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Overseas Assignments

Transition Center

An overseas assignment translates to months of preparation and planning. U.S. government employees and their family members assigned to a U.S. embassy or consulate overseas can visit the Overseas Briefing Center (OBC) in Arlington, VA to use their collection of resources for researching overseas posts and the logistics of an international move. Hours of operation .

Country Bidding Information

• OBC’s listing of country bidding resources assists in discovering more about an overseas location.
• U.S. government employees and their eligible family members who are bidding on or assigned to a U.S. embassy or consulate overseas can access post-specific information via the OBC’s Post Info To Go websites. For more information, contact the OBC .

Resources for an International Move to a Mission Overseas

• Activities to encourage curiosity and discovery
• Quotes from kids who have experienced moving overseas
• Games to prompt discussion, and more!
• ZINES! A new series of Teen Zine tell the stories of kids who travel from post to post and their struggle to find their place in the world, figure out a new school, find new friends, manage relationships, and handle the bumps along the way. Overall resilience themes are incorporated, including maintaining a positive attitude, finding one’s meaning and purpose, active problem-solving, self-care as the key to well-being, supportive social relationships, and developing a growth mindset. Download a PDF of the first ZINE: Transitions   . Download a PDF of the second ZINE: Identity   .
• The  Foreign Service Assignment Notebook: What Do I Do Now? offers invaluable information and guidance for an international move and assignment to a U.S. embassy or consulate abroad. Topics include: overview of a U.S. Mission, children in the Foreign Service, resilience, post research, packing to go, finances, family member employment, insurance, traveling with pets, and more.
• For iOS:  Apple’s App Store
• For Android:  Google Play

Learn about Allowances for an International Move

• Department of State employees heading on assignment overseas are eligible for certain allowances, as outlined on the Office of Allowances website. Here is a quick guide to Allowances for Transitions .

Annual KidVid Contest

• The Foreign Service Institute’s Overseas Briefing Center (OBC), in collaboration with the Foreign Service Youth Foundation (FSYF), hosts the annual worldwide KidVid Contest. Contestants submit an original video that depicts life for Foreign Service youth at their post. The purpose of this contest is to develop a library of videos that will help FS families anticipate what life overseas is like from a kid’s perspective. The Overseas Briefing Center administers the contest and FSYF awards cash prizes to winners.  Foreign Service youth, ages 10-18 who are posted overseas, are eligible to enter this contest.

Traveling with a Pet to an International Location Outside of the United States

• Getting a pet to a foreign country involves understanding country-specific import restrictions, paperwork procedures, and the various offices involved in the process. OBC’s guidelines for pet shipping are invaluable to understanding Pets and International Travel . U.S. government employees heading to a U.S. embassy or consulate overseas can contact the OBC for detailed country-specific guidelines.

Online Training Resources for an International Assignment

• Protocol for the Modern Diplomat – Ask OBC for this booklet designed to help readers master the basics of diplomatic protocol.

The Overseas Briefing Center staff is available to answer questions, share valuable resources, and assist with transition concerns. U.S. government employees assigned to an overseas U.S. Mission can contact the OBC  for more information.

U.S. Department of State

The lessons of 1989: freedom and our future.

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7 Strategies for a Successful International Work Assignment

Published: Oct 08, 2018

International assignments are exciting for a host of reasons, but having the opportunity to live in another country while finding success in your career at the same time is particularly compelling. Working abroad allows you to gain real-world experience, advance the skills you have, and learn how to thrive in a global environment.

But living and working in a new country with a different culture is a major life change. It’s important to immerse yourself in the experience and remain positive through the ups and downs. Below are 7 tips to make the most of your journey abroad.

1. Keep an Open Mind

Social media and the internet allows us to connect with people from all over the world. Take time to learn about the history of your new home, including any local customs or laws, so you can set more realistic expectations ahead of time.

When you finally touch down in your new destination, keep an open mind. What you think you know about an area or country may end up being turned on its head once you spend more than a few days there.

For Allison Alexander, a participant in Abbott’s Finance Professional Development Program , an international assignment was the ultimate lesson in flexibility. “Going to an international role means you’re stepping into a culture and a set of expectations that are foreign to you,” she explains. “It forces you to be open to the unexpected.”

Unlike traveling for leisure, international assignments allow you to spend months or even years in a location. You can, and should, tap into the global mindset you’ve already developed while leaving room for all the surprises that will come from long-term exposure to a different culture.

2. Set Goals

Maximize the benefits of an international assignment by setting goals for yourself at the beginning. What do you hope to accomplish in the first two weeks? How can you challenge yourself once you’ve settled in? And when you leave, what are the skills you want to take with you? Having clearly defined milestones will help you stay focused on what’s important and define the steps needed to grow your career.

3. Develop Language Skills

You may not become fluent, but practicing the local language can help you build deeper connections within the community and potentially open up new work opportunities in the future. Don’t fret if you stumble through mispronunciations and tenses at first, the more you practice, the more confident you'll become, and the better you'll get.

4. Be Adventurous

When you're abroad, it's great to take advantage of travel. You have a new world at your doorstep! It's also a chance to try activities you've never tried before.

"I've been doing things I thought of all my life but could never muster enough courage to actually do," says Timir Gupta, another member of Abbott's Finance Professional Development Program, who has traveled solo, tried skydiving, and chased the northern lights. "And it's a great conversation starter during an interview," he adds.

5. Apply New Perspectives

Gaining insight into different business practices can help you learn to look at old problems in new ways when you return home. This type of creative problem solving will be an asset no matter what your next assignment is.

"When you finally make your way back to a domestic role, you've now become an expert in two completely different professional structures," says Alexander. "You've seen what works and what doesn't in a global setting, and you can lead the group on new ways of thinking that may lead to more success."

6. Expand Your Network

Get out and build connections, both at your assignment and beyond. "Because of traveling, I have friends all over the world," says Gupta. He now has connections across five continents that he can tap into when looking for a reference or career advice.

Luckily, maintaining the professional network you build abroad is now easier than ever before. Social media, LinkedIn, and apps like WhatsApp can help you stay in contact with your colleagues and mentors.

7. Market Yourself and Build Your Career

When you return home, don't forget to incorporate your experience into your personal branding. You want to make sure prospective employers know how your new skills, perspectives, and connections set you apart. Think: How can I rework my resume and reframe interview answers to showcase what I've learned?

Depending on your experience, you may even refocus your career or choose employers who will use your global mindset. If you want more opportunities to go abroad, many multinational organizations offer international assignments. With offices in more than 150 countries, Abbott has numerous internships and development programs for students in finance, information technology, engineering, manufacturing, environmental health, and quality assurance.

Look for companies expanding in emerging markets, too. This can give you the unique opportunity to get in at the ground level and learn how to evolve a product or service to match the local market.

No matter what you choose or where you go, an international assignment can provide you with the unique opportunity to grow personally and professionally—and hopefully have a little fun along the way too.

This post was sponsored by Abbott .

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Three Keys to Getting an Overseas Assignment Right

• Mark Alan Clouse and Michael D. Watkins

How to tackle a management role in a new cultural and regulatory environment.

Reprint: R0910N

The mergers that thrive postrecession will be those that focus not just on the numbers but on integrating and motivating employees. To extract lessons on how to manage the human side of M&A, Harvard Business School’s Kanter studied a dozen deals that overcame the usual barriers to success: employee shock, protests, and anxiety, all of which can fuel supplier unrest, government disapproval, and customer defections.

Procter & Gamble, for instance, faced the prospect of “blood on the floor” in its ranks when it bought Gillette, because headhunters went after Gillette managers. Yet P&G managed to retain a large percentage of them, and it enlisted employees in keeping suppliers, distributors, and customers happy. The company met cost and revenue targets within the first year, incorporated Gillette’s superior go-to-market processes, and continued to position itself for growth even as the current recession loomed.

Kanter highlights the key strategies behind effective integration by describing practices at P&G and two other companies: CEMEX, which needed to transfer know-how to acquired employees so they could absorb its processes quickly and meet global standards, and Publicis Groupe, which treated its mergers like reverse takeovers, allowing acquired talent to take the lead in building new capabilities.

The Idea in Brief

• International experience is as valuable as ever—particularly in today’s global organizations.

• But the personal challenges of an overseas assignment are also as daunting as they’ve ever been.

• Settling your family, adapting your communication style, and understanding the new regulatory environment are critical for transitioning successfully, the authors say.

Assuming a new leadership role is hard even in the best of circumstances: relationships are undefined, routines are unfamiliar, and expectations are often unclear. Now imagine yourself heading up a new unit or project in a corporate and national culture radically different from your own. To strengthen their CVs, many ambitious executives willingly learn new languages, uproot their families, and puzzle over local laws and customs.

• MC Mark Alan Clouse is the managing director of Kraft Foods Brazil. He was previously managing director of Kraft in greater China. Michael D. Watkins ([email protected]) is the chairman of Genesis Advisers, a Newton, Massachusetts–based leadership development firm. He is the author of The First 90 Days: Critical Success Strategies for New Leaders at All Levels (Harvard Business Press, 2003). His new book is Your Next Move (Harvard Business Press, 2009).

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Lessons from an international assignment

Robert S. DeVries

An international assignment has long been seen as providing executives with an opportunity for personal growth and professional development, while enabling companies to place executives in markets where specific capabilities are needed or to spread corporate values and best practices throughout the organization. With business footprints expanding and international markets becoming increasingly important drivers of revenue and profit growth, companies need executives who are global thinkers with broad-based business perspectives and the agility to master an array of markets, cultures, competitors and workforce differences.

As these capabilities become even more important, having a meaningful assignment outside one’s own market has become a critical element of executive experience and is likely to become a prerequisite for career advancement at a growing number of multinational companies.

We asked several senior executives to think back to their first or most memorable international assignment and share how those experiences helped to shape or influence their leadership styles. What surprised them the most? What did they learn and how have they continued to apply those lessons in their current leadership roles? Finally, what advice would they give to other executives about succeeding in an international assignment?

Philippe Bourguignon

Vice chairman, revolution places, and ceo, club med, what surprised you.

Someone who was born and raised in his country and, when he is 25, 28, 30, is posted abroad, obviously, learns so much during his first assignment. I was raised in Morocco. My father worked for a U.S. company, and I came to the U.S. almost every year when I was a young boy. Therefore, I’ve been exposed and living international from basically almost the time I was born. It is more a way of life, and, by the way, this has been a huge gift. My two children were born in New York and raised in the U.S., and today they are totally bicultural.

What have you learned?

I like to say that I’ve learned patience in Asia, and I’ve learned what competition means in the U.S., because I’m from a country where there is no patience and limited competition.

What I also learned by working internationally is that if you keep good sense — remain grounded in basic business judgment and rules — you can work in any foreign environment. Good sense is key. Some people try too hard to be too local, understand everything, but you will never understand a foreign country as well as you understand your native country, even if you speak the language. But good sense is the same everywhere.

What advice would you give to others based on your experience?

To an executive, my advice would be to listen and be humble. Listening is very important. Be humble and respectful. The tendency, particularly if you go into emerging countries, is to consider that everything else is not as well done. But being humble and respectful of people buys you tremendous mileage no matter where you go. You need to be more humble abroad than you are at home and more respectful.

When you are abroad, things are over-amplified. Being abroad over-amplifies your body language, your words and your decisions. Whatever you say is listened to twice as carefully as when you say it at home. You are watched much more closely than you are at home — for both good and bad.

John Doumani

Managing director, australasia for fonterra cooperative group, what did you learn.

The business issues were not that hard to discover, but the bigger issues for me were actually more cultural. The culture in the U.K. was similar to here, and there was a relatively informal work environment where you can joke around a bit. This is my style and it translated really well. However in Italy and the U.S., the work environment is more formal, and I had to adjust my style to be conscious of this. Had I not done so, I would not have been able to be effective working for the organization. You have to be very careful not to offend people. If you want people to follow your leadership, you have to engage them in a way that works for them.

Seventy percent of what you know about business will translate, but the other 30 percent — the difference between success and failure quite often — comes down to truly understanding the business dynamics that might be different. Market dynamics vary greatly in terms of regulations, trade and competitive structures. You’ve got to make sure you get your head around this because it will affect your ability to implement what you want to do, and you have to modify whatever you do to fit in.

The bigger issue is to be really sensitive to cultural differences. There’s no shortcut in being able to do this other than to have an open mind and be willing to accept any differences. You can’t go with the attitude of, “I’m just going to do what I do and if they don’t like it, stuff it!” The first thing is to accept that the cultural issues are really important. Accept the fact that it may be different and be really open-minded. The sooner you identify and are open to any differences, the better.

Philip Earl

Executive vice president and general manager, publishing for activision blizzard, what most surprised you.

Having worked in Saudi Arabia, having worked in Australia, having worked in Los Angeles, what surprised me the most is that there are more similarities than differences in the people across countries.

I learned the importance of understanding the pace of change: how much to do and how quickly. You have to be very astute in understanding the capabilities of the organization in the marketplace. It can be too fast, but can also be too slow. There is no right or wrong answer. You have got to accept that you can have a very strong strategy and you can have a very good vision, but unless you bring the team with you, it is just disconnected. Your people capability platform will determine whether to go faster or slower.

What people leadership insights have you gained?

Something interesting I have learned is the fact that people are motivated by different things, and understanding what most drives a specific individual lies at the heart of leadership. Often you assume people are concerned about money. It almost always isn’t the case. There has to be a base level of remuneration, but in three years working with video games people, I have Harvard graduates who just want to work in that industry; it motivates them to be part of something amazing. It is a passion for them. Some people are motivated by a very strong sense of family and a sense of community. If you are not careful and gloss over individual motivations, you never get the most out of people. You have got to understand people. There can be 10 nuances of what motivates them, and if you get that right, despite cultural differences, you can usually do quite well.

My advice is to “be in.” When you go to a new market, don’t hang around on the side; just get in there. Absorb the culture, language, food, sport, everything. You get a reaction from your work colleagues that is really incredible and makes you feel that you really want to be here, and as a consequence, they see you as an expat wanting to be here.

Conrado Engel

Chief executive officer, hsbc bank brazil.

The most important thing was how careful you have to be about managing cultural differences. People react differently to situations, and this is very challenging. For example, the way you interact with a Chinese company is completely different from an Indian one. Individuals can interpret situations very differently. Early during my assignment in Hong Kong, after a meeting where we were assigned tasks for a particular project, I asked an executive for a status update prior to the due date. I realized later that this made the executive feel very uncomfortable, because, as he said, he would fulfill his commitments; it was part of his responsibility. Again, it demonstrates the importance of understanding cultural differences.

What personal or professional lessons from your international experience have remained with you?

Managing any business is about managing people. Dealing with different cultures and reactions is crucial. I learned to listen more and reflect more before taking immediate action. I also learned that people can significantly benefit from each other’s experience. For example, I believe that my experience in dealing with crisis management as a Brazilian executive was very beneficial to the HSBC Group when I was in Hong Kong.

You have to visit people, go and visit the countries and the operations, and establish strong professional connections. Personal relationships may also help. Understanding the cultural environment is of vital importance. Learning how to navigate a large organization like HSBC — with a strong internal culture, with very strong roots in Asia — is also critical for success.

It is always best to listen, comprehend and then act.

Kirk Kinsell

President of the americas, intercontinental hotels group.

Based in London, with responsibilities for Europe and Africa, the things that surprised me were the diversity of thinking and the distinctive cultures and, therefore, how people felt, how people thought, how they processed information and what was important to them varied tremendously. As a result, there was more dialogue, which oftentimes meant debate. Having to have that broader discussion on issues was intriguing, challenging and fulfilling. Initially, the discussion can feel like it’s slowing things down, but when you reset expectations and build in opportunities for debate, what I have found is that, even though people may not agree with the ultimate decision, the process allows people to align and walk out of a meeting on the same page.

What personal or professional lessons have remained with you?

I made it a point to get underneath the differences between my new environment and what I was used to at home, and understand the history and the stories behind the surface. I began to appreciate the differences for how they enrich the environment that I was in, creating a more holistic and colorful tapestry from an aesthetic standpoint.

Coming back to the United States, I find myself wanting to go deeper with people who I otherwise would have thought were just like me. As a result, I think I have the potential to build stronger relationships. I have the potential to be a better leader. Because our job as leaders is to unlock the potential of the people we work with and the people we have the privilege of leading and managing. And, therefore, I can get perhaps a better perspective of who they are and their motivations and how they align with the company’s purpose and objectives.

What advice would you give others based on your experience?

To another American, I would say dialing down the fact that you’re American and dialing up being a global citizen is probably a much more effective way of engaging people. It doesn’t mean that you change your principles or your beliefs or your value system; it means being sensitized to how you come across. Saying things like, “We do it this way back there” — meaning that was the only good way — can come off as being too American, too know-it-all, too celebratory, too cheerleading, too shallow, all those things that are sometimes attributed to being American.

Murilo Portugal

President of febraban (brazilian federation of banks).

My most relevant international experience was to work with International Monetary Fund. It provided me a great opportunity to understand the reality of other countries. Since I was responsible for the fund’s relations with 81 countries in all five continents — from advanced countries such as Sweden to developing countries such as Bhutan — I had to understand different environments and market dynamics. In this role, I came into direct contact with the reality of different countries, different economic cycles and stages of development, from crisis to growth moments. What did not surprise me, unfortunately, was the reaction in some places to the economic crisis in 2008, in particular, the difficulty of entering into a discussion with governments and the denial about the gravity of the problems.

Do not postpone the inevitable. Trying to escape an inevitable conclusion will increase the costs related to the decision, but it is hard to define what you should fight for, and what to give up.

What personal or professional lessons from the experience have remained with you?

Life is the best teacher. The only problem is that there is only one pedagogy. You learn when you hit a wall, and usually you have to go through this painful process to learn. Even if you rationally know what to do, usually you only change when you hit a wall, because of the limitations in the decision-making process and human behavior.

Respect the level of the professionals who work with you, and learn how to best deal with very smart people and motivate them. Well-qualified people, of course, have their own ambitions and personal interests. It is critical to maintain the enthusiasm of people in a multicultural environment, and devote time for that. You have to be a manager of people, otherwise you will fail even if you are capable of managing processes and tasks. Technical knowledge alone will not make you successful.

This article is included in Point of View 2012 .

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7 advantages of sending employees on international assignments

1. Enter new markets

2. develop a deeper connection with new clients, 3. understand how the competition operates, 4. expand your company’s network, 5. build your company’s in-house experience, 6. boost team confidence by showing your trust, 7. create internal buzz around opportunities, candidate screening, application process, language barriers, visa requirements and travel documentation, internal communication and knowledge sharing, expenses and logistics, growing your business and your team capabilities .

No matter the size of your organization, sending employees on international assignments is a big challenge. From candidate screening and language training for employee relocation  to logistics and settling in – there’s lots to consider. 

But there are many big upsides to having feet on foreign soil.

In this guide, we take a look at seven of the main benefits for your company – and explore some key considerations for HR departments and L&D managers alike. 

Why send employees overseas on international assignments?

First, we’ll look at some direct business benefits of sending your employees on foreign assignments. 

There’s no skipping market research, especially when considering moving into new territory.

While some of this work can be undertaken by external, local agencies and online investigation, nothing beats in-house, first-hand knowledge of a new audience. 

Speaking to real people – in person – helps your team glean profound insights that they could not otherwise get. 

Sending your employees on foreign assignments is sometimes the only way to really understand the needs and challenges of the buyers in any given country or region. 

Whether they attend events, run local focus groups, or interview people on the ground, they are sure to get the qualitative insights they need to supplement their quantitative research.

Moreover, the longer their tenure, the more profound understanding they’ll have of the local market. 

Business is built on relationships. That does not simply mean delivering on expectations or providing good customer service.

Zoom chats with clients and partners are fine for feedback and planning, but what about building that spark? Very often, especially in B2B scenarios, it’s the face-to-face element that really helps you create lasting friendships and business links. 

Albert Mehrabian, Professor Emeritus of Psychology at the University of California, proposed the now familiar 7-38-55 rule , which states that only 7% of all communication is verbal; 38% comes from tone of voice, and 55% comes from body language. 

Following this, it’s clear that in-person meetings – especially across cultural or linguistic barriers – help people develop a far better understanding of one another. 

At the same time, in-person meetings can help you nail down details and avoid the time-wasting (or expensive) miscommunications that can occur in email exchanges and quick video chats.

So, if you want to develop a deeper connection with a new client, nothing beats a business lunch on your company. 

International assignments can help your team better understand your future clientele and see how the competition is operating, too. Inevitably, competitor research will inform a large part of your international expansion strategy. 

Stepping into a store, speaking with a sales rep, attending an expo, or simply talking to your competition’s clients can give your team invaluable information that they simply can’t access through online research.

At the very least, you’ll know what you’re up against and what is doing well in your new target market. 

Sending staff on international assignments has another big benefit for your brand. As the old saying goes, it’s not what you know, it’s who you know. 

New markets can be impenetrable without a solid network of local connections and a real understanding of the local culture. 

Whether you send staff to international conferences, networking events, or simply to knock on doors, the new connections they make can become invaluable. 

Connections don’t have to mean direct sales, of course. Rather, by expanding your network on foreign shores, you can begin to create a buzz around your products and services.

You can earn those valuable introductions and warm up the leads you covet. 

Further internal benefits of sending employees on overseas assignments 

A thriving company is more than just a healthy annual P&L statement. As every Learning Development manager and HR leader knows, a positive working environment is key to productivity and employee happiness. 

Giving your team a range of opportunities to prove themselves on foreign soil offers excellent professional development opportunities. It will also grow your team’s capabilities and may even boost staff retention. 

In fact, a survey from The Execu|Search Group found that 86% of respondents said that they would change jobs for more ways to develop professionally.  

Here are some other reasons why foreign assignments could inspire your team. 

A company is worth more than the sum of its parts. Your products and services might be what everyone sees – but it’s your staff who have the knowledge, skills, and tenacity to help your business grow.

By sending employees abroad to work on a project, you’ll be pushing them further than you could ever imagine.

It takes pressure to form diamonds – dealing with challenges, adapting to new environments, and developing expertise – all help shape the right employees into A-players.

More first-hand knowledge of new markets and territories will translate into bigger and better things for your brand.

Encouraging your team members to apply for international assignments is a clear endorsement and show of trust.  

This might not be a sales manager’s top priority, but it may well impact staff satisfaction and long-term retention. According to a survey from Kimble Applications, 72% of employees (in the U.S.) want their boss to give them more responsibility. 

Staff want to feel trusted, have agency over their own decision-making, and be able to push themselves professionally. Foreign assignments can show them how much you truly trust their judgment and value their efforts. 

New chances to grow in any company tend to create a buzz. The chance to represent the brand abroad is a big deal for many ambitious staff members. You’ll see your team upping their game to be considered for this kind of opportunity. 

An injection of excitement like this can do wonders for morale and even spark new career paths for employees who otherwise feel stuck in their roles. 

What to consider when sending employees on foreign assignments

We’ve seen how international assignments can be hugely beneficial for both your company and your employees. However, there is a lot to take into account before saying bon voyage. 

When planning foreign assignments, you’ll need to consider some key factors, such as candidate screening, bureaucratic hurdles, logistics, and the language skills your employees will need.

Let’s take a deeper dive into these considerations: 

Choosing the right candidate for a medium or long-term assignment abroad can be a challenge. There is much to consider, from personality type and language ability to ambitions within the company. 

You should be crystal clear about the job requirements and the challenges of hitting the ground running. Above all else, candidates need to be:

• Keen negotiators
• Able to handle stressful situations

It’s inevitable that any employee going on a foreign assignment will experience some form of culture shock, which follows a number of stages. 

• Stage 1: Finding yourself in a strange new environment is often exciting at first. People who travel to live abroad often cite a “honeymoon” period: It’s new, fun, and there’s a lot to explore. 
• Stage 2: Inevitably, this wears off and is often replaced with homesickness or unfair comparisons to their home country. People often give up at this point and return home. 
• Stage 3:  After a while, things settle into a routine, obstacles are overcome, and the person begins to feel at home. 

During the application process, it’s key that your candidates are aware of culture shock. It’s also a good idea to give them the chance to speak to people who live in the area. This will help them understand whether they really want to go. 

Additionally, it’s essential to be upfront about the challenges they are likely to face. So make sure to allow them to ask as many questions as they need to get a full picture of the reality of a foreign assignment. 

Moving abroad comes with another striking challenge – the need to learn a foreign language. In fact, the language barrier may well be one of the things that stop an employee from wanting to move to another country.

After all, if you only speak your mother tongue, imagining yourself speaking French, German, Chinese, or another language is pretty hard to do!

But if your company has a corporate language training program in place, it can set an employee’s mind at ease – especially if it is made to measure and includes progress testing. 

Unless you transfer to a new country within a trading block like the European Union, many foreign assignments will require visas. And even within territories with free movement, there is often a lot of bureaucracy to contend with. 

While the responsibility for handling this may, ultimately, rest on your employee’s shoulders, it’s important they don’t feel alone.

Providing support or connections with local agencies will help them get everything done in a stress-free manner possible and make for a smoother start to their foreign assignment. 

Once an employee lives outside the country and possibly in another timezone, internal communication tends to suffer. Consider the tools you will put in place to handle this and how often you plan to check in with your employees. 

To begin with, it’s often a good idea to overcompensate for the distance with clear communication. If a call is followed up with a summary email, all the better. You can’t rely on informal chats in the staff canteen any longer. 

It’s important to develop a system for your internationally-based staff to record and share their knowledge with the rest of the team.

They should keep track of challenges they face and solutions they find -as well as record their new knowledge of the local business ecosystem and market. 

That way, if an employee leaves your organization, that knowledge won’t go with them, and you will have a mine of information to smooth the transition period for the person who replaces them. 

Single employees have a relatively simple job when moving countries. For those with families, however, the challenges are multiplied. Spousal visas, schools, health insurance, and housing all need to be considered. 

Of course, many of these issues are the employee’s responsibility, but the smoother you can make the process for them, the more likely they are to take the role and stay in it!

We’ve seen the advantages and explored the considerations of sending your employees on foreign assignments. One of the biggest takeaways is the need to set and manage employee expectations. 

They need to know what to expect from such a big transition and know that the company is there to support them with the inevitable challenges and setbacks. 

Your pre-move preparation, corporate language training program or business trip english lessons , and moral support will go a long way to ensuring the process is stress-free, exciting for your employees, and beneficial in the long run for your brand.

That way, you and your employees will make the most of each international assignment! 

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Mildred is a Senior Content Marketer at Preply and a former college instructor of Hispanic literature and linguistics. She holds a B.A. in Humanities & Communication, a Master’s degree in Spanish Language and Culture from the University of Salamanca, and doctorate studies in Hispanic Studies from the University of Puerto Rico. She has been working in content marketing across different industries, including PropTech, TravelTech, and EdTech. A keen believer in the power of education, Mildred loves to create content that can help learners along their language learning journey.

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Delivering A Successful International Assignment

Anne morris.

• 9 October 2019

IN THIS SECTION

• 8 minute read
• Last updated: 9th October 2019

Organisations deploy personnel on international assignment for many reasons. Whether you are addressing an internal skills gaps, supporting leadership development or looking to improve working relations across borders, for any international assignment to be successful, there will be a multitude of legal, immigration, tax and pensions risks to manage when sending employees overseas.

This article covers:

International assignment objectives, international assignment structures, employment law.

• Immigration options 

Assignee remuneration

Professional support for international assignments.

Global mobility programmes have traditionally been developed with a uniform approach, driven largely by cost management and operational efficiencies. However, organisations are increasingly taking a more flexible and bespoke approach to overseas assignments in order to attain advantage in areas such as compliance and talent development and retention.

While a one-size-fits-all approach to the fundamentals of mobility management may be a commercial reality, overlaying this should be areas of specific consideration and capability that can be adapted to the specific needs and risks of each international assignment. This allows for greater focus on the assignment’s commercial objectives and the agility to respond to the organisation’s changing global mobility needs .

From the outset of any successful assignment project, there should be clarity of objectives. Why as an organisation is the decision being made to invest in sending an employee to perform services in a different country?

International assignments can offer value in many areas, many of which typically present in the longer-term.

Internal knowledge transfer is a common assignment objective to address talent or skills shortages within overseas regions. Deploying key talent with specialist knowledge and skills to train and upskill local team members can help to resolve local labour or skill supply issues. The cost/benefit analysis can explore potential missed opportunities or delays resulting from shortages in the local talent market.

International assignments are also highly effective in building relationships and improving intercultural working. This could be relationships within an organisation, with local clients and intermediaries or local authorities. Face to face interaction remains highly effective and valuable in building influence on the ground and can offer significant potential for advantage over competitors.

Beyond relationships, value is also created in the knowledge gained by assignees working overseas, from insight into local customs and culture, improved language capability and a general understanding of how business is ‘done’ within the region and helping to adapt organisational protocol to suit the local environment. Combined with the assignee’s existing market and organisational knowledge, they can offer a global perspective with local details, bringing considerable potential to build competitive differentiation.

With clarity of objective, you can then consider whether an international assignment is the most appropriate solution . Is it possible to hire or promote locally? Would multiple, shorter trips be as effective in performance terms but with lower cost implications? International assignments demand significant investment and it will be important to assess cost projections against expected return and value to the organisation.

As well as clarity of objectives, a successful international assignment also requires clarity of contractual terms, both to manage the expectations and understanding of the assignee, and also for the mobility team to identify support needs and potential risks. 

Now more than ever, organisations are developing portfolios of mobility programmes to enable an agile approach to global mobility that responds to the organisation’s changing needs for international personnel mobility. Assignments come in increasingly different shapes and sizes, from permanent relocations or temporary exchanges, secondments or transfers to a different region or to a different organisation.

While organisations demand greater flexibility and agility from their global mobility programmes, underpinning the activity should be an appropriate assignment structure with a supporting contractual agreement that enables compliance with regulatory and legal duties.

When considering which structure to adopt, organisations will need to consider a range of factors including the type of assignment and the relevant environmental context such as regulatory, immigration, employment law, tax, pension implications. 

For international assignments, where the employee is moving from the home country employer to a host country employer, the employer could consider a number of assignment structures, including:

• The employee continues to be employed solely by the home employer.
• The employment contract with the home employer is suspended for the duration of the assignment while the employee enters into a new employment contract with the host employer .
• The employment contract with the home employer is terminated with a promise of re-employment at the end of the assignment while the employee enters into a new employment contract with the host employer .
• The employment contract with the home employer is suspended and the employee enters into a contract with an international assignment company (IAC) within the employer group
• The employment contract with the home employer is suspended and the employee enters into a contract with both an IAC and the host country employer.
• The employee remains resident in the home country and works in a host country under a commuter assignment.  

Each type of assignment structure offers advantages and disadvantages which should be considered in light of the individual assignment. For example: 

• Do employment laws in the host country require the assignee to be employed by a local entity? 
• Would the assignee be agreeable to ending their home country contract and starting a new agreement with a new entity in the host country? 
• Are there terms in the home country contract that would need protecting in any new agreement, such as restrictive covenants? 
• Which jurisdiction would prevail, the host or home country? 
• How would local laws interpret a situation where there is no contract of employment with the employer in the host country? 
• Issues such as income and corporate tax, pension and employment rights and responsibilities will need to be identified and assessed against the specific assignment objectives and budget and the assignee profile and circumstances. 

Employment law implications come hand-in-hand with selecting an appropriate assignment structure.

Home-country employment contracts for employees on assignment from the UK to an overseas jurisdiction should generally be interpreted under the laws of England and Wales. If a host country contract is used, there should be specific provision in the agreement to determine which jurisdiction would prevail. However, neither position is guaranteed, for example where issues of domicile arise which may supersede any contractual provisions. Again the need is to assess on an individual assignment basis.

As well as explicit contractual considerations, employers should also be aware of any statutory rights or implied terms under UK law that may continue to apply even in the host country.

Specific provisions may also need to be made to ensure confidentiality and appropriate handling of commercial and sensitive information. While this may be standard or expected for senior employees, those on assignment should also be considered for such terms relevant to the type of assignment and the commercial objectives of the project.

Immigration options

Successful international assignments will invariably require careful consideration of the immigration requirements. Governments across the globe are adopting increasingly protectionist stances towards economic migrants, as policies seek to favour domestic workers. This means business travellers and visa holders are now facing greater scrutiny when applying for work visas and when trying to gain entry at the border. 

Visa options and criteria vary between countries and are subject to frequent change. Where permission is required for the assignee to work in the host country, it will be important to ensure the assignee applies for the most appropriate route to meet the assignment need, whether that is a work permit or a business visitor visa. The immigration requirements and options will be determined in most part by the rules of the home and host countries, the nationality of the assignee (and any of their dependants who will be joining them overseas) and the nature of the activities the assignee intends to perform during their time in the host country. 

For example, a British citizen may be eligible to travel to the US to attend sales meetings and work conferences for up to 90 days  without having to apply for a visa but to conduct ‘gainful employment’ they would need to look at a specific work visa, such as the L-1 visa for intracompany  transfers. 

A further factor will be the specific requirements of the visa or permit. Work visas, for example, may require sponsorship of the employee by a local entity with valid sponsor status. The application process for work visas are typically resource-intensive and in many cases will require the employer to provide compelling evidence as to why the role or work cannot be performed by a worker resident in the host country. 

Preparation will, therefore, be critical, ensuring there is sufficient time to consider the relevant immigration options in light of local rules, and to then make the required application. Complications may also arise where the employee does not meet certain requirements under the local rules, for example if they have a past criminal conviction or negative immigration record. This will require careful handling and, depending on the host country’s rules, may require submission of a visa waiver to explain the issue and provide assurances of the employee’s eligibility by requesting a discretionary decision on the application.

Relocation packages are typically the biggest expense associated with an international assignment. While cost control will remain a concern, it is important for employers to ensure they are offering packages that are competitive within the market and that the package will support both the commercial objective of the assignment and compliance with associated legal and tax risks.

Home-based packages remain common, including those which may be markedly above local market compensation levels, particularly in circumstanecs where the assignment need is business-critical.

It may be possible however to look at offering a lower package than the home-based option, by either localising the package to harmonise with host nation levels or to develop a ‘local-plus’ offering that maintains a degree of competition, but this can be challenging to apply consistently across all assignment types and locations.

Again, consideration should be given to the individual assignment and the assignee. Millennial workers for example are generally understood to value international experience and the remuneration package may not be their primary concern where the opportunity for overseas exposure is available.

For organisations with a substantial cohort of international assignees and travellers, it may be more appropriate to build a compensation scheme specifically for globally-mobile personnel.

Importantly, assignees who will remain under an employment contract in their home country may continue to be subject to home country payroll while on assignment. This will also enable pension and benefits to be offered in the same way through the home country. Taxation, however, raises more complex issues, for example where withholding rules apply in the host country. This will require specialist guidance to ensure tax liabilities in the home and host country are correctly managed and met withiin the appropriate timeframes.

International assignments are demanding on the employer and the employee, but have become critical given the business imperatives to meet talent and development needs and achieve competitive advantage . 

Employers should not lose sight of the need to understand the specific risks of each individual assignment, which increasingly demand bespoke solutions. While compliance , efficiencies and cost control should be underpinned by a solid global mobility infrastructure of policies, systems and procedures, the current shift is away from a uniform approach to assignment management, instead moving towards more agile management of each assignment, shaped by the specific assignment objectives, budget and risks in relation to immigration, tax, remuneration and employment law.

DavidsonMorris’ specialist global mobility consultants provide expert guidance to employers on all aspects of international assignments, from programme management and implementation to strategic consultancy to ensure value and return on the mobility investment. We understand the commercial drivers behind mobilising workers and the need to ensure compliance without impacting return on mobility investment.

We work with senior management teams, HR and mobility professionals to develop strategies that ensure effective compliance risk management while supporting delivery of the organisation’s global mobility objectives. For advice on making the most of international assignments, speak to us .

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

• Anne Morris https://www.davidsonmorris.com/author/anne/ Work Rights for Migrants with UK Visas
• Anne Morris https://www.davidsonmorris.com/author/anne/ Understanding the EEA: Benefits for UK Citizens
• Anne Morris https://www.davidsonmorris.com/author/anne/ Access to Public Services for UK Migrants
• Anne Morris https://www.davidsonmorris.com/author/anne/ UK Healthcare for Migrants: Access & Rights

About DavidsonMorris

As employer solutions lawyers, DavidsonMorris offers a complete and cost-effective capability to meet employers’ needs across UK immigration and employment law, HR and global mobility .

Led by Anne Morris, one of the UK’s preeminent immigration lawyers, and with rankings in The Legal 500 and Chambers & Partners , we’re a multi-disciplinary team helping organisations to meet their people objectives, while reducing legal risk and nurturing workforce relations.

Legal Disclaimer

The matters contained in this article are intended to be for general information purposes only. This article does not constitute legal advice, nor is it a complete or authoritative statement of the law, and should not be treated as such. Whilst every effort is made to ensure that the information is correct at the time of writing, no warranty, express or implied, is given as to its accuracy and no liability is accepted for any error or omission. Before acting on any of the information contained herein, expert legal advice should be sought.

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Managing International Assignments: Compensation Approaches

A new international assignment landscape is challenging traditional compensation approaches

For many years, expatriate compensation has been focused on a dilemma: having assignees on expensive home-based expatriate package versus localization - which is about replacing expatriates with locals or at least transition expatriates from an expatriate package to a local salary. Many predicted that the traditional home-based balance sheet approach would gradually disappear. The predictions of the demise of the typical expatriate approach have been greatly exaggerated. We are witnessing the emergence of new compensation challenges instead, due to the complexity of having to manage multiple types of assignments and assignee categories.

The home-based approach still retains its utility for certain kinds of moves (e.g. business-critical assignments or moves to hardship locations). Local strategies are becoming more common but, due to the difficulty of applying them consistently in all transfer destinations, they are used only in some cases (moves between similar countries, developmental moves) and take multiple forms as “purely local” or local-plus approaches. Additional approaches like international compensation structures have emerged to address issues of global nomads.

The challenge for HR managers is, therefore, not so much to find the best approach applicable for all assignments as to deal with individual assignment complexity, envisage greater mobility policy segmentation and, if relevant for the company, map each compensation approach to a particular assignment in a consistent way.

The increasingly complex international assignment landscape: One size does not fit all anymore

Expatriates vs. Locals

One size fits all?

Let's localize assignees as soon as possible!

Expatriates

Rise of the third-country nationals

Need to add a cost efficient category for junior employees/developmental moves?

Traditional expatriates

Global nomads

Permanent transfers

Employee-initiated moves

Local or local plus?

Foreigners hired locally

Commuters (cross-border or regional

Multiple types of short-term/project/rotational assignments

Increasing number of home locations

Reviewing international assignment approaches in three steps:

Step 1: Understand the options available

Approaches linked to the host country (local or local-plus)

While these approaches sound logical and natural (when relocating assignees to a new country, they will be paid according to the local salary structure in that destination country) their practical implementation is often tricky. Few employees accept a salary decrease when moving to a low-paying country. It is often difficult to reintegrate assignees relocated to a high-paying country into their original salary structure due to their inflated base salary.

The host approach was historically not the most common for assignees on long-term assignments. However, we have witnessed a growing interest in recent years in host-based approaches – either a host approach or local-plus approach (host salary plus selected benefits or premiums) – as companies are trying to contain costs and as significant salary increases in many emerging markets make host strategies more attractive.

Approaches linked to the home country ("balance sheets")

Home-based approaches have been traditionally the most commonly used to compensate international assignees. Assignees on a home-based approach retain their home-country salary and receive a suite of allowances and premiums designed to cover the costs linked to expatriation. The equalization logic behind the balance sheet approach (no gain/no loss) encourages mobility by removing obstacles. Retaining the home-country salary facilitates repatriation. The balance sheet approach can, however, be costly. Many companies either look for alternatives or try to reduce the benefits and premiums included for less significant moves.

Other Solutions

Hybrid approaches attempt to combine the advantages of the home and host-based approaches. These often mean running a balance sheet calculation and comparing the results with the host market salary to determine what solution would make sense. A hybrid approach can work well for a small assignee population but it can generate inconsistencies when companies expand globally, and the assignee population grows significantly.

Finally, some companies rely on international compensation structures that do not use the host and the home structures at all. These might utilize the average salary in a selected group of high-paying countries where the companies operate. This approach facilitates mobility for global nomads and highly mobile employees. It is, however, often very expensive and doesn’t solve all assignment-related issues (e.g., currency issues, pension, taxation). It is typically used in specific industry sectors (e.g., energy and engineering) and for a few assignees (top level managers and global nomads.)

Step 2: Assessing assignment patterNs and business objectives

Assignment patterns

Are assignees moving between countries with similar salary levels, which would make the use of local or local plus easier or, on the contrary, are expatriates sent to host countries with different pay and benefits structures (low-paying to high-paying, or high-paying to low-paying country moves)? Are moves for a fixed duration – e.g., assignments lasting one to five years – or will the company rely on permanent transfers with no guarantee of repatriation?

Assignee Population

Are assignees coming mainly from the headquarter countries (typical for early stages of globalization) or is the number of third-country nationals already significant? A growing number of multinational companies report that the number of moves between emerging markets (“lateral moves”) is catching up with or exceeding the number from the headquarters, prompting a review of compensation approaches.

Are some assignees becoming true global nomads who move from country to country without returning home during their career? Employees, and especially the younger generations, are becoming much more mobile, but only a minority would be global nomads. These assignees are usually top-level managers, experts with unique skills, or globally mobile talent sourced from small or emerging countries where the absence of career opportunities perspective would preclude repatriation perspectives.

Company's philosophy and sector

Some industry sectors like services and finances relocate employees between major regional and financial hubs which facilitate the use of local approach, whereas energy and engineering companies transferred employees to hardship locations are a key feature of the business – and requires comprehensive expatriation packages often based on balance sheets and international salary structures.

Step 3: Assess segmentation needs

An increasing number of companies rely on expatriate policy segmentation to reconcile the cost control versus international expansion dilemma – how to have the same number of assignments or more without increasing the budget dedicated to international mobility. Segmentation means reallocating part of the budget to business critical assignees and limits the costs of non-essential moves.

Some of the commonly used assignment categories include strategic moves (business-critical), developmental moves (which benefit both the company and the employee), and self-requested move (requested by the employee but not essential to the business).

A consistent policy segmentation approach allows HR teams to present business cases or assignment options to management and provide a clearer understanding of the cost and business implications of relocation for different assignees.

It could also help manage exceptions into a well-defined framework based on a consistent talent management approach, as opposed to ad hoc deals.

Example of segmented compensation approach: the four-box model

Want to learn more about Expatriate Compensation Approaches?

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How do you get an international assignment.

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In many companies, implicit assumptions remain about the willingness and availability of employees to take international assignments. In my own life, I have seen a management team’s assumptions about an employee’s personal life drive whether or not they are selected for a role that they didn’t even know they were a candidate for in the first place!

Top executives recognize that international assignments are difficult personally and professionally, and they’re not for everyone. Often they are truly concerned about a candidate’s family situation. Other times, they’re afraid to take a risk if they’re not sure your assignment will be a successful one. Still others, they are guilty of projecting their own preferences and experiences onto a candidate in sort of an “I wouldn’t do it so why would they” sort of way. And almost always, they purport to know what the candidate wants without actually asking them.  

Personally, two times in two different companies, I was being overlooked for an international assignment because high-level executives assumed I would not be interested due to my personal situation. The first time, I was a woman married to a man with a career. The second time, I had just bought a house. Both times, the Human Resources person at the table pushed the decision makers to actually ask me if I was interested instead of applying their logic onto me. Just because they wouldn’t take an international assignment if they’d had a spouse with a career and a new house doesn’t mean that I wouldn’t! Both times, after asking if I was interested, I indicated that I was. And both times, I accepted the position that was then offered.  

What did I learn from this? First, it’s critical to have someone at the table — a senior executive or an HR person — who will push for you and challenge others’ assumptions about what you will and will not do. Second, it’s important for you to do the prep work with that senior executive or HR person in order to steer their efforts in the right direction for you. They will need to push, but you will need to guide them.  Specifically:

1. Tell them you are interested in an assignment abroad.

2. Define the kinds of positions and geographies you would accept and those you would not. Be honest and realistic with yourself and with them on this. After all, you don’t want them to advocate for a role in a country that you are not interested in!

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3. Decide whether or not you are open to taking a local package vs. an expatriate package. Local packages are less lucrative for you and expat packages are much more expensive for your company. For your first assignment, you’re more likely to get the company to take a chance on you if you accept a local package.

4. Explain how it fits into your development plan and ultimately the success of the company.

Do the prep work ahead of time so that when the offer comes, it will be a yes!

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• 9 Ways to Prepare Yourself for an International Assignment

If you’re human and going out to into the world for your first international assignment, you can pretty much count on being faced with all the confusion and bewilderment that comes with culture shock and the unraveling of the psychological process of learning to cope and thrive in your new temporary home. Anybody can muscle through the coping process, but it’s the benefits that come with learning to thrive that will determine the future of your career in international aid and development work.

While there’s no vaccine for dealing with the shock of having to learn a whole new understanding of normal in a place where few of the rules you’ve learned to live by apply, there are measures you can take to decrease the stress and frustration this often leads to.

Taking these steps will help you live the reality of being the kind of globally-minded and adaptable person you’ve always believed yourself to be… and the kind of person your cross-cultural counterparts actually want to connect with instead of the stereotypical annoying Westerner they simply have to put up with.

1. Adjust Your Expectations

• High expectations lead to a low level of satisfaction. Buses will arrive late. Luggage will get lost. Teammates will misinterpret your intentions. Working cross-culturally is rarely a straightforward experience, so accepting that speeds bumps are part of the journey is a wise idea. Remember, sometimes low expectations result in a higher level of satisfaction and happiness.
• Knowledge is Half the Cure. Know the stages of culture shock and expect to experience them, even if you’ve interacted with the culture before.
• It’s not bad, it’s different.  Practice this phrase, over and over and over. And along the way, try to learn the “whys” behind the differences…eventually many of them will start to make more sense.

2. Study Like You Mean It

• Read and listen to related blogs, books, and podcasts.  What cultural norms do you notice? Are people more likely to be late, early, or just on time? What are some common gender expectations? Are gifts between business partners expected?
• Watch movies produced by the culture .  Art often exaggerates life, but you might learn the local manners surrounding eye contact or a bit about the bus system or work culture.

3. Find Culture Mentors

• Find a target-culture mentor.  Ask this person what a normal business meeting looks like, and how staff relate to leaders. Encourage them to share observations about similarities and differences between your two cultures.
• Connect with a co-worker who’s been there.  Ask them to share any observations, but remember that depending on which stage of the culture shock continuum they are at they may give you and overly-rosy or unwarrantedly-negative perspective.

4. Do a Mindset Check-in

• Assume the best.  Whether it’s a baffling comment after your presentation or a merchant who laughs every time you use the local language, it can be easy to assume negative intent. There’s a good chance you’ve actually just crossed some cultural wires. Experiment for a few days by assuming these individuals are on your side and like you.
• Believe you can do this. Research suggests that those who believe they can overcome obstacles—not based on inherent talent but on a willingness to work hard—are more likely to succeed in cross-cultural and other challenging situations.
• Stop comparing.  Does comparing your ex-lover do anything to improve your relationship with your current spouse? No. Nor will negatively comparing your host culture with your home culture do anything to benefit your growth here.

5. Take Time for Exploration

• Find one new experience every day for a week.  You may be surprised at what you discover. So maybe the balut (partially developed duck in its eggshell) really did nothing for you. But that pancit (friend noodles) rocked your world. As you have more experiences you’ll find that this culture is like your own: there are things you’ll love and others you could do without.
• Google it!  Why do Saudi Arabians often set business meetings for general times of day instead of exact times? Why didn’t your Chinese business partner offer his thoughts during that meeting? Finding the answers may not only surprise you but also help you to be more accepting of the local culture, and more effectively navigate through the nuances.
• Ride the bus. Take an afternoon off, get on a bus and ride. And then another. And another. As long as you’re in a relatively safe region and you have a hotel or address card in your pocket to give to a taxi driver, exploring your new city this way can re-ignite your curiosity and sense of adventure.

6. Develop Friendships With Those in the Target Culture

• Ask for help. Ask a local co-worker or neighbor for help buying vegetables at the wet market or exploring a historical site. Early on, this can be less intimidating than a one-on-one meal because you don’t face the same pressure for conversation.
• Give help. You don’t need to be a teacher to sit and chat about pre-planned topics in English, and many a strong friendship has been built on the foundation of language exchanges.

7. Learn the Language

• Dip your toes in . If you’re encounter will be brief, even learning a few words or phrases may cue you in on some unexpected cultural tidbits. It shows respect for the culture and is generally appreciated.
• Full immersion.  If you plan to stay long term, find a way to make language learning a priority, either formally through classes or informally with a hired tutor.

8. Get Social Support

• Chill out with same-culture friends. By actively building a strong social network you lower your risk for burnout, anxiety, depression, and even illness. You don’t want to spend all of your free time with same-culture friends, but devoting some casual time each week to these relationships can be refreshing and fill your tank up for the coming cultural interactions.
• Enjoy a “culture night.”  Invite co-workers and local friends over for potluck, where everyone brings a favorite dish from their growing up years. Use the night to talk about cultural differences and similarities.
• Talk to a professional. You can decrease your likelihood of burnout and depression by processing your experiences with a counselor who themselves has cross-cultural experience. If you are experiencing significant anxiety or depression, counseling can get you back on track. Many counselors today are willing to meet via Skype or Zoom for those working overseas.

9. Don’t Deny Your Home Culture

• Don’t overcompensate.  If you just really don’t enjoy Beijing Opera or watching Japanese game shows, don’t force it. Honoring and adapting to the culture you’re working with doesn’t mean you completely lose touch with the culture you grew up in. In fact, trying too hard to become just like the people you’re working with can come across as inauthentic…and it can wear you out.
• Let your home reflect you.  If you’re living long term in this culture, don’t feel that your home needs to be decorated exactly like your neighbor’s. Incorporate aspects of the local design culture you appreciate, but feel free to hang that Van Gogh print you’ve been carting around with you since college.
• Eat some mac and cheese.  Experiment with eating the local food at home (you’ll probably save loads on your grocery budget!) but don’t deny yourself the occasional trip to the local import store for barbecue sauce or chocolate chips.

Proactively responding to culture shock has the potential to make you a better person. You’ll likely become more creative in the face of setbacks, more astute in negotiating contracts, and increasingly empathetic when working with others.

So what are you waiting for? Your adventure is out there.

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18.7: The International Assignment

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Learning Objectives

• Describe how to prepare for an international assignment.
• Discuss the acculturation process as an expatriate.
• Describe effective strategies for living and working abroad.

Suppose you have the opportunity to work or study in a foreign country. You may find the prospect of an international assignment intriguing, challenging, or even frightening; indeed, most professionals employed abroad will tell you they pass through all three stages at some point during the assignment. They may also share their sense of adjustment, even embrace of their host culture, and the challenges of reintegration into their native country.

An international assignment, whether as a student or a career professional, requires work and preparation, and should be given the time and consideration of any major life change. When you lose a loved one, it takes time to come to terms with the loss. When someone you love is diagnosed with a serious illness, the news may take some time to sink in. When a new baby enters your family, a period of adjustment is predictable and prolonged. All these major life changes can stress an individual beyond their capacity to adjust. Similarly, in order to be a successful “expat,” or expatriate, one needs to prepare mentally and physically for the change.

International business assignments are a reflection of increased global trade, and as trade decreases, they may become an expensive luxury. As technology allows for instant face-to-face communication, and group collaboration on documents via cloud computing and storage, the need for physical travel may be reduced. But regardless of whether your assignment involves relocation abroad, supervision of managers in another country at a distance, or supervision by a foreign manager, you will need to learn more about the language, culture, and customs that are not your own. You will need to compare and contrast, and seek experiences that lend insight, in order to communicate more effectively.

An efficient, effective manager in any country is desirable, but one with international experience even more so. You will represent your company and they will represent you, including a considerable financial investment, either by your employer (in the case of a professional assignment) or by whoever is financing your education (in the case of studying abroad). That investment should not be taken lightly. As many as 40 percent of foreign-assigned employees terminate their assignments early (Tu, H. and Sullivan, S., 1994), at a considerable cost to their employers. Of those that remain, almost 50 percent are less than effective (Tu, H. and Sullivan, S., 1994).

Preparation

With this perspective in mind, let’s discuss how to prepare for the international assignment and strategies to make you a more effective professional as a stranger in a strange land. First we’ll dispel a couple of myths associated with an idealized or romantic view of living abroad. Next we’ll examine traits and skills of the successful expatriate. Finally, we’ll examine culture shock and the acculturation process.

Your experience with other cultures may have come firsthand, but for most, a foreign location like Paris is an idea formed from exposure to images via the mass media. Paris may be known for its art, as a place for lovers, or as a great place to buy bread. But if you have only ever known about a place through the lens of a camera, you have only seen the portraits designed and portrayed by others. You will lack the multidimensional view of one who lives and works in Paris, and even if you are aware of its history, its economic development, or its recent changes, these are all academic observations until the moment of experience.

That is not to say that research does not form a solid foundation in preparation for an international assignment, but it does reinforce the distinction between a media-fabricated ideal and real life. Awareness of this difference is an important step as you prepare yourself for life in a foreign culture.

If the decision is yours to make, take your time. If others are involved, and family is a consideration, you should take even more care with this important decision. Residence abroad requires some knowledge of the language, an ability to adapt, and an interest in learning about different cultures. If family members are not a part of the decision, or lack the language skills or interest, the assignment may prove overwhelming and lead to failure. Sixty-four percent of expatriate respondents who terminated their assignment early indicated that family concerns were the primary reason (Contreras, C. D., 2009).

Points to consider include the following:

• How flexible are you?
• Do you need everything spelled out or can you go with the flow?
• Can you adapt to new ways of doing business?
• Are you interested in the host culture and willing to dedicate the time and put forth the effort to learn more about it?
• What has been your experience to date working with people from distinct cultures?
• What are your language skills at present, and are you interested in learning a new language?
• Is your family supportive of the assignment?
• How will it affect your children’s education? Your spouse’s career? Your career?
• Will this assignment benefit your family?
• How long are you willing to commit to the assignment?
• What resources are available to help you prepare, move, and adjust?
• Can you stand being out of the loop, even if you are in daily written and oral communication with the home office?
• What is your relationship with your employer, and can it withstand the anticipated stress and tension that will result as not everything goes according to plan?
• Is the cultural framework of your assignment similar to—or unlike—your own, and how ready are you to adapt to differences in such areas as time horizon, masculinity versus femininity, or direct versus indirect styles of communication?

This list of questions could continue, and feel free to add your own as you explore the idea of an international assignment. An international assignment is not like a domestic move or reassignment. Within the same country, even if there are significantly different local customs in place, similar rules, laws, and ways of doing business are present. In a foreign country, you will lose those familiar traditions and institutions and have to learn many new ways of accomplishing your given tasks. What once took a five-minute phone call may now take a dozen meetings and a month to achieve, and that may cause you some frustration. It may also cause your employer frustration as you try to communicate how things are done locally, and why results are not immediate, as they lack even your limited understanding of your current context. Your relationship with your employer will experience stress, and your ability to communicate your situation will require tact and finesse.

Successful expatriates are adaptable, open to learning new languages, cultures, and skilled at finding common ground for communication. Rather than responding with frustration, they learn the new customs and find the advantage to get the job done. They form relationships and are not afraid to ask for help when it is warranted or required. They feel secure in their place as explorer, and understand that mistakes are a given, even as they are unpredictable. Being a stranger is no easy task, but they welcome the challenge with energy and enthusiasm.

Acculturation Process

Acculturation, or the transition to living abroad, is often described as an emotional rollercoaster. Steven Rhinesmith provides ten steps that show the process of acculturation, including culture shock, that you may experience:

• Initial anxiety
• Initial elation
• Initial culture shock
• Superficial adjustment
• Depression-frustration
• Acceptance of host culture
• Return anxiety
• Return elation
• Reentry shock
• Reintegration

Humans fear the unknown, and even if your tolerance for uncertainty is high, you may experience a degree of anxiety in anticipation of your arrival. At first the “honeymoon” period is observed, with a sense of elation at all the newfound wonders. You may adjust superficially at first, learning where to get familiar foods or new ways to meet your basic needs. As you live in the new culture, divergence will become a trend and you’ll notice many things that frustrate you. You won’t anticipate the need for two hours at a bank for a transaction that once took five minutes, or could be handled over the Internet, and find that businesses close during midday, preventing you from accomplishing your goals. At this stage, you will feel that living in this new culture is simply exhausting. Many expats advise that this is the time to tough it out—if you give in to the temptation to make a visit back home, you will only prolong your difficult adjustment.

Over time, if you persevere, you will come to accept and adjust to your host culture, and learn how to accomplish your goals with less frustration and ease. You may come to appreciate several cultural values or traits and come to embrace some aspects of your host culture. At some point, you will need to return to your first, or home, culture, but that transition will bring a sense of anxiety. People and places change, the familiar is no longer so familiar, and you too have changed. You may once again be elated at your return and the familiar, and experience a sense of comfort in home and family, but culture shock may again be part of your adjustment. You may look at your home culture in a new way and question things that are done in a particular way that you have always considered normal. You may hold onto some of the cultural traits you adopted while living abroad, and begin the process of reintegration.

You may also begin to feel that the “grass is greener” in your host country, and long to return. Expatriates are often noted for “going native,” or adopting the host culture’s way of life, but even the most confirmed expats still gather to hear the familiar sound of their first language, and find community in people like themselves who have blended cultural boundaries on a personal level.

Living and Working Abroad

In order to learn to swim you have to get in the water, and all the research and preparation cannot take the place of direct experience. Your awareness of culture shock may help you adjust, and your preparation by learning some of the language will assist you, but know that living and working abroad take time and effort. Still, there are several guidelines that can serve you well as you start your new life in a strange land:

• Be open and creative . People will eat foods that seem strange or do things in a new way, and your openness and creativity can play a positive role in your adjustment. Staying close to your living quarters or surrounding yourself with similar expats can limit your exposure to and understanding of the local cultures. While the familiar may be comfortable, and the new setting may be uncomfortable, you will learn much more about your host culture and yourself if you make the effort to be open to new experiences. Being open involves getting out of your comfort zone.
• Be self-reliant . Things that were once easy or took little time may now be challenging or consume your whole day. Focus on your ability to resolve issues, learn new ways to get the job done, and be prepared to do new things.
• Keep a balanced perspective . Your host culture isn’t perfect. Humans aren’t perfect, and neither was your home culture. Each location and cultural community has strengths you can learn from if you are open to them.
• Be patient . Take your time, and know a silent period is normal. The textbook language classes only provide a base from which you will learn how people who live in the host country actually communicate. You didn’t learn to walk in a day and won’t learn to successfully navigate this culture overnight either.
• Be a student and a teacher . You are learning as the new member of the community, but as a full member of your culture, you can share your experiences as well.
• Be an explorer . Get out and go beyond your boundaries when you feel safe and secure. Traveling to surrounding villages, or across neighboring borders, can expand your perspective and help you learn.
• Protect yourself . Always keep all your essential documents, money, and medicines close to you, or where you know they will be safe. Trying to source a medicine in a country where you are not fluent in the language, or where the names of remedies are different, can be a challenge. Your passport is essential to your safety and you need to keep it safe. You may also consider vaccination records, birth certificates, or business documents in the same way, keeping them safe and accessible. You may want to consider a “bug-out bag,” with all the essentials you need, including food, water, keys, and small tools, as an essential part of planning in case of emergency.

Key Takeaways

Preparation is key to a successful international assignment. Living and working abroad takes time, effort, and patience.

• Research one organization in a business or industry that relates to your major and has an international presence. Find a job announcement or similar document that discusses the business and its international activities. Share and compare with classmates.
• Conduct a search on expat networks including online forum. Briefly describe your findings and share with classmates.
• What would be the hardest part of an overseas assignment for you and why? What would be the easiest part of an overseas assignment for you and why?
• Find an advertisement for an international assignment. Note the qualifications, and share with classmates.
• Find an article or other first-person account of someone’s experience on an international assignment. Share your results with your classmates.

Contreras, C. D. (2009). Should you accept the international assignment? BNET . Retrieved from findarticles.com/p/articles/mi_qa5350/is_200308/ai_n21334696.

Rhinesmith, S. (1984). Returning home . Ottawa, Canada: Canadian Bureau for International Education.

Tu, H., & Sullivan, S. (1994). Business horizons . Retrieved from findarticles.com/p/articles/mi_m1038/is_nl_v37/ai_14922926.

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How should we compensate an employee on a foreign assignment?

The most common approaches taken by organizations are the balance sheet (or buildup system), negotiation, localization, lump sum and cafeteria plans. Each plan is best suited to certain situations, and each plan has its advantages and disadvantages.

Balance sheet

This approach is most common. The main emphasis of the balance sheet is to pay an expatriate comparably to incumbents in same or similar positions in the home country. Thus, the expatriate neither gains nor loses from a financial perspective.

A home-country salary (base salary plus incentives) is determined for the expatriate. Frequently, this salary is determined in the same manner as that for a domestic position, such as by a job evaluation or a competency-based plan, market surveys, merit, and incentives. This salary is then broken into four categories. The categories are taxes, housing, goods and services, and reserve (e.g., savings and discretionary payments).

The employee is required to use his or her salary to pay the typical amount toward each of these four categories. The typical amount reflects consumption patterns in the home country as determined by surveys from various consulting firms. The employer retains any amount under the typical amount and pays for any amount over the typical amount for each of the categories. Organizations often provide a relocation incentive in addition to the salary because certain assignments and locations require more than comparable pay to motivate an employee to take the foreign assignment.

The balance sheet approach is most appropriate for experienced mid- to senior-level expatriates. Its advantages include keeping the expatriate whole from a compensation perspective with respect to incumbents in the same or similar positions in their home country. In addition, this approach allows for ease of movement between foreign assignments and back to the home country (repatriation). Conversely, the balance sheet approach is complex to administer and intrudes into the expatriate’s finances.

Negotiation

The advantage of the negotiation approach is that it is conceptually simple; the employer and each individual expatriate simply find a mutually agreeable package. However, this approach tends to be relatively costly, and it creates comparability problems when an increasing number of expatriates are compensated with the method. Negotiation is most often used for special situations or in organizations with few expatriates.

Localization

This approach involves basing the expatriate’s salary on the local (host country’s) salaries. It is easy to see that the same position in different countries may have quite different salaries. This approach contrasts with the balance sheet approach. The localization approach also provides for cost-of-living allowances, which can be applied to taxes, housing and dependents and which is similar to the balance sheet method.

Some advantages of the localization approach include ease of administration and equity with local nationals. Some disadvantages include the usual need for negotiated supplements and pay based on host country economics versus performance and job responsibilities.

This approach uses the home country’s system for determining base salary. In addition to the salary, the expatriate is offered a lump sum of money to apply to items that he or she values versus a specific amount for taxes, housing and so forth. This approach is advantageous because it does not intrude into the expatriate’s finances, and the employer does not pay for things the expatriate does not want. A disadvantage to the lump sum approach is the calculation of the lump sum. It may involve a complex and time-consuming analysis. This approach is most often used for one- to three-year assignments.

Senior-level expatriates and those with high total incomes relative to base salary are often compensated by the cafeteria method. This approach can be more cost-effective than other methods. The cafeteria method is similar to the lump sum plan, but instead of being provided a single sum of money, the expatriate is offered a selection of options to choose from. Options might include a company car or employer-paid tuition for the expatriate’s children. There is, however, a limit to choices and amounts.

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Identification : Please be prepared to show one (1) valid form of unexpired, Government-issued personal ID. The Government-issued ID must have your signature and must have your photo. The name on the exam registration in the Pearson VUE system must match the name on the Government issued ID exactly. Please verify that your name listed on your confirmation email matches your identification. *If your identification is not considered valid, you will not be permitted to complete your exam and are unlikely to receive a refund.*

Examples of acceptable identification:

• Driver’s license
• Military ID (including spouse and dependent)
• Identification card (national or local)
• Registration card (such as green card, permanent resident, visa)

Please note that we are unable to accept the following ID’s for an online proctored exam:

• Renewal forms with expired ID’s
• Government-issued name change documents with Government ID

Personal Belongings : FSOT exams are closed-book exams. No personal items should be in the testing room. This includes all bags, purses, wallets, reference materials of any kind (books, notes or papers, etc.), electronic devices except for your cell phone (no tablets, PDAs, watches, calculators, etc.), writing instruments, food, beverages, etc.

Please note that you are required to have a clean and clutter free workstation. During check in, the Proctor will ask you to perform a room and desk scan using your phone or webcam and will inspect any materials near your workstation.

Logging into your Pearson VUE account:

• Login to your Pearson VUE Account
• Click on the Schedule/Reschedule my FSOT
• Click “Begin Exam” and follow the on-screen prompts to complete the check-in process
• Important : the “Begin Exam” button will show up 30 minutes before your exam appointment and will remain available until 15 minutes after your exam appointment. If the “Begin Exam” button is not visible, you are either too early or too late for your exam. Please check your appointment details to make sure you’re trying to start at the proper time.
• During the check-in process, you will be asked for your phone number so Pearson VUE staff can communicate with you while you are checking in for your exam. You will be asked to take a photo on your phone of yourself, your ID, and 4 photos of your room. The check-in process takes approximately 15 minutes for candidates who have previously completed a system test. After you have completed the check-in process, you will be asked to place your phone out of reach, but close enough to be heard.
• Once you have completed the check-in process you will be contacted by a Proctor to begin your exam at your appointment time. You may not be contacted by the Proctor before your appointment time to start the exam.

Facial Comparison Policy

You understand and agree that Pearson VUE may use facial comparison technology for the purpose of verifying your identity during the testing process. It will compare your facial image to the one on your identification and to facial images captured during the testing process and help us further develop, upgrade, and improve this application. If you do not agree to the use of facial comparison technology during your testing session, do not accept this term. You will not be able to complete your registration online. Instead, please call the Pearson VUE call center to complete your registration.

Reporting Unusual Circumstances : Significant and unusual circumstances that occur during the testing process should be reported immediately to the Pearson VUE exam proctor so an incident report can be filed. If you are unable to communicate with the proctor you are required to notify Person VUE ASAP. Please see the following page for help contacting: home.pearsonvue.com/fsot/contact

Reschedule Policy

Rescheduling an exam appointment can be done in your Pearson VUE account 24/7 or by calling Pearson VUE at (888) 572-2276 Mon-Fri, 7-7 Central . You can reschedule your OnVue exam right up to the scheduled appointment time at no cost. If you do not reschedule your appointment before the scheduled appointment time and do not take the exam, it will be considered a No Show and you will forfeit your entire exam fee.

Cancellation Policy

Canceling an exam appointment can be done in your Pearson VUE account 24/7 or by calling Pearson VUE at (888) 572-2276 Mon-Fri, 7-7 Central . You can cancel your OnVue exam right up to the scheduled appointment time at no cost. If you do not cancel your appointment before the scheduled appointment time and do not take the exam, it will be considered a No Show and you will forfeit your entire exam fee.

No Shows : Failure to appear for an exam forfeits the entire exam fee, unless documentation of extenuating circumstances is provided within 10 days, such as: death in the family, serious illness, or military duty. In such circumstances, the candidate should email the State Department at [email protected] as soon as possible, providing documentation and a full description of the situation.

Exam Canceled by Pearson VUE : In the event of an unforeseen circumstance occurring on the day of a scheduled exam, candidates will be given as much advance notice as possible and will not be penalized if Pearson VUE cancels their exam appointment.

For more information on On-VUE : please visit Or home.pearsonvue.com/fsot/onvue

Eligibility Requirements

To be eligible, the U.S. Department of State requires that each candidate be:

• A U.S. citizen on the date the candidate submits the registration package
• At least 20 years old and no older than 59 years of age on the day the candidate submits the registration
• At least 21 years old and not yet 60 on the day the candidate is appointed as a Foreign Service Officer
• Open to acceptance of assignments based on the needs of the service

Registering for the FSOT

Candidates complete both registration steps - submitting an application and selecting a seat - during the same five-week period immediately prior to a specific testing window. Applications are valid only for that test and will expire when that testing window closes. The registration period closes three days prior to the opening of the testing window.

If you have a documented need for an accommodation, you must request and receive approval for your accommodation before scheduling your test.

Once an application for a test window is submitted it cannot be changed, and candidates may test only once in a 12-month period. Click here for answers to General FSOT FAQs .

Upcoming Foreign Service Officer Testing Windows

This chart contains relevant dates for upcoming Foreign Service Officer Test. As a reminder you will be able to register – apply and select a seat – for approximately five weeks before each testing window (dates subject to change).

October 2024

February 2025

*The FSOT is offered at both domestic and overseas locations.

As a part of the registration process, all candidates will be asked to complete their Personal Narratives (PNs). Candidates will be asked to address the following six areas: Leadership Skills, Interpersonal Skills, Communication Skills, Management Skills, Intellectual Skills, and Substantive Knowledge. Each of the six PNs will consist of no more than 1,300 characters. Beginning with the June 2022 FSOT, all candidates who complete the FSOT will proceed to the qualifications and evaluation panel for review.

Pearson VUE On Base Test Centers (OBTC) to Offer the FSOT

The Foreign Service Officer Test is offered at approximately 130 OBTC locations on U.S. military installations in U.S states and territories, Europe, Asia and the Middle East. The OBTCs will add additional appointment options during each testing window for those candidates with access to the included military bases.

Click here to learn more about on base testing at Pearson VUE »

Use of Overseas Pearson VUE Testing sites

The Board of Examiners has expanded the number of Pearson VUE testing sites for the FSOT both domestically and overseas. Embassies/Consulates located in other cities may continue to offer the test as their resources permit. Candidates testing in locations outside the U.S. must use their U.S. passports for identification verification.

Please click on find a testing center to find the closest site available.

Plagiarism & AI Policy

• The Department of State prohibits candidates from plagiarizing any portion of their employment application materials to include responses to questions in which candidates must provide a narrative response.  Candidates must create their own responses originally and not copy or adapt them from other sources. The Department analyzes candidate submissions for plagiarism and will discontinue any individual’s candidacy if found to have violated this plagiarism policy. 
• While the Department of State encourages candidates to create their narratives with great care, including correct use of grammar and style, candidates are prohibited from using any artificial intelligence (AI) tool, to include but not limited to ChatGPT, to aid in their written responses.  The Department will discontinue any individual’s candidacy if found to have violated this prohibition on use of AI tools in the application process. 

Find more information on a rewarding career in the Foreign Service . If you have specific questions about the Foreign Service Officer Test you may send them to [email protected] .

Public reporting burden for this collection of information is estimated to average 120 minutes per response, including time required for searching existing data sources, gathering the necessary documentation, providing the information and/or documents required, and reviewing the final collection. You do not have to supply this information unless this collection displays a currently valid OMB control number. If you have comments on the accuracy of this burden estimate and/or recommendations for reducing it, please send them to: HR/REE, SA-1, H-518. 2401 E Street NW, Washington, DC, 20522.

OMB Approval Number: 1405-0008 Expiration Date: 3/31/2021

AUTHORITIES: The information is sought pursuant to 301(b) of the Foreign Service Act of 1980, as amended (22 U.S.C. § 3941(b)).

PURPOSE: The information solicited on this form will be used to determine eligibility to take the Foreign Service Officer Test, to register for the Foreign Service Officer Test, to assess qualifications for selection as a Foreign Service Officer, and to ensure the integrity of the examination process.

ROUTINE USES: The information solicited on this form may be made available to prepare statistical reports and analyses at the Department of State. Such reports and analyses, which are prepared in such a way that they are not individually identifiable, may be shared outside the Department. This information may also be shared with other federal agencies in response to request for information about hiring or retention of an employee or to Members of Congress in response to an inquiry on behalf of the applicant. More information on the Routine Uses for the system can be found in the System of Records Notice State-31, Human Resource Records.

DISCLOSURE: Providing this information is voluntary. Failure to provide the information requested on this form may result in the user’s inability to submit appropriate responses to the FSOT questionnaire and/or the FSOT and oral exam.

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FACT SHEET: President   Biden Issues Executive Order on Safe, Secure, and Trustworthy Artificial Intelligence

Today, President Biden is issuing a landmark Executive Order to ensure that America leads the way in seizing the promise and managing the risks of artificial intelligence (AI). The Executive Order establishes new standards for AI safety and security, protects Americans’ privacy, advances equity and civil rights, stands up for consumers and workers, promotes innovation and competition, advances American leadership around the world, and more. As part of the Biden-Harris Administration’s comprehensive strategy for responsible innovation, the Executive Order builds on previous actions the President has taken, including work that led to voluntary commitments from 15 leading companies to drive safe, secure, and trustworthy development of AI. The Executive Order directs the following actions: New Standards for AI Safety and Security

As AI’s capabilities grow, so do its implications for Americans’ safety and security.  With this Executive Order, the  President directs the  most sweeping  actions  ever taken  to protect Americans from  the potential  risks  of  AI  systems :

• Require that developers of the most powerful AI systems share their safety test results and other critical information with the U.S. government.  In accordance with the Defense Production Act, the Order will require that companies developing any foundation model that poses a serious risk to national security, national economic security, or national public health and safety must notify the federal government when training the model, and must share the results of all red-team safety tests. These measures will ensure AI systems are safe, secure, and trustworthy before companies make them public. 
• Develop standards, tools, and tests to help ensure that AI systems are safe, secure, and trustworthy.  The National Institute of Standards and Technology will set the rigorous standards for extensive red-team testing to ensure safety before public release. The Department of Homeland Security will apply those standards to critical infrastructure sectors and establish the AI Safety and Security Board. The Departments of Energy and Homeland Security will also address AI systems’ threats to critical infrastructure, as well as chemical, biological, radiological, nuclear, and cybersecurity risks. Together, these are the most significant actions ever taken by any government to advance the field of AI safety.
• Protect against the risks of using AI to engineer dangerous biological materials  by developing strong new standards for biological synthesis screening. Agencies that fund life-science projects will establish these standards as a condition of federal funding, creating powerful incentives to ensure appropriate screening and manage risks potentially made worse by AI.
• Protect Americans from AI-enabled fraud and deception by establishing standards and best practices for detecting AI-generated content and authenticating official content . The Department of Commerce will develop guidance for content authentication and watermarking to clearly label AI-generated content. Federal agencies will use these tools to make it easy for Americans to know that the communications they receive from their government are authentic—and set an example for the private sector and governments around the world.
• Establish an advanced cybersecurity program to develop AI tools to find and fix vulnerabilities in critical software,  building on the Biden-Harris Administration’s ongoing AI Cyber Challenge. Together, these efforts will harness AI’s potentially game-changing cyber capabilities to make software and networks more secure.
• Order the development of a National Security Memorandum that directs further actions on AI and security,  to be developed by the National Security Council and White House Chief of Staff. This document will ensure that the United States military and intelligence community use AI safely, ethically, and effectively in their missions, and will direct actions to counter adversaries’ military use of AI.

Protecting Americans’ Privacy

Without safeguards, AI can put Americans’ privacy further at risk. AI not only makes it easier to extract, identify, and exploit personal data, but it also heightens incentives to do so because companies use data to train AI systems.  To better protect Americans’ privacy, including from the risks posed by AI, the President calls on Congress to pass bipartisan data privacy legislation to protect all Americans, especially kids, and directs the following actions:

• Protect Americans’ privacy by prioritizing federal support for accelerating the development and use of privacy-preserving techniques— including ones that use cutting-edge AI and that let AI systems be trained while preserving the privacy of the training data.  
• Strengthen privacy-preserving research   and technologies,  such as cryptographic tools that preserve individuals’ privacy, by funding a Research Coordination Network to advance rapid breakthroughs and development. The National Science Foundation will also work with this network to promote the adoption of leading-edge privacy-preserving technologies by federal agencies.
• Evaluate how agencies collect and use commercially available information —including information they procure from data brokers—and  strengthen privacy guidance for federal agencies  to account for AI risks. This work will focus in particular on commercially available information containing personally identifiable data.
• Develop guidelines for federal agencies to evaluate the effectiveness of privacy-preserving techniques,  including those used in AI systems. These guidelines will advance agency efforts to protect Americans’ data.

Advancing Equity and Civil Rights

Irresponsible uses of AI can lead to and deepen discrimination, bias, and other abuses in justice, healthcare, and housing. The Biden-Harris Administration has already taken action by publishing the  Blueprint for an AI Bill of Rights  and issuing an  Executive Order directing agencies to combat algorithmic discrimination , while enforcing existing authorities to protect people’s rights and safety.  To ensure that AI advances equity and civil rights, the President directs the following additional actions:

• Provide clear guidance to landlords, Federal benefits programs, and federal contractors  to keep AI algorithms from being used to exacerbate discrimination.
• Address algorithmic discrimination  through training, technical assistance, and coordination between the Department of Justice and Federal civil rights offices on best practices for investigating and prosecuting civil rights violations related to AI.
• Ensure fairness throughout the criminal justice system  by developing best practices on the use of AI in sentencing, parole and probation, pretrial release and detention, risk assessments, surveillance, crime forecasting and predictive policing, and forensic analysis.

Standing Up for Consumers, Patients, and Students

AI can bring real benefits to consumers—for example, by making products better, cheaper, and more widely available. But AI also raises the risk of injuring, misleading, or otherwise harming Americans.  To protect consumers while ensuring that AI can make Americans better off, the President directs the following actions:

• Advance the responsible use of AI  in healthcare and the development of affordable and life-saving drugs. The Department of Health and Human Services will also establish a safety program to receive reports of—and act to remedy – harms or unsafe healthcare practices involving AI. 
• Shape AI’s potential to transform education  by creating resources to support educators deploying AI-enabled educational tools, such as personalized tutoring in schools.

Supporting Workers

AI is changing America’s jobs and workplaces, offering both the promise of improved productivity but also the dangers of increased workplace surveillance, bias, and job displacement.  To mitigate these risks, support workers’ ability to bargain collectively, and invest in workforce training and development that is accessible to all, the President directs the following actions:

• Develop principles and best practices to mitigate the harms and maximize the benefits of AI for workers  by addressing job displacement; labor standards; workplace equity, health, and safety; and data collection. These principles and best practices will benefit workers by providing guidance to prevent employers from undercompensating workers, evaluating job applications unfairly, or impinging on workers’ ability to organize.
• Produce a report on AI’s potential labor-market impacts , and  study and identify options for strengthening federal support for workers facing labor disruptions , including from AI.

Promoting Innovation and Competition

America already leads in AI innovation—more AI startups raised first-time capital in the United States last year than in the next seven countries combined.  The Executive Order ensures that we continue to lead the way in innovation and competition through the following actions:

• Catalyze AI research across the United States  through a pilot of the National AI Research Resource—a tool that will provide AI researchers and students access to key AI resources and data—and expanded grants for AI research in vital areas like healthcare and climate change.
• Promote a fair, open, and competitive AI ecosystem  by providing small developers and entrepreneurs access to technical assistance and resources, helping small businesses commercialize AI breakthroughs, and encouraging the Federal Trade Commission to exercise its authorities.
• Use existing authorities to expand the ability of highly skilled immigrants and nonimmigrants with expertise in critical areas to study, stay, and work in the United States  by modernizing and streamlining visa criteria, interviews, and reviews.

Advancing American Leadership Abroad

AI’s challenges and opportunities are global.  The Biden-Harris Administration will continue working with other nations to support safe, secure, and trustworthy deployment and use of AI worldwide. To that end, the President directs the following actions:

• Expand bilateral, multilateral, and multistakeholder engagements to collaborate on AI . The State Department, in collaboration, with the Commerce Department will lead an effort to establish robust international frameworks for harnessing AI’s benefits and managing its risks and ensuring safety. In addition, this week, Vice President Harris will speak at the UK Summit on AI Safety, hosted by Prime Minister Rishi Sunak.
• Accelerate development and implementation of vital AI standards  with international partners and in standards organizations, ensuring that the technology is safe, secure, trustworthy, and interoperable.
• Promote the safe, responsible, and rights-affirming development and deployment of AI abroad to solve global challenges,  such as advancing sustainable development and mitigating dangers to critical infrastructure.

Ensuring Responsible and Effective Government Use of AI

AI can help government deliver better results for the American people. It can expand agencies’ capacity to regulate, govern, and disburse benefits, and it can cut costs and enhance the security of government systems. However, use of AI can pose risks, such as discrimination and unsafe decisions.  To ensure the responsible government deployment of AI and modernize federal AI infrastructure, the President directs the following actions:

• Issue guidance for agencies’ use of AI,  including clear standards to protect rights and safety, improve AI procurement, and strengthen AI deployment.  
• Help agencies acquire specified AI products and services  faster, more cheaply, and more effectively through more rapid and efficient contracting.
• Accelerate the rapid hiring of AI professionals  as part of a government-wide AI talent surge led by the Office of Personnel Management, U.S. Digital Service, U.S. Digital Corps, and Presidential Innovation Fellowship. Agencies will provide AI training for employees at all levels in relevant fields.

As we advance this agenda at home, the Administration will work with allies and partners abroad on a strong international framework to govern the development and use of AI. The Administration has already consulted widely on AI governance frameworks over the past several months—engaging with Australia, Brazil, Canada, Chile, the European Union, France, Germany, India, Israel, Italy, Japan, Kenya, Mexico, the Netherlands, New Zealand, Nigeria, the Philippines, Singapore, South Korea, the UAE, and the UK. The actions taken today support and complement Japan’s leadership of the G-7 Hiroshima Process, the UK Summit on AI Safety, India’s leadership as Chair of the Global Partnership on AI, and ongoing discussions at the United Nations. The actions that President Biden directed today are vital steps forward in the U.S.’s approach on safe, secure, and trustworthy AI. More action will be required, and the Administration will continue to work with Congress to pursue bipartisan legislation to help America lead the way in responsible innovation. For more on the Biden-Harris Administration’s work to advance AI, and for opportunities to join the Federal AI workforce, visit AI.gov .

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Speaker Johnson appoints two Trump allies to a committee that handles classified intelligence

Speaker of the House Mike Johnson, R-La., and other Republican leaders meet with reporters to condemn former President Donald Trump’s guilty conviction in a New York court last week, at the Capitol in Washington, Tuesday, June 4, 2024. Johnson also called President Joe Biden the worst president in American history. (AP Photo/J. Scott Applewhite)

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WASHINGTON (AP) — House Speaker Mike Johnson on Wednesday appointed two far-right Republicans to the powerful House Intelligence Committee, positioning two close allies of Donald Trump who worked to overturn the 2020 presidential election on a panel that receives sensitive classified briefings and oversees the work of America’s spy agencies.

The appointments of GOP Reps. Scott Perry of Pennsylvania and Ronny Jackson of Texas to the House Intelligence Committee were announced on the House floor Wednesday. Johnson, a hardline conservative from Louisiana who has aligned himself with Trump, was replacing spots on the committee that opened up after the resignations of Republican Reps. Mike Gallagher of Wisconsin and Chris Stewart of Utah.

Committee spots have typically been given to lawmakers with backgrounds in national security and who have gained respect across the aisle. But the replacements with two close Trump allies comes as Johnson has signaled his willingness to use the full force of the House to aid Trump’s bid to reclaim the Oval Office. It also hands the hard-right faction of the House two coveted spots on a committee that handles the nation’s secrets and holds tremendous influence over the direction of foreign policy.

Trump has long displayed adversarial and flippant views of the U.S. intelligence community, flouted safeguards over classified information and directly berated law enforcement agencies like the FBI. The former president faces 37 felony counts for improperly storing in his Florida estate sensitive documents on nuclear capabilities, repeatedly enlisting aides and lawyers to help him hide records demanded by investigators and cavalierly showing off a Pentagon “plan of attack” and classified map.

Johnson did not release a statement on his picks for the committee.

Perry, who formerly chaired the ultraconservative House Freedom Caucus, was ordered by a federal judge last year to turn over more than 1,600 texts and emails to FBI agents investigating efforts to keep Trump in office after his 2020 election loss and illegally block the transfer of power to Democrat Joe Biden.

Perry’s personal cellphone was also seized by federal authorities who have explored his role in helping install an acting attorney general who would be receptive to Trump’s false claims of election fraud.

Perry and other conservatives have also pushed Congress to curtail a key U.S. government surveillance tool. They want to restrict the FBI’s ability to use the program to search for Americans’ data.

“I look forward to providing not only a fresh perspective, but conducting actual oversight — not blind obedience to some facets of our Intel Community that all too often abuse their powers, resources, and authority to spy on the American People,” Perry said in a statement.

Jackson, who was elected to the House in 2020, was formerly a top White House physician under former presidents Barack Obama and Trump. Known for his over-the-top pronouncements about Trump’s health, Jackson was nominated by Trump to be the secretary of Veterans Affairs.

He withdrew his nomination amid allegations of professional misconduct. An internal investigation at the Department of Defense later concluded that Jackson made “sexual and denigrating” comments about a female subordinate, violated the policy on drinking alcohol on a presidential trip and took prescription-strength sleeping medication that prompted worries from his colleagues about his ability to provide proper medical care.

Jackson has denied those allegations and described them as politically motivated.

The House committee that investigated the Jan. 6 insurrection at the Capitol also requested testimony from Jackson as it looked into lawmakers’ meetings at the White House, direct conversations with Trump as he sought to challenge his election loss and the planning and coordination of rallies. Jackson declined to testify.

The presence of Jackson and Perry on the committee could damage the trust between the president and the committee in handling classified information, said Ira Goldman, a former Republican congressional aide who worked as a counsel to the intelligence committee in the 1970s and 1980s.

He said, “You’re giving members seats on the committee when, based on the public record, they couldn’t get a security clearance if they came through any other door.”

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Yankees dfa dennis santana, call up ron marinaccio to help taxed bullpen.

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With their bullpen battered by extensive recent use, the Yankees designated Dennis Santana for assignment on Sunday and recalled another right-handed reliever, Ron Marinaccio, from Triple-A Scranton/Wilkes-Barre.

Santana struggled in Saturday’s loss to the Dodgers, unable to get out of the top of the ninth, which forced the Yankees to go to infielder Oswaldo Cabrera for the final out.

After Saturday’s game, Aaron Boone blamed Santana’s ineffectiveness on overuse, having thrown 33 pitches on Wednesday, 12 in an appearance on Friday and 39 on Saturday.

The 28-year-old Santana has been inconsistent most of the season and especially ineffective of late, having allowed eight earned runs in 5 ⅓ innings over his last four appearances.

Marinaccio, 28, has pitched well this season, split between The Bronx and SWB.

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