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Human Resources Executives Desire Global Assignments: Some Things To Keep In Mind

The lure of global assignments among HR executives continues. It is understandable as it may be a cliche, but the world is indeed shrinking. With technology and transportation advances people remain connected throughout the globe. This has interesting implications for Human Resources professionals both on a personal and professional level. Whereas many desire to be in “Global” roles and there are many opportunities there, it is important to understand the importance of regional experience. Ten plus years ago the general practice for U.S. based companies operating outside the states was to send expatriouts to fill the more senior roles, especially in Asia and Latin America. The prevailing to transfer that knowledge than develop it on the ground. But times have changed.

The U.S. “arrogance” that only Americans really understand their business practices is thankfully diminishing. Companies are truly becoming global as they set up operations in multiple regions with localized talent and resources. Procter & Gamble may be originally based in Cincinnati, Ohio but that fact is increasingly blurred as they move more operations, including marketing in Asia where there are significant growth opportunities. It can be assumed that many people don’t know where Unilever has its original headquarters because of the power of its operations in regions around the world. Products need to be accessible to the consumer and consumers circle the globe.

This has interesting implications for HR professionals. It is becoming more difficult to place senior HR people into jobs in markets outside of their geographies. Ex-pat packages are becoming the exception rather than the norm. There are more skilled talent out of university and with more junior experiences in local markets. Movement from one position to another is much more accepted if not expected than in the past. All this makes it challenging to place an American or European into other markets with no direct experience. It may be easier to transfer with one’s current company if they have global operations but even this is not a given. Someone shared the other day that he turned down an opportunity to relocate to a foreign market with a former employer because the ex-pat package was inadequate. This mindset cannot be the norm going forward.

Our advice to people entering the field of HR is to be as flexible and mobile as possible. If one wants to experience foreign markets it is a good idea to travel to the desired location and become a local hire. This will also require language capabilities in many cases, if not all. Once one ascends the corporate ladder without multiple geographic locations it is increasingly difficult to enter other markets. And if one holds onto the expectation that it will come with robust ex-patriot benefits the chances become even smaller. The economics simply do not justify past common practices.

Language proficiency, true acculturation and an acceptance of living in a very different way help the marketability of people wanting to move to other markets. But as more talent matures on the ground and true global companies diversify the geography of operations, marketing, manufacturing, distribution, etc. it will be increasingly difficult for someone who has only worked in a single market to make a move at the more senior levels.

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