over. Regular check-ins help catch issues early and show continued investment in the employee’s wellbeing.

• Maintain contact between HR and the assignee.
• Monitor performance and assignment objectives.
• Adjust support if needed – e.g. extra schooling help or extended home leave.
• Keep payroll and tax arrangements under review.

Step 8: Managing Repatriation or Local Transfer

What happens at the end of the assignment?

• Is the employee returning to their home-country role?
• Are they taking up a new position?
• Will they be localised permanently?

Repatriation can be a shock if not planned properly. Employees often report reverse culture shock, frustration with career progression, or even attrition post-return. Including repatriation planning in your assignment strategy from the outset helps prevent that.

Managing International Assignments: Do You Need External Help?

If this is your first time handling international employee moves, getting expert advice early can save a lot of cost and hassle later. Most companies in this position work with:

• A relocation provider.
• Tax and immigration advisers.
• Local destination consultants.
• Global payroll partners.

It doesn’t have to be expensive or complex – you just need to know where your gaps are and fill them with the right support.

Final Thoughts: Managing International Assignments Doesn’t Require a Full Programme

You don’t need a dedicated mobility team to manage international employee moves well. With a clear structure, thoughtful planning, and the right partners, SMEs can handle assignments professionally, compliantly, and with a focus on employee experience.

Start with one successful move and you’re already laying the groundwork for a future mobility programme.

FAQs

At Adleo Relocation, we specialise in providing comprehensive relocation services tailored to the unique needs of your employees and your organisation. From immigration support to cultural training and ongoing assistance, our team of experts is here to guide you every step of the way.

If you’re an HR manager tasked with relocating employees for the first time, speak to one of our experts or send a message today and find out how we can add value to your relocation programme. Our personalised approach, extensive resources, and commitment to excellence will empower you to manage employee relocations with confidence and ease while minimising the administrative burden on your HR team.