reasons for international assignments

  The top 6 reasons to take that overseas assignment

Many of us dream of living abroad for at least some time during our life. and for very good reason. there are many benefits, both personal and professional, to embarking on an international assignment. , 1. explore the world .

If you have the travel bug, there’s nothing more satisfying than working abroad. Not only do you get to experience your new country at a much deeper level, you get paid to do it.

Living in a foreign country is completely different to a holiday. You’ll actually get to experience your adopted country in the long-term, picking up local knowledge along the way such as who sells the best coffee, what tourist traps to avoid and how to get the most out of your new city. As well as exploring your host country, you’ll also get the chance to travel to neighbouring countries on your time-off. 

2. Brush up on your language skills

3. enhance your career & boost your cv.

Having an international assignment on your CV could boost your future employability. The training and work experience you gain at an overseas company will expand your horizons and range of expertise.

In a globalised, well-connected world, employers increasingly value candidates with international work experience, and it’s often seen as a prerequisite for most senior positions at major international companies. Many professionals who undertake expat assignments find that they experience faster career progression as a result. 

4. Experience a new culture

5. earn better pay and benefits .

Many expats receive salaries that are considerably higher than those of their counterparts back home, and in some countries expats also benefit from favourable tax regimes.

In addition, expats normally also receive a considerable amount of expatriate benefits. An additional allowance is usually provided to help with relocating and settling into a new country and often includes accommodation, work permits, medical cover and other perks.

6. Expand your global network

Working abroad is a great way to expand your personal and professional network,   giving you the opportunity to build relationships with people in your field on an international level.  Developing an international social network can be useful both during your stay and when you're back in your home country.

Luckily, maintaining the network you build abroad is now easier than ever before. Social media, LinkedIn, and apps like WhatsApp, can all help you to stay connected with your circle of friends from all over the world.

If you are considering an assignment overseas, don’t forget to look after your health and wellbeing with international health insurance  which will allow you to access quality healthcare while working abroad. 

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International Assignments: Who's Going Where and Why?

What does the global-mobility landscape look like today?

According to global relocation services provider Cartus’ recent 2013 Trends in Global Relocation Survey, younger employees are most interested in taking international relocation assignments, with career development being the main reason, and sequential assignments are on the rise.

The survey’s findings shed light on who companies are moving (and where), what criteria they are using to select their mobile talent, and how they’re linking talent management to global mobility.

Assignee Demographics

The demographics of the expatriate population appear to be steady in terms of gender, with the percentages of both men (79 percent) and women (21 percent) shifting only slightly from 2012.

Generation X employees (56 percent) represent the largest age group of transferees. Baby Boomers (20 percent) posted a slight increase over 2012, while the youngest group—Millennials, or Generation Y (20 percent)—showed a significant increase.

Married expats with accompanying families are still the most common but have become a smaller percentage of global workers over the past six years. The category of those “married and traveling solo” has gained the most in percentage points over this period.

In general, younger, single male employees are showing the highest interest in global assignments, according to the survey. Women, Baby Boomers and employees with families are showing less interest in working abroad.

This profile holds true when the destination is an emerging market.

“Given the issues with schooling, housing and in many cases security, the lack of interest among assignees with families is not surprising,” the report said.

Some of the respondents’ comments include:

• “Dubai and the Middle East have their limitations for certain lifestyles. People with family are not so open to move their family to areas with little infrastructure.”
• “There is low interest in African regions.”
• “Employees seem to be less interested in going to certain locations if assignment allowances do not properly reflect the hardships that exist in the new work/life environment.”
• “As the quality of lifestyle in emerging markets can vary when compared to a developed country, it is difficult for entire families to relocate to these types of countries. We have implemented two-year assignments in these regions, which seem to be working, with a limited time in more challenging environments.”
• “Although Millennials are interested in these types of assignments, we need highly experienced people to go in and develop our emerging markets, so sometimes the interest and the experience needed to be successful are out of sync.”
• “Employees with families tend to shy away from emerging markets. They look for places with more stable economies and social systems, especially for reasons of safety, security and schooling. They are also concerned about fluctuations in currency and overall earning and savings power.”

Most and Least Desirable Locations for Assignments

When asked which of the developed countries generated the most employee interest for assignments, the clear choices were the U.S., U.K., Australia, Singapore and Canada.

Tier I India and China (developed cities such as Mumbai and Shanghai) ranked as the locations that workers were most resistant to relocating to among the developed countries, indicating these are still perceived as challenging markets.

For emerging-market locations, Brazil topped the list of nations to which employees most wanted to go, followed closely by the United Arab Emirates. Among the emerging-market countries that professionals were reluctant to work in are Nigeria, Saudi Arabia and Russia. Notably, Tiers II-IV for both India and China show up as generating significant interest and resistance. “This is likely attributable to the fact that as booming markets, they offer significant opportunities but also major challenges in infrastructure and other areas,” the report explained. “They are likely to be perceived differently depending on the assignee’s experience, appetite for adventure, and perception of the market’s importance to company goals.”

Motivating Factors

When asked for the main reasons why employees accepted an international assignment, companies said that while attractive compensation was named by a third of respondents (34 percent), the main motivating factors for employees were career development and advancement.

“This finding is a clear indicator that now is the time for companies to really start focusing on creating synergies across HR and businesses in order to ensure assignees are no longer ‘out of sight, out of mind’ and they are aware that the company is also focusing on their career. If employees’ value is not recognized, particularly the Gen Y/Millennial population, attrition rates will continue to rise,” according to the report.

Qualifying Criteria

As for the business criteria and qualifications that organizations seek when considering someone for an international assignment, leadership potential (80 percent) and technical skills (75 percent) were cited the most. A significant number of respondents (61 percent) also noted that the criteria depended on the project. Notably, only 33 percent are factoring in minimum performance ratings in selection criteria.

Flexibility and the ability to adapt to fluid circumstances (71 percent) led the list of behavioral characteristics businesses look for when considering an employee for an assignment abroad.

Second and third on the list of behavioral traits were career orientation and the desire to advance (63 percent), and the ability to work productively in an independent setting (57 percent).

Questioned about the family criteria their organization takes into account when considering someone for an international assignment, 68 percent of respondents said family status was not considered, while 25 percent said family criteria depended on the project.

Linking Talent Management and Global Mobility

When asked whether they agreed with the statement “The impact of an international assignment on an assignee’s career is positive,” 82 percent said yes, a 30 percent increase from 2009. “This supports the feeling that companies are paying more attention to, and realizing the importance of, how international assignments support employee growth, business value and retention,” the report said.

Building effective linkages between talent and global mobility will help ensure that assignments truly contribute to company business strategies, the report said.

According to respondents, the most frequently implemented strategies were:

• Ensuring assignment objectives are incorporated into the employee’s performance review while on assignment (62 percent).
• Collaborating with HR to ensure that employee performance ratings are considered for all workers on overseas assignments (60 percent).

The top three strategies under consideration:

• Tracking postassignment employee advancement (63 percent).
• Tracking postassignment employee retention (57 percent).
• Developing a global talent pool for future assignments (56 percent).

Sequential Assignments Rising

Not all expatriates get to return home after an assignment. Fifty-eight percent of respondents have either many (13 percent) or a few (45 percent) “global nomads” who are on back-to-back assignments. More than half (57 percent) expect the sequential-assignment trend to stay about the same, and about a third (31 percent) expect the trend to increase.

Of organizations that said they have sequential assignments, 80 percent said they were typically long term, and the most frequent demographic profile was an older employee, Generation X worker or a Baby Boomer. This supports a general trend of companies sending more senior employees on this type of assignment, often with newer employees accompanying them for professional development, the report said.

Repatriation Lacking

Responding organizations ranked repatriation and career development highest among aspects of their relocation programs they most want to improve.

More than half (58 percent) of companies said they did not offer formal repatriation programs. Of those that offer these programs, only a third (33 percent) typically offer repatriation programs for long-term assignments. The most common reasons given for not offering these programs were lack of perceived value by the organization (60 percent) and cost considerations (35 percent).

Roy Maurer is an online editor/manager for SHRM.

Follow him at @SHRMRoy

Related Articles:

Developing an Effective Global Mobility Program , SHRM Online Global HR, August 2013 International Assignments Expected to Increase in 2013 , SHRM Online Global HR, May 2013

Managing International Assignments , SHRM Online Templates and Samples, July 2012

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5 Tips for Managing Successful Overseas Assignments

• Andy Molinsky
• Melissa Hahn

Stay in constant touch and have a plan for their return.

Sending talented employees overseas can be a promising way to leverage the benefits of a global economy. But expatriate assignments can be extremely expensive: up to three times the cost of a person’s typical annual salary, according to some statistics. And despite the investment, many organizations lack the know-how for optimizing the potential benefits, leaving them disappointed with the results. The unfortunate reality is that even companies providing well-crafted relocation packages (including the all-important cultural training) may not have the talent management mechanisms in place to truly leverage the valuable skills expatriate employees gain during their assignments.

• Andy Molinsky is a professor of Organizational Behavior and International Management at Brandeis University and the author of Global Dexterity , Reach , and Forging Bonds in a Global Workforce . Connect with him on LinkedIn and download his free e-booklet of 7 myths about working effectively across cultures .
• Melissa Hahn teaches intercultural communication at American University’s School of International Service. Her new book, Forging Bonds in a Global Workforce (McGraw Hill), helps global professionals build effective relationships across cultures.

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Why International Assignments Make Good Business Sense

Many employees jump at the chance of an international assignment. Exciting challenges await new role, new culture, a fresh start abroad. What are the advantages for the organisations involved?

Sarah Huntridge

Increasingly, companies are investing in global talent mobility. Global talent consultants MSI offer four reasons why organisations should introduce and develop international assignments:

1. Market Expansion Research shows that expansion into existing markets is the biggest reason why employees are transferred overseas. International relocations can help a small office become a strong foothold abroad.

The other major factor for sending employees to another country is expansion into new markets. In fact, research shows that this is almost as important as moves to existing markets. (52% participants gave expanding existing markets as the main reason for internal relocations; 49% cited growing new markets as their main motivation for sending employees overseas.)

2. Develop Top Talent International relocations involving existing employees help to: • Project a consistent corporate identity • Demonstrate commitment to employees’ personal development • Provide the international experience often needed for leadership roles • Show that employees are valued as they are trusted to represent the organisation overseas

3. Seize Opportunities Quickly Existing employees understand the company’s culture, processes and plans. They can help the organisation to move quickly and streamline operations within global markets. This is especially important in markets where there is a local shortage suitably qualified and/or experienced talent.

4. A Different View MSI explains that: “Being immersed in a new culture boosts creative problem solving and reveals valuable new ways of doing things, and the employee can both share these exciting insights with the company and apply them in his day-to-day work.”Is your organisation seizing the potential offered by international relocations? AT BTR International, we make global moves as stress-free and cost-effective as possible.

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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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• February 1, 2021

Pros and cons of an international assignment

Will it boost or harm your career.

Table of Contents

There is no suspicion that working abroad is romantic. Living in a culture with different languages, habits, and working styles is an exciting and once-in-a-lifetime experience. It can not only much promote your career development, but also broaden your horizons. However, what many companies now call "global" assignments has some disadvantages. Some parts of the world are indeed dangerous for some visitors, but in most postings worldwide, the challenges are related to different cultures and ways of doing business. Here are some pros and cons of an international assignment to help you decide if it is a smart career move.

Pros of international assignment

International work experience.

Indeed, the world is growing and becoming more and more mobile and accessible. This is the main driving force. Business leaders today are not geographically constrained. Work experience in an international corporate environment and culture is often described as a prerequisite for most senior positions at major international companies. Instantly add diverse and multicultural elements to your portfolio and experiences to make them more appealing to your position on a global scale.

Global companies are paying more and more attention to international diversity, and there is no sign that this trend stops. Therefore, the overseas experience gained by international mission professionals will help those seeking senior management positions. If you are one of these ambitious professionals, the question should be whether you can afford not to participate in the international assignment?

The company devotes substantial resources to expats international assignments. Allocation itself is usually performed for a specific purpose, and ROI is an important goal. For example, you can transfer assignees with specific skills to a new location to lead a project that is considered essential. Therefore, being selected for a job is usually a compliment, but it is also an opportunity. A successful project overview allows you to prove that you are the assignee and develop your career from the benefits of success. If you can withstand the pressure, then your international assignment can prove beneficial. Are you ready to move forward and succeed?

Experience Different Ways of Doing Business

Learning a particular field and working in that field in the same country means a fairly fixed set of expectations and assumptions. Overall, understanding how other countries treat your industry and business can be an excellent way to open yourself to new ways of doing things. The best part? Wherever you are, you will get these learning outcomes.

Diversify Your Income

When it is difficult to predict what will happen politically, earning income in different currencies is an excellent way to diversify risks and protect the financial future. For example, in the past two years, the pound sterling value has changed 30% from the value of the euro. If you are particularly interested in the domestic economy, relocation is still a way to obtain better salaries and employment opportunities in a more stable business environment.

Explore the world

If you are passionate about traveling, nothing is better than working abroad. Not only you experience the country more deeply, but you can also get rewarded for it. You do not need to spend two weeks to get to know the country's culture and personality directly. This is also an excellent opportunity to explore neighboring countries. If you are learning a language, immersion in the countryside is also an excellent way to quickly improve your skills.

Cross-Cultural Communication

Cons of an international assignment, emotional problems.

Life as an expat is a rewarding experience. However, it can be challenging. Loneliness, culture shock, and nostalgia usually overwhelm foreigners, and not all migrants are ready to face this strong, perhaps new emotion. The combination of pain and diligence described above has reportedly resulted in high burnout among professional immigrants.

Less Job Flexibility

You love your new country, but do you hate work? Unlike going home, if your position is not suitable for you, you can shop here. Working abroad may mean that your job is linked to your visa. Even if you are not restricted by a visa, your lack of language skills and local experience may limit your escape options.

Interrupted Career Progression

For outsiders, "Out of sight, out of mind" can be a very familiar word. Even if you live in the same company, you do not go out every day or work in different time zones. This means that good impressions are slowly disappearing and are no longer the number one promotion. In the country of visit, it may be necessary to take a junior position due to a lack of local experience or limited language skills, which can feel like a step back professionally.

Cultural and Language Barriers

Among foreigners who cannot establish the necessary business relationships or live daily lives, posting emails in places where there is a tremendous cultural difference or where communication in a new language is required can cause trouble. Non-traditional families, such as gay couples, may face cultural resistance and pressure, making assignment management difficult in the long run

Legal risks

Domestic work laws and regulations regarding wages, taxes, and pensions usually differ between residents and foreigners. As with immigration requirements, compliance with legal requirements must be ensured.

Technological change

Your country's technology can lag foreign countries for several years. After returning home, it may take several months to digest all the changes.

As global mobility increases, many employees want foreign stamps on their passports to support their personal growth and career development. They are increasingly looking for commuters, rotational, expatriate, or other alternative jobs to build resumes. International assignments are an essential tool for international career development. In this case, employees with international experience are the greater wealth for the organization.

Some potential business traveling international career in which global travel is usually necessary like international accountant, marketing and sales International missions help improve cultural literacy, promote foreign language learning, expand professionals' network, and broaden their horizons. But of course there are always pros and cons of an international assignment.

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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 .

More From Forbes

Is an international assignment right for you.

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Is an international assignment right for you?

See the world! Go to exotic locations! It’s exciting! It’s an adventure! It’s like a vacation all the time! Or not. The truth is international assignments are both incredibly amazing and incredibly difficult, and they’re not for everyone. Companies recognize that these assignments are difficult personally, and because sending someone abroad is expensive, they want to ensure that they are sending people who will succeed in those assignments. Otherwise, it can be a disaster for the individual personally and a loss for the company.

So how do you know if an international assignment is right for you? Here are some questions to ask yourself.

1. Are you doing it just for the money? If so, you may want to reconsider. Being interested only in the money won’t carry you through the day-to-day trials and tribulations of living abroad. If money is your primary motivation, you may find yourself not exploring and not integrating into your new country and thus having social and personal difficulties. And if you are just phoning it in at work to get a paycheck, you may find yourself not succeeding at the level expected by your company.

2. Do you take vacations abroad or study another language because you’re truly interested in different cultures and ways of life?  An important indicator of success of an assignment is the level of sincere interest in learning about and experiencing other cultures. Were your last few vacations spent abroad? Did you stay in a U.S. hotel where the staff speaks English and you can order hamburgers from room service? Or did you stay in a local hotel and experience local food and the challenge of communicating with someone who does not speak English? Did you venture out on your own or stay with a tour group the whole time? People who are truly interested in exploring, trying, failing, and discovering in other geographies and cultures are more likely to be interested in these assignments and successful at them. 

3. Can you live without your creature comforts?  If you have to have Starbucks coffee, a particular type of workout class, and the convenience of online shopping, you may be in for a rude awakening in your time abroad. Yes — technology is great and can solve many problems — but depending on where you go, you may not be able to get these things and you may need to learn to live without them and replace them with something wonderful from your new country.  

4. Are your relationships stable?  When you move abroad, you may take some family members with you and you may leave some family members and friends behind. You and your family will need a support group, and any issues you may have in your relationships will be magnified in an international assignment because everyone will experience higher levels of stress and the usual support networks may not be available. I would advise getting some counseling ahead of time when considering an international assignment in order to bring to light issues that could arise later on.  

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5. Are you generally a flexible person, open to diverse opinions and new ways of doing things?  Flexibility and openness are important in an assignment for both professional and personal success. People in your office will not do things the same way they do back home and you will find it strange, inefficient and frustrating until you start understanding the culture and the reasons for doing things that way.  The same will be true for the way things get done in life — from grocery shopping to paying bills to getting around town. Understanding, adapting and even embracing new ways of doing things is critical for success.  

Most of all, you need to be honest with yourself about these questions. If you decide that an international assignment is right for you, go forward with enthusiasm and eagerness in your new country. And if you decide it’s not for you, enjoy other professional and personal opportunities at home.  

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5 Types of Global Assignments: What’s Best for Your Company?

Last Updated on November 1, 2023

Employers and employees have many reasons for sending employees and other talent on different types of global assignments worldwide . Sometimes, companies need to relocate their employees temporarily for a short-term finite assignment. In other scenarios, they must send talent abroad to work for a more extended assignment to facilitate a business objective successfully.

No matter the type of, or reason for, an international assignment, they are essential in global mobility programs and allow for avenues to ensure international organizations’ success.  

What are Global Assignments?

Global assignments require an employee to relocate internationally and undertake work in a destination country for a specified time. Global assignments can vary in duration , often differentiated by being classified as either short-term or long-term.   

Types of Global Assignments

HR professionals may wonder, “What is an example of a global assignment our company can utilize for the needs that arise in our industry?” Companies have various options for assignments when devising an optimal global mobility strategy.

Employers can leverage multiple forms of global assignments to meet their needs and maximize their ROI by choosing impactful yet cost-effective assignments based on assignment length, location and ultimate business need.

Short-Term Assignment

A short-term international assignment usually lasts for a year or less. Employers generally have a specific goal for the employees they send on short-term assignments, such as facilitating training, completing a particular project, or temporarily filling a vacancy.

Many short-term assignments are single-status, whereby only the employee travels, and dependents do not join for the time abroad. Companies may also make use of short-term assignment options when trying to reduce the cost of conducting work abroad despite a need to have talent present on location abroad.

Long-Term Assignment

Companies also often leverage long-term work assignments for a variety of reasons. Employers often contemplate long-term assignments to last one to three years. However, it is commonplace for employers to extend assignments due to continuing business needs, the preference of the employee, or a variety of other reasons. Many companies contemplate a maximum assignment length of five years, primarily due to cost.  A stay of up to five years is still often considered temporary. Still, assignments longer than five years are more likely to be seen as permanent.

Employers typically send their employees on long-term international assignments for strategic reasons such as expanding the business into new markets, opening new offices, developing talent and establishing teams of global leaders.

Since long-term assignments last an extended period, employers have more factors to consider for long-term assignments than those classified as short-term. One key consideration is that employees on long-term assignments will likely need to find housing, which may include renting or buying a house.  Another is the tax component, as there are likely to be more significant tax implications where there is an extended stay in a given destination.

Employees with families are more likely to bring their dependents along on longer assignments, which means their family members may also need to find work or education options. You’ll also want to consider transportation and healthcare needs and tax obligations.

Business Travel    

Business travel resembles a short-term work assignment because employees don’t stay at the destination for an extended period. The main differentiator is the type of activities undertaken during business travel are much less associated with what’s classified as work and are, instead, typically limited to hands-off activities and business meetings.    

In many instances, employees stay in a foreign country for just a few days . However, business travel trips can last multiple weeks in some scenarios. Employees may also travel for business between several countries, creating added considerations employers should consider to ensure compliance.  

Remote Work Visas  

Remote work visas are available in many countries around the world. Some countries introduced remote work visas during the COVID-19 pandemic to stimulate their economies and encourage companies with remote work policies to send their talent there without formally relocating.

Remote work visas quickly gained traction, and governments continue to establish similar types of statuses. They are an increasingly popular option for companies that allow employees to work from anywhere on a remote basis.

The application cost per visa varies from country to country, as does the visa’s duration. Some countries will extend the validity of temporary remote work visas , while others contemplate only a finite period of stay for visa holders. Countries often have requirements for proof of income as part of these types of visa requests and also may have provisions for bringing dependents that potential applicants should consider.

Commuter Assignments  

Commuter assignments differ from long-term and short-term assignments because employees regularly commute from their home country to the destination jurisdiction.

While companies use short-term and long-term global assignments worldwide, commuter assignments are typically regional because employees cross neighboring borders. Commuter assignments can be good alternatives for employees who need to work in another country but prefer not to relocate entirely for personal reasons.

What Types of Global Assignments Should Companies Leverage?

HR professionals often ask, “What are the different types of global assignments we can use?”.

Businesses have different reasons for needing to send talent abroad for work assignments. Therefore, employers should carefully consider what they are trying to achieve when deciding what type of global mobility strategy to implement.

Along with the duration of the assignment, employers should consider the employee’s circumstances – are they hesitant to leave family behind, or do they have other obligations that would impact the length of the assignment? Cost is another critical consideration for employers when deciding on a global mobility strategy and will be a decision driver for most programs.

No matter how long employees stay in another country, employers must use various services to ensure a smooth transition. A global immigration services provider such as Envoy Global can partner with your organization to decide on the proper assignment strategy for the company and employee and support the acquisition of the necessary immigration status to allow for a compliant work engagement in the destination country.

Envoy offers valuable services to educate employers on all global assignment types and to advise on the assignment strategy that will best ensure success for your organization. Every company’s HR team partners with a Global Account Manager to create a successful and sustainable global mobility program, including guidance on best practices for leveraging global assignments.

With so many moving parts to global mobility, HR managers can rest assured that working with Envoy’s experienced team helps make relocating talent worldwide a seamless and efficient experience.

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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/ Right to Work Check: Employer Compliance Guide
• Anne Morris https://www.davidsonmorris.com/author/anne/ Skilled Worker Visa Minimum Salary 2024
• Anne Morris https://www.davidsonmorris.com/author/anne/ UK Service Supplier Visa: Guide & Requirements
• Anne Morris https://www.davidsonmorris.com/author/anne/ UK Expansion Worker Visa: Complete Guide 2024

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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Compensation and Benefits: Essentials of International Assignment Management

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Internationalization became an essential strategic dimension for companies to ensure profitable growth. International assignments play an important role to implement this strategy. As a consequence the number of international assignees is growing year by year; they work as interface manager between headquarters and branch office, as cultural ambassador, or as technical specialist to transfer knowledge. For ambitious and open candidates, a position in a foreign country and in a different culture can be an interesting step to further develop their professional career. International assignment management first of all needs a policy framework, defining the compensation and benefit package, especially the typical assignment allowances depending on distance to the home country and hardship of the host country. The administration of international assignments secondly requires standardized processes for all phases of an assignment, from selection to reintegration and with clear allocation of roles and responsibilities between all human resources partners involved. Organizations exchanging bigger numbers of specialists and executives between several countries work with centralized assignment management teams, who cooperate with local HR in the host countries and often use external partners for relocation, social security, payroll, and taxation to manage this complex task.

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Expatriate Management/International Assignment Policy

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Czajor, J. (2016). Compensation and Benefits: Essentials of International Assignment Management. In: Zeuch, M. (eds) Handbook of Human Resources Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-44152-7_73

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• 2024 Elections

Kamala Harris Was Never Biden’s ‘Border Czar.’ Here’s What She Really Did

O n her first foreign trip as Vice President in June 2021, Kamala Harris was tasked with delivering a blunt message in Guatemala City. "I want to be clear to folks in this region who are thinking about making that dangerous trek to the United States-Mexico border: Do not come," she said at a press conference, pausing for effect. "Do not come."

Three years later, that sound bite may come to haunt Harris' nascent presidential campaign. Despite her warning, border crossings reached historic highs during the Biden Administration. Republican critics cast the episode as a symbol of Harris’s ineffective tenure as President Biden's "border czar," a misleading label they applied after she was charged with helming diplomatic efforts to address the root causes of migration from Central America to the U.S. 

“Kamala had one job,” Nikki Haley told the crowd at the Republican National Convention in Milwaukee last week. “One job. And that was to fix the border. Now imagine her in charge of the entire country.”

Read More: How Trump Plans To Run Against Harris .

In fact, Harris was never put in charge of the border or immigration policy. Nor was she involved in overseeing law-enforcement efforts or guiding the federal response to the crisis . Her mandate was much narrower: to focus on examining and improving the underlying conditions in the Northern Triangle of Central America—El Salvador, Guatemala, and Honduras—which has been racked by decades of poverty, war, chronic violence, and political instability. The strategy relied on allocating billions for economic programs and stimulating private-sector investment in the region in hopes that these programs would ultimately lead fewer migrants to make the dangerous journey north.

It was the first high-profile assignment in Harris' tenure as Vice President, and it was an especially thankless one. At best, addressing the “push factors” that spur migration would lead to incremental improvements and take a generation to yield results. At worst, it would make Harris the face of the border crisis, one of the Biden administration's biggest political vulnerabilities. "To the extent that this was a useful assignment, she did reasonably well in getting the private sector to invest in Central America," says Muzaffar Chishti, a senior fellow at the nonpartisan Migration Policy Institute. "But it was an assignment that could not produce results anytime soon."

The so-called "root causes strategy" focused on improving economic and security conditions by creating jobs, combating corruption, improving human and labor rights, and reducing violence. Harris allocated funds for humanitarian relief from natural disasters, and directed more than 10 million COVID-19 vaccines to the Northern Triangle countries. She held bilateral meetings with the region's leaders, as well as meetings with NGOs, business executives and human rights advocates. She worked with the U.S. Justice Department to launch an Anti-Corruption task force focused on prosecuting corruption cases with ties to the region, as well as Anti-Migrant Smuggling task forces in Mexico and Guatemala.

Read More: A Guide to Kamala Harris's Views .

Most importantly, Harris spearheaded a public-private partnership that, as of March 2024, had secured commitments from major U.S. and multi-national companies to invest more than $5 billion in the region. The Vice President "put her name on the line with very serious senior CEOs and kind of created a brand appeal for Central America that didn't exist," says Ricardo Zúniga, who until recently served as the U.S. special envoy to Central America. 

Harris also spent time in Washington communicating with regional leaders. One tangible result, according to two former U.S. officials, was that it gave the U.S. the standing and relationships to help prevent Guatemalan prosecutors from overturning the results of last year’s presidential election, which was won by anti-corruption outsider Bernardo Arévalo. While delayed, the ultimately peaceful transition of power avoided the political instability that Biden Administration officials feared could cause a spike in migration. The U.S. applied public pressure through sanctions and visa restrictions on officials they accused of undermining the democratic process, as well as behind the scenes. Harris's team was directly involved, especially her national security adviser Philip Gordon, who traveled to the region to push for a peaceful democratic transfer of power, according to the two former U.S. officials.

But the narrow mandate given to Harris ignored shifting migration patterns, experts say. The slow process of addressing the "push factors," or reasons that migrants leave their countries, says Chisthi, can't compete with the "pull factors"—the economic and safety incentives that draw people to the U.S. When Biden assumed office, officials thought Central America would continue to be the epicenter of migration pressure. "We were wrong," says Zuniga. After the initial surge, migration from the Northern Triangle largely stabilized. By December 2023, 54% of encounters at the southern border involved citizens of countries other than Mexico, Guatemala, El Salvador and Honduras, according to U.S. Customs and Border Protection data.

Much of Harris’s work failed to break through back home. Instead, she became the target of Republican broadsides about the border crisis and was repeatedly criticized for not visiting the U.S.-Mexico border. "She's dealing with a narrative problem," says Zuniga. With immigration topping the list of Americans’ concerns, according to recent Gallup polls , an ongoing humanitarian crisis at the border, and political deadlock on immigration reform and funding, Harris emerged as the most visible scapegoat.

Read More: Who Could Be Kamala Harris' Running Mate?

As they shift their focus from Biden to Harris, it’s clear that Republicans plan to attack Harris’s role on immigration issues. "The border crisis is a Kamala Harris crisis,” former President Trump's running mate, Ohio Sen. JD Vance, declared at a July 22 rally. A recent National Republican Senatorial Committee memo outlining talking points calls her "the architect of [Biden's] biggest failure." In a post on Truth Social on July 23, Trump said her "incompetence gave us the WORST and MOST DANGEROUS Border anywhere in the World." Texas Gov. Greg Abbott, a Republican, said if Harris is elected, he will "need to triple the border wall, razor wire barriers and National Guard on the border.” 

Harris has a broader record on immigration, including backing a bipartisan border-security deal aimed at reducing border crossings earlier this year. As a Senator, she was an outspoken advocate of legal protections for DACA recipients, made headlines for aggressively questioning Trump immigration officials, and derided the then-President's border wall as a "medieval vanity project.” But it’s clear the “border czar” label has become a political liability. 

Some Harris allies have expressed frustration with Biden for putting her in this position. In doing so, he was repeating a familiar pattern—it was a portfolio Biden himself was given as Vice President. In 2014, when a surge in children and families from Central America overwhelmed the U.S. immigration system, then-President Barack Obama tasked him with leading the international response to the crisis. "The solution to this problem is to address the root causes of this immigration in the first place," Biden said on a trip to Guatemala City that summer. "Especially poverty, insecurity and the lack of the rule of law.”

Seven years later, little had changed when Harris gave the same speech, in the same place. Politically, "the problem is that no one cares about the root causes," says Chisthi. "It's too abstract. And frankly, very little can be done about them in the short run, while the public is focused on what is happening with the border today."

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Who is Imane Khelif? Algerian boxer facing gender outcry had modest success before Olympics

A spokesman for the International Olympic Committee said Friday two boxers at the centre of a controversy after one of them pulled out of a bout shortly after it had started, were eligible to fight as women.

Algeria’s Imane Khelif, reacts after defeating Italy’s Angela Carini in their women’s 66kg preliminary boxing match at the 2024 Summer Olympics, Thursday, Aug. 1, 2024, in Paris, France. (AP Photo/John Locher)

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Algeria’s Imane Khelif, left, fights Italy’s Angela Carini in their women’s 66kg preliminary boxing match at the 2024 Summer Olympics, Thursday, Aug. 1, 2024, in Paris, France. (AP Photo/John Locher)

Algeria’s Imane Khelif, right, defeated, Italy’s Angela Carini in their women’s 66kg preliminary boxing match at the 2024 Summer Olympics, Thursday, Aug. 1, 2024, in Paris, France. (AP Photo/John Locher)

FILE - Imane Khelif, of Algeria, right, delivers a punch to Mariem Homrani Ep Zayani, of Turkey, during their women’s light weight 60kg preliminary boxing match at the 2020 Summer Olympics, Friday, July 30, 2021, in Tokyo, Japan. (AP Photo/Themba Hadebe, File)

VILLEPINTE, France (AP) — Algerian boxer Imane Khelif has landed in the middle of a divide about gender in sports after her Italian competitor, Angela Carini, pulled out seconds into their bout at the Paris Olympics.

Outcry has come from conservatives like former U.S. President Donald Trump and Italian Premier Giorgia Meloni. Khelif was disqualified from the 2023 world championships after failing unspecified and untransparent eligibility tests for women’s competition from the now-banned International Boxing Association .

Khelif was assigned female at birth and it says so on her passport, which is the International Olympic Committee’s threshold for eligibility for boxing because of the rift between the sport’s governing body and the IOC.

Khelif is a formidable athlete with respected fighting skills, contending in top international events — including major amateur boxing tournaments over the past six years, such as the Tokyo Olympics. She’s won a few regional gold medals.

Read the latest on the boxing match between Imane Khelif and Angela Carini

• What happened? Khelif won when Carini abandoned the bout after 46 seconds.
• Why are people talking about it? Carini said the move wasn’t pre-meditated, but it has reopened debate about gender eligibility tests because Khelif was disqualified from last year’s world championships after failing an unspecified test.
• Who is Imane Khelif? The Algerian boxer in the middle of a divide about gender in sports had modest success before the Olympics.
• How have athletes responded? Both Carini and Khelif’s next opponent, Lajos Berkó of Hungary, have denounced the controversy and said they accept Khelif as a competitor.

But Khelif was decidedly not known as a dominant champion, an overpowering force or even a particularly hard puncher at her weight — not until this week in Paris.

Khelif defeated Carini in just 46 seconds Thursday, with the Italian boxer’s tearful abandonment of the fight leading to innumerable portrayals of Khelif as an unstoppable punching machine whose presence threatens the health of her opponents.

The reality, to those who actually watch or participate in Olympic-style boxing, is quite different. Here’s what to know about Khelif and the controversy:

Who is Imane Khelif?

Born in 1999, Khelif is from rural northwestern Algeria. Her father initially didn’t approve of girls participating in boxing, but Khelif said she gave up soccer as a teenager to pursue her new passion, even though she had to travel 10 kilometers each way to the gym.

Khelif eventually caught the attention of Algeria’s national team, making her major tournament debut in 2018 with a first-round loss at the AIBA — now the International Boxing Association — world championships. She lost five of her first six elite-level bouts, but improved and excelled.

Khelif was one of Algeria’s first three Olympic women’s boxers sent to Tokyo three years ago. She won her opening bout but lost her second to eventual gold medalist Kellie Harrington of Ireland.

She also raised her profile by doing well in the next two world championships, and she even became a UNICEF national ambassador early this year.

Why was she disqualified from the world championships?

Khelif reached the final of the 2023 world championships before she was abruptly disqualified by the IBA, which cited high levels of testosterone in her system. The circumstances of that disqualification have been considered highly unusual ever since it happened, and Khelif called it “a big conspiracy” at the time.

She had previously competed without issues and was disqualified by the sport’s governing body only after she defeated Russian boxer Azalia Amineva in the 2023 tournament. The IBA is controlled by Umar Kremlev, who is Russian and brought in the state-owned energy supplier Gazprom as its primary sponsor and moved much of the governing body’s operations to Russia.

This week, the IOC described it as “a sudden and arbitrary decision by the IBA” in which Khelif and Lin Yu-ting of Taiwan “were suddenly disqualified without any due process.” Lin was suspended for failing to meet unspecified eligibility requirements in a biochemical test.

The reasons for the two disqualifications are extremely murky, as is almost always the case with the IBA. The governing body has revealed little about the nature of the tests, including what was tested and who tested it. This lack of transparency would be unacceptable in major Olympic sports, and the IBA has been banned from the Olympics since 2019.

The IOC noted Thursday that the boxing association’s own documents say the decision was made unilaterally by the IBA’s secretary general. Those documents also say the IBA went on to resolve at a meeting that it should “establish a clear procedure on gender testing” after it had already disqualified the two fighters.

Why is there outcry about Khelif competing?

Trump, Meloni and others like “Harry Potter” author J.K. Rowling have complained about Khelif being allowed to compete.

For the political far-right in Italy, which has been targeting issues such as LGBTQ+ rights, Khelif’s participation was just the latest evidence of “woke” culture infecting sport. Meloni, who met Friday with IOC President Thomas Bach, warned “ideology” taken to extremes can discriminate and harm women’s rights.

IOC spokesman Mark Adams told reporters Friday that there has been “a lot of misinformation around on social media particularly, which is damaging.”

Boxing in Paris is being run by a special IOC-appointed unit that the Olympic body says is applying rules, including eligibility decisions, that are based on the 2016 Games in Rio de Janeiro following the split with the sports governing body.

The IOC insisted this week that no scientific or political consensus exists on gender and fairness issues. It gave updated guidance to sports governing bodies in 2021.

Several sports bodies have updated their eligibility rules since the Tokyo Olympics were held in 2021, including World Aquatics , World Athletics and the International Cycling Union . They all decided to bar athletes from women’s events who have transitioned from male to female and went through male puberty.

World Athletics also tightened rules last year to include testosterone testing for some athletes legally identified as female at birth though with a medical condition that leads to some male traits.

Is Khelif too good for Paris?

Carini’s unusual actions aside — she later apologized for not shaking Khelif’s hand after the bout and told an Italian newspaper that “all this controversy makes me sad” — it’s highly unlikely anyone else in the women’s 66-kilogram division thinks Khelif is unfightable.

“I’m not scared,” her next opponent , Anna Luca Hamori of Hungary, said Thursday. They will face off Saturday. “I don’t care about the story or social media.”

Khelif is a medal contender in a sport where the Olympic draw can often determine the semifinal field by randomly pitting top fighters against each other too early in the competition.

But Khelif isn’t yet considered to be at the level of defending Olympic champion Busenaz Surmeneli of Turkey or 2023 world champion Yang Liu of China, the top two seeds in Paris.

What do other fighters think about Khelif?

Opinions about Khelif’s presence in Paris have ranged widely, often directly correlated with awareness of the news cycle raging outside the athletes’ village.

Marissa Williamson Pohlman of Australia lost to Khelif in the Netherlands last May, and she said Khelif was particularly strong.

“I did notice it, but you just keep fighting, though, don’t you?” Williamson Pohlman said. “It’s just a part of the sport. All you want to do is win, so you just keep chucking punches.”

Khelif also received support from peers like Amy Broadhurst, the accomplished Irish amateur who beat Khelif in the 2022 IBA world championships.

“Personally I don’t think she has done anything to ‘cheat,’” Broadhurst wrote on social media. “I (think) it’s the way she was born & that’s out of her control. The fact that she has been (beaten) by 9 females before says it all.”

Paris Olympics

• Sha’Carri Richardson won her first-ever race at the Olympics in 10.94 seconds to easily qualify for the semifinals.
• Here’s what to watch as the track and field competition kicks off.
• Take a look at everything else to watch on Friday .
• See AP’s top photos from the 2024 Paris Olympics.
• Olympic schedule of events and follow all of AP’s coverage of the Summer Games .
• Which countries are in the lead? Take a look at the Olympic medal tracker .
• Want more? Sign up for our daily Postcards from Paris newsletter.

AP writers Graham Dunbar in Paris and Nicole Winfield in Rome contributed.

AP Olympics: https://apnews.com/hub/2024-paris-olympic-games