An expatriate assignment is as much about relocation as it is about matching skills and qualifications to job requirements. So what happens when a would-be assignee is reluctant to relocate? We find out how some organisations deal with it.

The 'sell trip' helps the potential assignee put things into perspective

Because employees' personal circumstances enter into relocation decisions, organisations are finding that human needs must be considered. When possible, employers attempt to address obstacles to relocation, either through their own efforts or by contracting with a specialist company like Going-there, a global destination services firm based in London that assists with repositioning executives in Europe, the Americas, and Asia.

Going-there works directly with corporate human resources, focusing on housing and human needs, in order to facilitate relocation. Among its clients are large multinational organisations like Oracle, Bank of America, Dupont, and Pfizer, but the firm also works with small companies that are just beginning to deploy people.

Organisations are aware of potential assignees' concerns says Chuck Stewart, director of client services for Going-there, and generally try to provide information and services.  

However, enticing an employee to move often goes beyond creating an attractive relocation package. What some companies do is actually arrange for what is called a 'sell' trip or a 'decision' trip to the proposed destination, Stewart tells Expatica.

They'll bring the assignee and sometimes ask the assignee to bring his or her spouse or relocating partner, he says.

Selling a city

An employee and significant other will spend a day or two involved in orientation of the city, Stewart explains.

Education is an important consideration for an assignee with children, so for him or her orientation includes touring and meeting with officials at international schools.

Orientation also includes exploring different neighbourhoods where the employee might live. Neighbourhood tours usually point out shopping facilities, places of worship, and areas of specific interest to the individual, like a health or golf club.

Since housing is a major consideration, the sell trip usually addresses it as well. An assignee is typically given a housing allowance and, in order to show what accommodations are available for that allowance, several properties may be toured.

The human needs issues are also addressed, says Stewart. "Sometimes employees have concerns beyond the normal needs, like medical needs or counselling issues like Alcoholics Anonymous," he says. Accordingly, assignees want to know if resources are available.

Identifying obstacles

The purpose of a sell trip isn't only to sell a destination; it's to identify potential obstacles so the employer can address them. If obstacles to relocation can be eliminated so the employee takes the assignment, there are benefits for all concerned.

"Often times when an assignee is considering going on assignment it's a career development experience for them and then hopefully they will use the experience when they're repatriated," Stewart says.

Balancing business objectives and personal circumstances is a challenge

Going-there finds that the number one obstacle to relocating is the financial package on offer. Number two is the question of whether it makes sense for the assignee's career, Stewart says. In addition, human needs are considerations, particularly when an employee will be relocating with a family or partner.

"In a family situation, the biggest obstacle is going to be the schools," Stewart says. Meanwhile, for the spouse or relocating partner, assimilation is a factor, as is the income issue. If a partner is giving up a significant income, it can be especially problematic. In most countries, a relocating partner can't get a work visa, Stewart explains.

Location can be an obstacle as well. Sometimes a company will give what is termed as a 'hardship' allowance to get an employee to go to a certain location, like a Middle Eastern country, Stewart says.

Corporate objectives

Nevertheless, an organisation has strategic needs and business objectives that must be met. As a result, employees who have agreed in theory to deployment don't usually have a lot of choice as to location.

Based on Stewart's experience, if a person has a good reason for turning down an assignment once, it's acceptable. Turning down a second assignment, however, is viewed negatively.

The exception, Stewart says, is the employee who possesses key knowledge or skills. An organisation may then try to persuade the person by offering additional perks, like more frequent trips home.

Although companies understand dual careers issues and the necessity of particular schools, they also want to know employees are committed to corporate objectives. "That's the message the employer wants," Stewart says.

Message versus reality

Still, balancing business objectives and personal circumstances is likely to be an ongoing challenge for organisations, particularly with regard to relocation.

It's something cosmetic giant Avon recognizes. The company employs a lot of women, including at the senior manager level. Many executives have children and husbands and as a result may not be as mobile. There may be people who don't want to relocate, but are willing to travel full time, says Daniela Menzky, vice president of human resources EMEA for Avon (Windsor) Limited.

"The company tries as much as possible within the business framework to accommodate private, personal situations," she tells Expatica.

Preference extends to location as well. "Some people are more adventurous than others. There are cultural inclinations as well. Some like Asia or don't like Africa. And there are security issues," Menzky says, explaining that the company wouldn't force a senior manager to live in a high-risk location on her own or with children.

In a similar vein, the company understands that personal cirumstances, like divorce where children are involved, may require a would-be assignee to stay in country.

There are a few cases where employees have opted for virtual managing as opposed to relocating, says Menzky. Such a role involves a lot of travelling, but if it's feasible from a job perspective, the company has been open to it.

Addressing issues early

According to Menzky, Avon hasn't had any major situations involving reluctance to relocate that it hasn't been able to resolve since she joined the company six months ago. She attributes this in part to the company's in-depth talent review and development processes.

By identifying early on who is best suited to assignments abroad, Avon is able to avoid having to address issues when an opportunity arises.

But Menzky also attributes successful deployment to the company's culture. "We are very touch and feel and truthful to our corporate values. That's about trust and integrity," she says.

Like Avon, business-to-business express delivery services company TNT also addresses relocation issues on an individual basis.

Although it doesn't have many assignees who are reluctant to relocate, occasionally there are circumstances which require additional discussion and accommodation. Within the last couple of weeks, one assignee relocating to a South American country had major concerns about his package, Peter Janssen, manager of expatriate services for TNT, tells Expatica. As a result, the company came up with a custom solution to encourage him to relocate.

But this situation is the exception rather than the norm. "The locations we are in aren't difficult countries. Typically, for a specific role, people are fairly open to assignments," Janssen says.

When there are obstacles, they are usually related to pay, he says. Family issues are identified fairly early in the process and don't generally affect decisions. However, Janssen points out that family doesn't figure in as much because TNT has a lot of young people on assignment, as well as many short-term assignments.

Still, unexpected situations arise that call for the company to respond.

Janssen tells Expatica of one employee who recently accepted an assignment that required him to move from one European country to another. Everything was set, but because his partner had a high-paying job, she was reluctant to move. As a result, the employee asked if he could commute. Although his manager in the new country agreed to the arrangement, Janssen points out that issues have to be resolved, including who is going to pick up the extra cost of travel.

He is also concerned about setting a precedent. "If we commit to him, it raises an issue for other people in that programme," he says.

At TNT, weighing expatriates' individual concerns in the context of corporate objectives will get more attention going forward. The expatriate services department is newly formed, explains Janssen. Charged with global coordination of all expats, the department will look more closely at tactical and strategy issues, which include those related to relocation.

September 2005

Paula Santonocito is a freelance writer specializing in workforce management issues. She is the author of more than 500 articles on a wide range of topics.

Subject: Expatriate selection, Tools for expat selection