Going global is good for careers and business

Jo Faragher

The world is definitely getting smaller. According to research by the Centre for Economics and Business Research, 28% of UK employees are now working in an internationally focused role.

And when it comes to employers’ hiring intentions, they’re increasingly looking for candidates who have knowledge and/or experience of global markets or who are quick to adapt to new business cultures.

What’s different now from the ‘expat’ assignments of old, however, is that workers tend to be sent out for a genuine business need rather than something more like a sabbatical. This could be to set up a division in an emerging market, or forge partnerships with similar businesses in different countries to expand a company’s footprint – it’s definitely not all cocktails at sundown and networking.

Furthermore, development and learning about new cultures is definitely good for progression, with the CIPD deeming international assignments as bringing “definite benefits to the career and development of an individual”. The CEBR found that international experience can also improve earnings, by around 15% within one to three years.

This isn’t just down to the simple fact of having completed a global assignment. Workers who have been faced with cultural challenges and having to get up to speed quickly with new markets develop a resilience and adaptability that is just as useful at home, and employers value these characteristics in their staff.

With good preparation, a stint abroad can improve an employee’s engagement with the company and encourage them to stay longer, and also develop valuable skills that will help the overall goals of the business. So what else do employers need to consider?

• Language: does the employee speak it and will they be expected to?
• Working culture: think about the basics on local employment law, and chat informally to other staff in the international office about expectations.
• Family & partner: who else is involved in the move? What is the local job market like for partners, and schools for children
• Relocation support: how much financial and practical assistance will be offered for moving and settling in?
• Returning: if it’s an assignment with an end-date, how will an employee’s return to the original office be managed, and their career development tracked after they’re home?
• Communication: maintain ties between the ‘old’ office network and the employees who are abroad so they still feel part of the company culture.