Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Develop your HR competencies and knowledge in-person in 12 U.S. cities or virtually.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
The numbers of expatriates are increasing despite the global recession. However, companies have placed various cost-cutting constraints on international assignments while maintaining competitive pay and benefits packages, according to a new report by Mercer.
International Assignments Survey 2010, which collects data from over 220 multinational firms across all industries, found that organizations globally now have more structured international assignment programs that put emphasis on shortened assignments, hiring locally and eliminating nonessential benefits in an effort to manage costs more effectively.
"We have not seen much evidence of companies moving away from expatriate assignments—rather, organizations whose future depends on overseas markets are assessing how they can make better use of these to support their global business objectives," said Madeleine Berger, senior researcher at Mercer. "With less cash in the system, there is more interest in making wise investments based on the value of each individual assignment."
Reviewing Benefits Policies
Given the financial and administrative costs associated with international assignments, most organizations are reviewing their global expatriate policies. Nearly nine out of 10 organizations worldwide have been revising or are planning to revise their expatriate policy, which includes benefits and allowances, in order to reduce costs.
Among all regions, benefits (housing, education and home leave) along with expatriate allowances and premiums (cost-of-living allowance and mobility/quality-of-living premiums) are the leading elements of mobility policies under review.
In addition, organizations are introducing 'light' contracts, applying stringent governance procedures, creating a closer link between assignment and talent management, simplifying processes and ensuring effective communication among expatriates and the organization.
"Organizations are revising their mobility policies not only to control costs, but to provide consistency in their fast-growing markets where disparities may have emerged in their corporate policies," said Berger. "There is also a growing trend to accommodate the needs of different sections of the employee population, such as Generation X, and this has led to an increase in single-status assignments especially in shorter-term projects."
According to Mercer's research, over one half (56 percent) of companies send married employees without their families on long-term assignments. European companies lead the trend in this type of single-status assignment with two-thirds (66 percent) sending married employees on assignments alone.
Mercer's study also highlights these expatriate pay and benefits trends:
Stephen Miller is an online editor/manager for SHRM.
Handling Taxes for Expatriates, SHRM Tools and Templates, April 2006
Expatriate Compensation, SHRM Tools and Templates, June 2005
SHRM Online Compensation Discipline
• Sign up for SHRM’s free
Compensation & Benefits e-newsletter
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Save $450 off onsite member rates when you register by 2/2
SHRM’s HR Vendor Directory contains over 3,200 companies