Money doesn’t always make the world go ’round. Organizations are discovering that it takes more than high salaries to attract the best potential candidates to international assignments.

Recent studies we have undertaken suggest that the nature of global mobility is changing.¹ Whereas in the past, businesses were interested mainly in hiring experienced staff from the West, today’s expatriates are being recruited from around the world. They include younger, less experienced workers, who serve for various lengths of time. In fact, in an effort to reduce costs, a growing number of organizations have developed program alternatives to the traditional expatriate assignment. Almost half the companies we surveyed employ permanent transfers; about 20 percent send employees on short-term assignments; and a small percentage use virtual staff where the employee does not relocate but has responsibilities for a foreign office.

Changes are also occurring in the area of staff incentives to move abroad. It’s no
longer enough to simply increase salaries or provide other monetary perks. Employees want a total package that delivers a cultural education, keeps spouses happy, and sets out reasonable career expectations.

The costs of sending employees and their families abroad are high. If an employee is unhappy in the new environment, he or she can jeopardize an overseas project. By improving the help that employees get prior to and during their international assignment, companies can maximize their investments in the development of global talent.