international assignment letter template

Best Practices for Writing a Global Assignment Letter Of Understanding

By Laura Wilkins, CRP, GMS

Those who have relocated globally can attest to the life-changing nature of an overseas assignment—often requiring that the employee sell a home in addition to moving their family to a new country and changing many of their typical routines. Your employee letter of understanding must cover a number of important topics sensitively but clearly—without increasing already high stress levels.

A letter of understanding outlines the details and benefits of an international assignment. This legally binding document, which all parties must sign, serves as an addendum to the employee’s regular employment contract and lays out any differing terms that apply. In addition to the assignment start and end date, job title, and location, the letter of assignment must specify all contractual agreements, a code of conduct, compensation, assignment-specific benefits such as moving expenses, and any repatriation allowance or tax equalization provided.

The letter of understanding should specify all pertinent details without leaving any room for interpretation. Lack of clarity can lead to misunderstandings and costly mistakes which drain resources and distract the employee, impacting the success of the assignment.

The key to drafting effective letters of understanding begins with knowing your employees and focusing on their needs and their families’ needs. You may find sample templates online to help you draft a letter of understanding, but unfortunately, many of them begin like this:

Dear Mr. Jones,

This letter is to inform you that you will be transferred effective [date] to our location in…

Considering the upheaval a relocation will cause in your employee’s life, this approach may come across as overly abrupt. Here are some best practices to help you write an effective letter of understanding.

Discuss the Global Relocation or Assignment First

Smiling businesswoman meets with a male colleague.

Having a detailed discussion provides an opportunity to create enthusiasm about a new role by:

  • Providing a platform to discuss your global mobility policy and company-provided financial assistance
  • Clarifying the specific skill-building and learning opportunities available in the new role
  • Showing that the company values the employee and wants to make an investment in his or her future
  • Demonstrating that the employee is important to the growth of the business

Holding a preliminary discussion shows respect for the employee and allows you to craft a letter tailored to that individual. In turn, this will likely increase loyalty and productivity and reduce the chance of a declined relocation offer.

Outline the New Role

Your employee’s job title and responsibilities may remain the same in the new location. If so, make sure the letter of understanding includes the name of the person to whom the employee will report and the duration of the transfer or assignment. For employees taking on new responsibilities, you’ll also want to include the following:

  • The employee’s new job title or position
  • A description of any increased benefits, salary or bonuses

Similar in some ways to an employment offer letter, this portion of the letter of understanding focuses on the specifics of the new role. It documents the job title, salary, and related benefits to eliminate misunderstandings. The appropriate manager should sign and date the letter, and it should include the:

  • Employee’s full name and current home address.
  • Department names — both the current department and the new destination department.
  • Effective date the employee should report to the new location.
  • Anticipated end date in the case of an assignment.
  • Name of the employee’s new manager.
  • Expiration date for the individual’s relocation and assignment benefits.

After you provide this information, you can delve into the specifics of your company’s global mobility policy and explain the benefits the employee will receive. If you’re looking for additional resources on transfer notices, check out our page on 12 Employee Transfer Letter Tips. 

  • Share on Facebook
  • Share on Twitter
  • Share on LinkedIn
  • Share with Email

Insights + Resources

What is an executive relocation package, how to build an effective hr communication strategy, should your relocation package include hardship allowances, 8 benefits of outsourcing your relocation program.

right-icon

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus convallis sem tellus, vitae egestas felis vestibule ut.

Error message details.

Reuse Permissions

Request permission to republish or redistribute SHRM content and materials.

Managing International Assignments

International assignment management is one of the hardest areas for HR professionals to master—and one of the most costly. The expense of a three-year international assignment can cost millions, yet many organizations fail to get it right. Despite their significant investments in international assignments, companies still report a 42 percent failure rate in these assignments. 1

With so much at risk, global organizations must invest in upfront and ongoing programs that will make international assignments successful. Selecting the right person, preparing the expatriate (expat) and the family, measuring the employee's performance from afar, and repatriating the individual at the end of an assignment require a well-planned, well-managed program. Knowing what to expect from start to finish as well as having some tools to work with can help minimize the risk.

Business Case

As more companies expand globally, they are also increasing international assignments and relying on expatriates to manage their global operations. According to KPMG's 2021 Global Assignment Policies and Practices Survey, all responding multinational organizations offered long-term assignments (typically one to five years), 88 percent offered short-term assignments (typically defined as less than 12 months), and 69 percent offered permanent transfer/indefinite length.

Managing tax and tax compliance, cost containment and managing exceptions remain the three principal challenges in long-term assignment management according to a 2020 Mercer report. 2

Identifying the Need for International Assignment

Typical reasons for an international assignment include the following:

  • Filling a need in an existing operation.
  • Transferring technology or knowledge to a worksite (or to a client's worksite).
  • Developing an individual's career through challenging tasks in an international setting.
  • Analyzing the market to see whether the company's products or services will attract clients and users.
  • Launching a new product or service.

The goal of the international assignment will determine the assignment's length and help identify potential candidates. See Structuring Expatriate Assignments and the Value of Secondment and Develop Future Leaders with Rotational Programs .

Selection Process

Determining the purpose and goals for an international assignment will help guide the selection process. A technical person may be best suited for transferring technology, whereas a sales executive may be most effective launching a new product or service.

Traditionally, organizations have relied on technical, job-related skills as the main criteria for selecting candidates for overseas assignments, but assessing global mindset is equally, if not more, important for successful assignments. This is especially true given that international assignments are increasingly key components of leadership and employee development.

To a great extent, the success of every expatriate in achieving the company's goals in the host country hinges on that person's ability to influence individuals, groups and organizations that have a different cultural perspective.

Interviews with senior executives from various industries, sponsored by the Worldwide ERC Foundation, reveal that in the compressed time frame of an international assignment, expatriates have little opportunity to learn as they go, so they must be prepared before they arrive. Therefore, employers must ensure that the screening process for potential expatriates includes an assessment of their global mindset.

The research points to three major attributes of successful expatriates:

  • Intellectual capital. Knowledge, skills, understanding and cognitive complexity.
  • Psychological capital. The ability to function successfully in the host country through internal acceptance of different cultures and a strong desire to learn from new experiences.
  • Social capital. The ability to build trusting relationships with local stakeholders, whether they are employees, supply chain partners or customers.

According to Global HR Consultant Caroline Kersten, it is generally understood that global leadership differs significantly from domestic leadership and that, as a result, expatriates need to be equipped with competencies that will help them succeed in an international environment. Commonly accepted global leadership competencies, for both male and female global leaders, include cultural awareness, open-mindedness and flexibility.

In particular, expatriates need to possess a number of vital characteristics to perform successfully on assignment. Among the necessary traits are the following:

  • Confidence and self-reliance: independence; perseverance; work ethic.
  • Flexibility and problem-solving skills: resilience; adaptability; ability to deal with ambiguity.
  • Tolerance and interpersonal skills: social sensitivity; observational capability; listening skills; communication skills.
  • Skill at handling and initiating change: personal drivers and anchors; willingness to take risks.

Trends in international assignment show an increase in the younger generation's interest and placement in global assignments. Experts also call for a need to increase female expatriates due to the expected leadership shortage and the value employers find in mixed gender leadership teams. See Viewpoint: How to Break Through the 'Mobility Ceiling' .

Employers can elicit relevant information on assignment successes and challenges by means of targeted interview questions with career expatriates, such as the following:

  • How many expatriate assignments have you completed?
  • What are the main reasons why you chose to accept your previous expatriate assignments?
  • What difficulties did you experience adjusting to previous international assignments? How did you overcome them?
  • On your last assignment, what factors made your adjustment to the new environment easier?
  • What experiences made interacting with the locals easier?
  • Please describe what success or failure means to you when referring to an expatriate assignment.
  • Was the success or failure of your assignments measured by your employers? If so, how did they measure it?
  • During your last international assignment, do you recall when you realized your situation was a success or a failure? How did you come to that determination?
  • Why do you wish to be assigned an international position?

Securing Visas

Once an individual is chosen for an assignment, the organization needs to move quickly to secure the necessary visas. Requirements and processing times vary by country. Employers should start by contacting the host country's consulate or embassy for information on visa requirements. See Websites of U.S. Embassies, Consulates, and Diplomatic Missions .

Following is a list of generic visa types that may be required depending on the nature of business to be conducted in a particular country:

  • A work permit authorizes paid employment in a country.
  • A work visa authorizes entry into a country to take up paid employment.
  • A dependent visa permits family members to accompany or join employees in the country of assignment.
  • A multiple-entry visa permits multiple entries into a country.

Preparing for the Assignment

An international assignment agreement that outlines the specifics of the assignment and documents agreement by the employer and the expatriate is necessary. Topics typically covered include:

  • Location of the assignment.
  • Length of the assignment, including renewal and trial periods, if offered.
  • Costs paid by the company (e.g., assignment preparation costs, moving costs for household goods, airfare, housing, school costs, transportation costs while in country, home country visits and security).
  • Base salary and any incentives or allowances offered.
  • Employee's responsibilities and goals.
  • Employment taxes.
  • Steps to take in the event the assignment is not working for either the employee or the employer.
  • Repatriation.
  • Safety and security measures (e.g., emergency evacuation procedures, hazards).

Expatriates may find the reality of foreign housing very different from expectations, particularly in host locations considered to be hardship assignments. Expats will find—depending on the degree of difficulty, hardship or danger—that housing options can range from spacious accommodations in a luxury apartment building to company compounds with dogs and armed guards. See Workers Deal with Affordable Housing Shortages in Dubai and Cairo .

Expats may also have to contend with more mundane housing challenges, such as shortages of suitable housing, faulty structures and unreliable utility services. Analyses of local conditions are available from a variety of sources. For example, Mercer produces Location Evaluation Reports, available for a fee, that evaluate levels of hardship for 14 factors, including housing, in more than 135 locations.

Although many employers acknowledge the necessity for thorough preparation, they often associate this element solely with the assignee, forgetting the other key parties involved in an assignment such as the employee's family, work team and manager.

The expatriate

Consider these points in relation to the assignee:

  • Does the employee have a solid grasp of the job to be done and the goals established for that position?
  • Does the employee understand the compensation and benefits package?
  • Has the employee had access to cultural training and language instruction, no matter how similar the host culture may be?
  • Is the employee receiving relocation assistance in connection with the physical move?
  • Is there a contact person to whom the employee can go not only in an emergency but also to avoid becoming "out of sight, out of mind"?
  • If necessary to accomplish the assigned job duties, has the employee undergone training to get up to speed?
  • Has the assignee undergone an assessment of readiness?

To help the expatriate succeed, organizations are advised to invest in cross-cultural training before the relocation. The benefits of receiving such training are that it: 3

  • Prepares the individual/family mentally for the move.
  • Removes some of the unknown.
  • Increases self-awareness and cross-cultural understanding.
  • Provides the opportunity to address questions and anxieties in a supportive environment.
  • Motivates and excites.
  • Reduces stress and provides coping strategies.
  • Eases the settling-in process.
  • Reduces the chances of relocation failure.

See Helping Expatriate Employees Deal with Culture Shock .

As society has shifted from single- to dual-income households, the priorities of potential expatriates have evolved, as have the policies organizations use to entice employees to assignment locations. In the past, from the candidate's point of view, compensation was the most significant component of the expatriate package. Today more emphasis is on enabling an expatriate's spouse to work. Partner dissatisfaction is a significant contributor to assignment failure. See UAE: Expat Husbands Get New Work Opportunities .

When it comes to international relocation, most organizations deal with children as an afterthought. Factoring employees' children into the relocation equation is key to a successful assignment. Studies show that transferee children who have a difficult time adjusting to the assignment contribute to early returns and unsuccessful completion of international assignments, just as maladjusted spouses do. From school selection to training to repatriation, HR can do a number of things to smooth the transition for children.

Both partners and children must be prepared for relocation abroad. Employers should consider the following:

  • Have they been included in discussions about the host location and what they can expect? Foreign context and culture may be more difficult for accompanying family because they will not be participating in the "more secure" environment of the worksite. Does the family have suitable personal characteristics to successfully address the rigors of an international life?
  • In addition to dual-career issues, other common concerns include aging parents left behind in the home country and special needs for a child's education. Has the company allowed a forum for the family to discuss these concerns?

The work team

Whether the new expatriate will supervise the existing work team, be a peer, replace a local national or fill a newly created position, has the existing work team been briefed? Plans for a formal introduction of the new expatriate should reflect local culture and may require more research and planning as well as input from the local work team.

The manager/team leader

Questions organization need to consider include the following: Does the manager have the employee's file on hand (e.g., regarding increases, performance evaluations, promotions and problems)? Have the manager and employee engaged in in-depth conversations about the job, the manager's expectations and the employee's expectations?

Mentors play an important role in enhancing a high-performing employee's productivity and in guiding his or her career. In a traditional mentoring relationship, a junior executive has ongoing face-to-face meetings with a senior executive at the corporation to learn the ropes, set goals and gain advice on how to better perform his or her job.

Before technological advances, mentoring programs were limited to those leaders who had the time and experience within the organization's walls to impart advice to a few select people worth that investment. Technology has eliminated those constraints. Today, maintaining a long-distance mentoring relationship through e-mail, telephone and videoconferencing is much easier. And that technology means an employer is not confined to its corporate halls when considering mentor-mentee matches.

The organization

If the company is starting to send more employees abroad, it has to reassess its administrative capabilities. Can existing systems handle complicated tasks, such as currency exchanges and split payrolls, not to mention the additional financial burden of paying allowances, incentives and so on? Often, international assignment leads to outsourcing for global expertise. Payroll, tax, employment law, contractual obligations, among others, warrant an investment in sound professional advice.

Employment Laws

Four major U.S. employment laws have some application abroad for U.S. citizens working in U.S.-based multinationals:

  • Title VII of the Civil Rights Act.
  • The Age Discrimination in Employment Act (ADEA).
  • The Americans with Disabilities Act (ADA).
  • The Uniformed Services Employment and Reemployment Rights Act (USERRA).

Title VII, the ADEA and the ADA are the more far-reaching among these, covering all U.S. citizens who are either:

  • Employed outside the United States by a U.S. firm.
  • Employed outside the United States by a company under the control of a U.S. firm.

USERRA's extraterritoriality applies to veterans and reservists working overseas for the federal government or a firm under U.S. control. See Do laws like the Fair Labor Standards Act and the Family and Medical Leave Act apply to U.S. citizens working in several other countries?

Employers must also be certain to comply with both local employment law in the countries in which they manage assignments and requirements for corporate presence in those countries. See Where can I find international employment law and culture information?

Compensation

Companies take one of the following approaches to establish base salaries for expatriates:

  • The home-country-based approach. The objective of a home-based compensation program is to equalize the employee to a standard of living enjoyed in his or her home country. Under this commonly used approach, the employee's base salary is broken down into four general categories: taxes, housing, goods and services, and discretionary income.
  • The host-country-based approach. With this approach, the expatriate employee's compensation is based on local national rates. Many companies continue to cover the employee in its defined contribution or defined benefit pension schemes and provide housing allowances.
  • The headquarters-based approach. This approach assumes that all assignees, regardless of location, are in one country (i.e., a U.S. company pays all assignees a U.S.-based salary, regardless of geography).
  • Balance sheet approach. In this scenario, the compensation is calculated using the home-country-based approach with all allowances, deductions and reimbursements. After the net salary has been determined, it is then converted to the host country's currency. Since one of the primary goals of an international compensation management program is to maintain the expatriate's current standard of living, developing an equitable and functional compensation plan that combines balance and flexibility is extremely challenging for multinational companies. To this end, many companies adopt a balance sheet approach. This approach guarantees that employees in international assignments maintain the same standard of living they enjoyed in their home country. A worksheet lists the costs of major expenses in the home and host countries, and any differences are used to increase or decrease the compensation to keep it in balance.

Some companies also allow expatriates to split payment of their salaries between the host country's and the home country's currencies. The expatriate receives money in the host country's currency for expenses but keeps a percentage of it in the home country currency to safeguard against wild currency fluctuations in either country.

As for handling expatriates taxes, organizations usually take one of four approaches:

  • The employee is responsible for his or her own taxes.
  • The employer determines tax reimbursement on a case-by-case basis.
  • The employer pays the difference between taxes paid in the United States and the host country.
  • The employer withholds U.S. taxes and pays foreign taxes.

To prevent an expatriate employee from suffering excess taxation of income by both the U.S. and host countries, many multinational companies implement either a tax equalization or a tax reduction policy for employees on international assignments. Additionally, the United States has entered into  bilateral international social security agreements  with numerous countries, referred to as "totalization agreements," which allow for an exemption of the social security tax in either the home or host country for defined periods of time.

A more thorough discussion of compensation and tax practices for employees on international assignment can be found in SHRM's Designing Global Compensation Systems toolkit.

How do we handle taxes for expatriates?

Can employers pay employees in other countries on the corporate home-country payroll?

Measuring Expatriates' Performance

Failed international assignments can be extremely costly to an organization. There is no universal approach to measuring an expatriate's performance given that specifics related to the job, country, culture and other variables will need to be considered. Employers must identify and communicate clear job expectations and performance indicators very early on in the assignment. A consistent and detailed assessment of an expatriate employee's performance, as well as appraisal of the operation as a whole, is critical to the success of an international assignment. Issues such as the criteria for and timing of performance reviews, raises and bonuses should be discussed and agreed on before the employees are selected and placed on international assignments.

Employees on foreign assignments face a number of issues that domestic employees do not. According to a 2020 Mercer report 4 , difficulty adjusting to the host country, poor candidate selection and spouse or partner's unhappiness are the top three reasons international assignments fail. Obviously, retention of international assignees poses a significant challenge to employers.

Upon completion of an international assignment, retaining the employee in the home country workplace is also challenging. Unfortunately, many employers fail to track retention data of repatriated employees and could benefit from collecting this information and making adjustments to reduce the turnover of employees returning to their home country.

Safety and Security

When faced with accident, injury, sudden illness, a disease outbreak or politically unstable conditions in which personal safety is at risk, expatriate employees and their dependents may require evacuation to the home country or to a third location. To be prepared, HR should have an evacuation plan in place that the expatriate can share with friends, extended family and colleagues both at home and abroad. See Viewpoint: Optimizing Global Mobility's Emergency Response Plans .

Many companies ban travel outside the country in the following circumstances:

  • When a travel advisory is issued by the World Health Organization, Centers for Disease Control and Prevention, International SOS or a government agency.
  • When a widespread outbreak of a specific disease occurs or if the risk is deemed too high for employees and their well-being is in jeopardy.
  • If the country is undergoing civil unrest or war or if an act of terrorism has occurred.
  • If local management makes the decision.
  • If the employee makes the decision.

Once employees are in place, the decision to evacuate assignees and dependents from a host location is contingent on local conditions and input from either internal sources (local managers, headquarters staff, HR and the assignee) or external sources (an external security or medical firm) or both. In some cases, each host country has its own set of evacuation procedures.

Decision-makers should consider all available and credible advice and initially transport dependents and nonessential personnel out of the host country by the most expeditious form of travel.

Navigating International Crises

How can an organization ensure the safety and security of expatriates and other employees in high-risk areas?

The Disaster Assistance Improvement Program (DAIP)

Repatriation

Ideally, the repatriation process begins before the expatriate leaves his or her home country and continues throughout the international assignment by addressing the following issues.

Career planning. Many managers are responsible for resolving difficult problems abroad and expect that a well-done job will result in promotion on return, regardless of whether the employer had made such a promise. This possibly unfounded assumption can be avoided by straightforward career planning that should occur in advance of the employee's accepting the international assignment. Employees need to know what impact the expatriate assignment will have on their overall advancement in the home office and that the international assignment fits in their career path.

Mentoring. The expatriate should be assigned a home-office mentor. Mentors are responsible for keeping expatriates informed on developments within the company, for keeping the expatriates' names in circulation in the office (to help avoid the out-of-sight, out-of-mind phenomenon) and for seeing to it that expatriates are included in important meetings. Mentors can also assist the expatriate in identifying how the overseas experience can best be used on return. Optimum results are achieved when the mentor role is part of the mentor's formal job duties.

Communication. An effective global communication plan will help expatriates feel connected to the home office and will alert them to changes that occur while they are away. The Internet, e-mail and intranets are inexpensive and easy ways to bring expatriates into the loop and virtual meeting software is readily available for all employers to engage with global employees. In addition, organizations should encourage home-office employees to keep in touch with peers on overseas assignments. Employee newsletters that feature global news and expatriate assignments are also encouraged.

Home visits. Most companies provide expatriates with trips home. Although such trips are intended primarily for personal visits, scheduling time for the expatriate to visit the home office is an effective method of increasing the expatriate's visibility. Having expatriates attend a few important meetings or make a presentation on their international assignment is also a good way to keep them informed and connected.

Preparation to return home. The expatriate should receive plenty of advance notice (some experts recommend up to one year) of when the international assignment will end. This notice will allow the employee time to prepare the family and to prepare for a new position in the home office. Once the employee is notified of the assignment's end, the HR department should begin working with the expatriate to identify suitable positions in the home office. The expatriate should provide the HR department with an updated resume that reflects the duties of the overseas assignment. The employee's overall career plan should be included in discussions with the HR professional.

Interviews. In addition to home leave, organizations may need to provide trips for the employee to interview with prospective managers. The face-to-face interview will allow the expatriate to elaborate on skills and responsibilities obtained while overseas and will help the prospective manager determine if the employee is a good fit. Finding the right position for the expatriate is crucial to retaining the employee. Repatriates who feel that their new skills and knowledge are underutilized may grow frustrated and leave the employer.

Ongoing recognition of contributions. An employer can recognize and appreciate the repatriates' efforts in several ways, including the following:

  • Hosting a reception for repatriates to help them reconnect and meet new personnel.
  • Soliciting repatriates' help in preparing other employees for expatriation.
  • Asking repatriates to deliver a presentation or prepare a report on their overseas assignment.
  • Including repatriates on a global task force and asking them for a global perspective on business issues.

Measuring ROI on expatriate assignments can be cumbersome and imprecise. The investment costs of international assignments can vary dramatically and can be difficult to determine. The largest expatriate costs include overall remuneration, housing, cost-of-living allowances (which sometimes include private schooling costs for children) and physical relocation (the movement to the host country of the employee, the employee's possessions and, often, the employee's family).

But wide variations exist in housing expenses. For example, housing costs are sky-high in Tokyo and London, whereas Australia's housing costs are moderate. Another significant cost of expatriate assignments involves smoothing out differences in pay and benefits between one country and another. Such cost differences can be steep and can vary based on factors such as exchange rates (which can be quite volatile) and international tax concerns (which can be extremely complex).

Once an organization has determined the costs of a particular assignment, the second part of the ROI challenge is calculating the return. Although it is relatively straightforward to quantify the value of fixing a production line in Puerto Rico or of implementing an enterprise software application in Asia, the challenge of quantifying the value of providing future executives with cross-cultural perspectives and international leadership experience can be intimidating.

Once an organization determines the key drivers of its expatriate program, HR can begin to define objectives and assess return that can be useful in guiding employees and in making decisions about the costs they incur as expatriates. Different objectives require different levels and lengths of tracking. Leadership development involves a much longer-term value proposition and should include a thorough repatriation plan. By contrast, the ROI of an international assignment that plugs a skills gap is not negatively affected if the expatriate bolts after successfully completing the engagement.

Additional Resources

International Assignment Management: Expatriate Policy and Procedure

Introduction to the Global Human Resources Discipline

1Mulkeen, D. (2017, February 20). How to reduce the risk of international assignment failure. Communicaid. Retrieved from https://www.communicaid.com/cross-cultural-training/blog/reducing-risk-international-assignment-failure/

2Mercer. (2020). Worldwide Survey of International Assignment Policies and Practices. Retrieved from https://mobilityexchange.mercer.com/international-assignments-survey .

3Dickmann, M., & Baruch, Y. (2011). Global careers. New York: Routledge.

4Mercer. (2020). Worldwide Survey of International Assignment Policies and Practices. Retrieved from https://mobilityexchange.mercer.com/international-assignments-survey

Related Articles

international assignment letter template

Rising Demand for Workforce AI Skills Leads to Calls for Upskilling

As artificial intelligence technology continues to develop, the demand for workers with the ability to work alongside and manage AI systems will increase. This means that workers who are not able to adapt and learn these new skills will be left behind in the job market.

A vast majority of U.S. professionals  think students should be prepared to use AI upon entering the workforce.

Employers Want New Grads with AI Experience, Knowledge

A vast majority of U.S. professionals say students entering the workforce should have experience using AI and be prepared to use it in the workplace, and they expect higher education to play a critical role in that preparation.

HR Daily Newsletter

New, trends and analysis, as well as breaking news alerts, to help HR professionals do their jobs better each business day.

Success title

Success caption

International Assignment Agreement

Jump to section, what is an international assignment agreement.

An international assignment agreement is a contract between an employer and employee that formally assigns the latter to a position in a foreign country. Several pieces of important information are contained within this contract, such as where the assignment is, how travel and lodging costs will be paid, how much the compensation is, and how long the assignment will last. It also lays out specific terms and conditions surrounding how to shorten or lengthen the assignment and what will take place if unforeseen circumstances occur, such as random acts of nature.

Common Sections in International Assignment Agreements

Below is a list of common sections included in International Assignment Agreements. These sections are linked to the below sample agreement for you to explore.

International Assignment Agreement Sample

Reference : Security Exchange Commission - Edgar Database, EX-10.10 25 dex1010.htm INTERNATIONAL ASSIGNMENT AGREEMENT - JOHN TOWNSEND , Viewed September 16, 2022, View Source on SEC .

Who Helps With International Assignment Agreements?

Lawyers with backgrounds working on international assignment agreements work with clients to help. Do you need help with an international assignment agreement?

Post a project  in ContractsCounsel's marketplace to get free bids from lawyers to draft, review, or negotiate international assignment agreements. All lawyers are vetted by our team and peer reviewed by our customers for you to explore before hiring.

Meet some of our International Assignment Agreement Lawyers

Artem (Art) V. on ContractsCounsel

Artem (Art) V.

Art is a New York admitted attorney. With a focus on business and corporate law, Art excels in advising clients across diverse areas such as corporate governance, corporate and finance transactions, contractual matters and non-disclosure agreements, intellectual property, and privacy issues. His professional background extends to counseling institutional lenders in the commercial real estate sector, specializing in financing, restructuring, and workout projects. Art is passionate about offering tailored support to start-ups, small, and mid-size corporations, addressing a spectrum of legal concerns related to corporate matters, contracts, and general business affairs.

Tayane O. on ContractsCounsel

Tayane M. Oliveira is a founding partner at Vannucci Oliveira. With a concentration in family law, Tayane is renowned for her commitment to providing compassionate yet powerful representation to her clients. Her experience as an associate attorney at Brodzki Jacobs & Brook, coupled with her unwavering dedication to her clients' welfare, prepared her for her current role at Vannucci Oliveira. Tayane's academic achievements are a testament to her rigorous intellectual curiosity and dedication to her profession. She graduated with a Bachelor of Arts degree in Criminal Justice, supplemented by a minor in Psychology, from Florida Atlantic University in 2013. The culmination of her academic pursuit came in 2017, when she earned her Juris Doctor degree, cum laude, from the esteemed Nova Southeastern University's Shepard Broad College of Law. Before co-founding Vannucci Oliveira, Tayane honed her skills in the heat of the courtroom, representing clients in an array of general civil litigation matters. This diversified exposure instilled in her an ability to tackle complex legal challenges, a skill she employs to benefit her clients in family law. Originally from Brazil, Tayane brings an international perspective to her practice. When not delving into legal briefs or advocating for her clients, she indulges in travelling, reading, spoiling her puppies, and exercising, activities that not only rejuvenate her but also provide her with a broader perspective on the world and her practice. *Supreme Court Certified Portuguese Speaking Mediator

McCoy S. on ContractsCounsel

P. McCoy Smith is the Founding Attorney at Lex Pan Law LLC, a full-service technology and intellectual property law firm based in Portland, Oregon, U.S.A and Opsequio LLC, an open source compliance consultancy. Prior to his current position, he spent 20 years in the legal department of a Fortune 50 multinational technology company as a business unit intellectual property specialist; among his duties was setting up the free & open source legal function and policies for that company. He preceded his in-house experience with 8 years in private practice in a large New York City-based boutique intellectual property law firm, working simultaneously as a U.S. patent litigator and U.S. patent prosecutor. He was also a patent examiner at the U.S. Patent & Trademark Office prior to attending law school. He is licensed to practice law in Oregon, California & New York and to prosecute patent applications in the U.S. Patent & Trademark Office; he is also a registered Trademark and Patent Agent with the Canadian Intellectual Property Office. He has degrees from Colorado State University (Bachelor of Science, Mechanical Engineering, with honors), Johns Hopkins University (Masters of Liberal Arts) and the University of Virginia (Juris Doctor). While in private practice, and continuing into his in-house career, he taught portions of the U.S. patent bar exam for a long-standing and well-known patent bar exam preparation course, and from 2014-2020 was on the editorial board of the Journal of Open Law, Technology & Society (JOLTS), and starting in 2023 will be on the editorial board of the American Intellectual Property Law Quarterly Journal (AIPLAQJ). He is the author or co-author of chapters on open source and copyright and patents in “Open Source Law, Policy & Practice” (2022, Oxford University Press). He lectures frequently around the world on free and open source issues as well as other intellectual property topics.

Eliza J. on ContractsCounsel

Eliza brings a distinguished track record of delivering outstanding results for her clients, showcasing expertise across a spectrum of legal areas. Eliza is not just an attorney; she's your dedicated advocate with a proven record of achieving excellent results for her clients. Her representation spans numerous family law cases, including dissolutions, custody, support, probate, and civil litigation matters. Eliza's unique background as a Registered Nurse and licensed Attorney sets her apart. Before establishing her law practice, she served as a Registered Nurse in various hospitals across Los Angeles and the Bay Area. Notably, she contributed to prominent institutions such as Los Angeles County Public Health and the City of Anaheim. Additionally, Eliza ventured into entrepreneurship, managing her own Professional Fiduciary and Consulting business. Her legal acumen extends to civil litigation, personal injury, medical malpractice, nursing home abuse, worker's compensation, and family law matters. Eliza earned her Bachelor's Degree in Nursing and Public Health from CSU Dominguez Hills. In 2008, she furthered her education, obtaining a Master's Degree in Nursing, Administration, and Healthcare Management, along with a Quality Improvement Certificate. Eliza culminated her academic journey by earning her law degree from the JFK University of Law in 2016. Eliza's multidisciplinary background uniquely positions her to navigate the intricacies of legal matters, offering a comprehensive and compassionate approach to her client's diverse needs. Eliza's diverse background uniquely positions her to understand and address your legal needs comprehensively. Trust her to navigate your case with care and dedication, ensuring you receive the support you deserve.

Kenneth W. on ContractsCounsel

Committed to a career in advocacy as an attorney, educator, and consultant, I specialize in education, family, personal injury, and criminal law. While at John Rue & Associates LLC, I led litigation and alternative dispute resolution, handling complex class-action lawsuits involving discrimination, privacy, administrative, and education law. I also directed conflict resolution through mediation, reducing costs and securing favorable client outcomes. While in law school, I served as a law clerk at Wilson Elser, excelling in crafting answers, overseeing discovery, attending depositions, and conducting exhaustive legal research. My responsibilities extended to preparing deposition summaries, assisting in motion practice, drafting persuasive briefs, evaluating cases, and contributing to trial preparations. I thrived in managing client affairs, supporting colleagues, and ensuring compliance with relevant laws. I am eager to explore opportunities to contribute my skills and passion to impactful projects aligned with client needs. I look forward to discussing opportunities and demonstrating how my qualifications will meet client needs.

Adam T. on ContractsCounsel

Legal professional with 10+ years of Fortune 500 in-house and AmLaw 50 law firm experience in crafting multi-pronged litigation, regulatory, and public policy strategies and negotiating pioneering, high-stakes global cloud services and digital content distribution deals.

Carmen M. on ContractsCounsel

Carmen Joseph Marzella is the founder and Managing Partner of the Marzella Law Group, PLLC. Carmen focuses his practice on providing legal counsel to small and mid-sized businesses, with particular concentration on Franchising, Purchase and Sale of Business, Commercial Transactions, Partnerships and Joint Ventures and Commercial Leasing, and the Purchase and Sale of Commercial Real Estate. Carmen has a diverse background with significant experience in Business and Restaurant Development, Commercial Litigation, Complex Commercial Transactions, Stock and Asset Sales and Acquisitions, Complex Commercial Real Estate Transactions, Real Estate Development, Environmental, and Project Finance. Carmen is frequently consulted regarding the succession of a closely held or family business, estates, estate planning, and trusts. Carmen also provides counsel to Franchisees in a variety of industries on the formation, operation and expansion of their business networks, franchise related disputes, financing, and franchise sales and acquisitions. Carmen has represented clients in numerous states around the country. In addition to his impressive professional credentials, Carmen was a multi-unit franchise owner of Dunkin’ Donuts / Baskin Robbins stores and has served on the Dunkin Brands, Inc. Brand Advisory Council as the Combo-store Representative. He has also served on the Dunkin’ Donuts Regional Advisory Council for the Southeast Region.

Find the best lawyer for your project

How it works.

Post Your Project

Get Free Bids to Compare

Hire Your Lawyer

Business lawyers by top cities

  • Austin Business Lawyers
  • Boston Business Lawyers
  • Chicago Business Lawyers
  • Dallas Business Lawyers
  • Denver Business Lawyers
  • Houston Business Lawyers
  • Los Angeles Business Lawyers
  • New York Business Lawyers
  • Phoenix Business Lawyers
  • San Diego Business Lawyers
  • Tampa Business Lawyers

International Assignment Agreement lawyers by city

  • Austin International Assignment Agreement Lawyers
  • Boston International Assignment Agreement Lawyers
  • Chicago International Assignment Agreement Lawyers
  • Dallas International Assignment Agreement Lawyers
  • Denver International Assignment Agreement Lawyers
  • Houston International Assignment Agreement Lawyers
  • Los Angeles International Assignment Agreement Lawyers
  • New York International Assignment Agreement Lawyers
  • Phoenix International Assignment Agreement Lawyers
  • San Diego International Assignment Agreement Lawyers
  • Tampa International Assignment Agreement Lawyers

related contracts

  • 93a Demand Letter
  • Accounting Services Agreement
  • Accounts Receivable Purchase Agreement
  • Ad Agency Contract
  • Adhesion Contract
  • Advertising Services Agreement
  • Agency Agreement
  • Agency Contract

other helpful articles

  • How much does it cost to draft a contract?
  • Do Contract Lawyers Use Templates?
  • How do Contract Lawyers charge?
  • Business Contract Lawyers: How Can They Help?
  • What to look for when hiring a lawyer

international assignment letter template

Quick, user friendly and one of the better ways I've come across to get ahold of lawyers willing to take new clients.

Contracts Counsel was incredibly helpful and easy to use. I submitted a project for a lawyer's help within a day I had received over 6 proposals from qualified lawyers. I submitted a bid that works best for my business and we went forward with the project.

I never knew how difficult it was to obtain representation or a lawyer, and ContractsCounsel was EXACTLY the type of service I was hoping for when I was in a pinch. Working with their service was efficient, effective and made me feel in control. Thank you so much and should I ever need attorney services down the road, I'll certainly be a repeat customer.

I got 5 bids within 24h of posting my project. I choose the person who provided the most detailed and relevant intro letter, highlighting their experience relevant to my project. I am very satisfied with the outcome and quality of the two agreements that were produced, they actually far exceed my expectations.

Want to speak to someone?

Get in touch below and we will schedule a time to connect!

Find lawyers and attorneys by city

  • Find a Lawyer
  • Ask a Lawyer
  • Research the Law
  • Law Schools
  • Laws & Regs
  • Newsletters
  • Justia Connect
  • Pro Membership
  • Basic Membership
  • Justia Lawyer Directory
  • Platinum Placements
  • Gold Placements
  • Justia Elevate
  • Justia Amplify
  • PPC Management
  • Google Business Profile
  • Social Media
  • Justia Onward Blog

Letter of Assignment - Long Term International Agreement between Align Technology, Inc. and Zelko Relic dated December 9, 2019

  • Bankruptcy Lawyers
  • Business Lawyers
  • Criminal Lawyers
  • Employment Lawyers
  • Estate Planning Lawyers
  • Family Lawyers
  • Personal Injury Lawyers
  • Estate Planning
  • Personal Injury
  • Business Formation
  • Business Operations
  • Intellectual Property
  • International Trade
  • Real Estate
  • Financial Aid
  • Course Outlines
  • Law Journals
  • US Constitution
  • Regulations
  • Supreme Court
  • Circuit Courts
  • District Courts
  • Dockets & Filings
  • State Constitutions
  • State Codes
  • State Case Law
  • COVID-19 Resources
  • Legal Blogs
  • Business Forms
  • Product Recalls
  • Justia Connect Membership
  • Justia Premium Placements
  • Justia Elevate (SEO, Websites)
  • Justia Amplify (PPC, GBP)
  • Testimonials

Expatriate Secondment Letter of Assignment | Practical Law

international assignment letter template

Expatriate Secondment Letter of Assignment

Practical law standard document 4-525-9389  (approx. 12 pages).

international assignment letter template

Writing an assignment letter

international assignment letter template

So, how detailed should an assignment agreement be? The answer is as detailed as possible. The assignment letter should be a legally binding document, confirming the agreement between the company and the assignee with respect to the terms and conditions of the assignment. In reality, the most common approach is that the assignee remains employed with the home company and the home employment contract remains in place. However, the assignment letter serves as an addendum to the employment contract and confirms the terms and conditions which vary from the normal contract while on assignment. Any terms and conditions not specifically varied therefore remain as per the home employment contract.

Most of the checklist items opposite will require considerable scoping – particularly if no assignment policy exists, but making well outlined provisions will prove worthwhile. The extent to which each item should be explained is illustrated below for three key areas.

Compensation, tax and pension arrangements

This is possibly the most complex and important part of the assignment letter and must clearly explain how the assignee will be compensated while on assignment. If the company uses a build-up or balance sheet approach, this section of the agreement will confirm details such as the home notional salary, cost of living adjustments, assignment and location allowances and, of course, the assignment salary.   It should be confirmed whether the assignment salary is guaranteed net or gross, as well as where and how it will be delivered, i.e. through which payroll, in which currency, details of split pay arrangements, exchange rates, etc. If the company has a variable pay structure details of how bonus and incentive payments will be calculated and delivered while on assignment must also be included.   The process for salary reviews must also be explained, as well as the treatment of assignment compensation for tax and social security. Assignees will normally remain in home country social security plans while on assignment, subject to the relevant regulations, and this should also be confirmed in the assignment letter. This section of the agreement will also give details of the tax services provided to the assignee, e.g. departure and arrival meetings, tax return preparation, etc. And finally, the pension arrangements should be confirmed.   Of course, if the assignee is to be compensated according to a different approach, e.g. the assignment salary is based on the local compensation levels of the host location as opposed to the build-up method, similar details to the ones described above should be given, which confirm the assignment compensation and tax treatment

Assignment benefits

The most significant benefits, both in terms of cost to the company as well as value to the assignee, are education allowances for the assignee’s children and host country accommodation. The assignment letter should clearly explain the level of benefits provided and how they are delivered, i.e. in-kind or in cash, bearing in mind the most tax effective form of delivery for the company depending on host country tax legislation. Tax charged on assignment benefits can be considerable, sometimes up to 50% of total assignment costs.   With education benefits it is important to state the type of schooling for which the company will provide assistance. If there are limits on the amount up to which the company will pay for education, or limitations on the choice of schools, this should be confirmed.   Similarly, the limits up to which the company will pay for host country accommodation must be set out clearly. The letter should also clarify what happens if the assignee chooses accommodation below or above the set rental limits.

End of assignment

If there is the possibility of an assignment extension beyond the initially-agreed term, the applicable policy should be detailed here. Most importantly, a maximum duration beyond which the assignment will not be extended should be indicated. This avoids situations where employees become “permanent” assignees, remaining on assignment terms and conditions well beyond five years, which is generally the most common maximum assignment duration.   It is also good practice to give details of the company’s localisation policy in this section. It may well suffice to confirm that a localisation policy may be applied once the maximum assignment duration has been reached, without having to give too many details on the actual process. But by mentioning the possibility of localisation in the letter, assignees’ expectations are managed and they are aware that assignment terms will not continue indefinitely.   In the repatriation section the agreement should confirm the relocation assistance provided; e.g. shipping, temporary accommodation, relocation lump-sums, etc. Furthermore, this section should confirm the process and time scales for finding a suitable position for the assignee upon returning home.   Finally, assignment letters rarely differentiate between terminating or resigning from the assignment, as opposed to terminating or resigning from the actual employment with the company. It is good practice to include the relevant terms and notice periods for each of these scenarios here and to differentiate accordingly. Terminating the employment of an assignee can be complicated and this section of the agreement should be very well thought through. Unfortunately, the governing labour law is often unclear or not straightforward to determine. A company should always seek legal advice should a labour dispute arise.

Need help with assignment letters? ECA's  Consultancy & Advisory team  are on hand to critique your company's assignment letters or create  assignment letter templates  in line with your policy, as well as offer expert advice and guidance on content so that your assignment letters accurately manage the expectations of the employee and the company. If you'd like to speak with one of our Consultants, you can  request a callback here . 

The Genie AI logo

International Assignment Agreement (Genie AI)

Create doc / use template

Chat to our AI Legal Assistant

Edit, collaborate & share

AI review , and Export to .docx

Templates properties

international-assignment-agreement.docx

Free to use

International Assignment Agreement

Intellectual Property Assignment

International Agreement

Intellectual Property

Business Contracts

Easy-fill with questionnaire

Tweak with our online editor

Export to .docx format

Save, clone, print & share

Use the world's most advanced AI legal assistant, today

The Genie AI logo, a dual-shaded purple fountain-pen nib, with the words Genie AI written in Black underneath.

404 Not found

HR Magazine

  • Cost of living
  • HR Most Influential
  • HR Excellence Awards
  • Advertising

Search menu

Gareth Wadley

View articles

International assignments: Key issues to consider

international assignment letter template

What legal issues do you need to consider when it comes to sending employees overseas?

The number of employees working abroad is increasing. As it becomes more common, some assume this will lead to greater standardisation, with template assignment letters the norm.

However, the legal, tax, pension and other variables involved in international assignments require a more bespoke approach, leaving little room for standard documentation. We outline some key issues to address below.

What is an assignment?

Also referred to as a secondment or transfer, an assignment might be internal (to a different role abroad with the same employer) or to an external employer. A key characteristic of an international assignment is that an employee from one legal entity and country ('home' country) temporarily performs services in another country ('host' country).

Potential assignment structures

There are a number of different ways in which assignments can be structured and documented. Which approach is appropriate will depend on a range of issues including employment law, tax, pension, social security and regulatory implications as well as the expectations of employees. Five frequently used assignment structures are:

  • the employee continues to be employed solely by the home employer;
  • the contract with the home employer is suspended and the employee enters into a local employment contract with the host employer for the assignment;
  • the contract with the home employer is terminated with a promise of re-employment at the end of the assignment. In the meantime, the employee enters into a local employment contract with the host employer;
  • the contract with the home employer is suspended and the employee enters into a contract with an international assignment company (IAC) within the employer group; or
  • the contract with the home employer is suspended and the employee enters into a contract with both an IAC and the host country employer.

Which is best?

When deciding on the best structure for the circumstances, some questions to consider are:

  • Do the host country’s laws require employment by a local entity, ruling out sole employment by the home employer?
  • Where there is no contract of employment in place with the host employer, could local laws presume that the host is the de facto employer?
  • If the home contract is “suspended”, is the home employer prepared to accept the legal uncertainty, in employment law terms, that this status brings?
  • In a dual contract structure, who will bear the greatest risk of being liable for employment claims – host, home (or the IAC)?
  • Will the employee accept the termination of his/her home contract?
  • What is the impact on pension and benefit schemes, social security and tax?

Are there key terms in the home contract that require special consideration and protection, for example, restrictive covenants and confidentiality?

Which national law applies, when and to what? Which courts would have jurisdiction in the event of a dispute?

Who pays for, and manages, the employee during the assignment and will the employee return to the home country?

Looking forward

It is inevitable that documenting assignments will become a smoother process as employers become more familiar with the issues involved. However, the range of significant personal, legal and financial implications will mean that a degree of tailoring will always be necessary, in order to avoid negative repercussions.

Gareth Wadley is principal associate at Eversheds

Further reading

international assignment letter template

Paying your way: International tax and benefits

international assignment letter template

How HR can improve LGBT+ employees' access to international assignments

international assignment letter template

Companies expect to increase international assignments

international assignment letter template

How territorial jurisdiction works

international assignment letter template

Hot topic: Key issues for the new government

international assignment letter template

Rise of 'global nomads' causes problems for employee benefits strategy, Mercer study shows

international assignment letter template

Your new international assignee: The cross-border commuter

international assignment letter template

Businesses fail to track cost of overseas assignments

IMAGES

  1. Assignment

    international assignment letter template

  2. FREE 9+ Sample Assignment Letter Templates in PDF

    international assignment letter template

  3. Ein Assignment Letter 2020-2022

    international assignment letter template

  4. ⚡ Sample letter request for transfer of work assignment. 6+ Free

    international assignment letter template

  5. How to write an assignment letter

    international assignment letter template

  6. letter of assignment template Doc Template

    international assignment letter template

VIDEO

  1. Final Assignment: A cover letter (Part 1)

  2. Friendsgiving

  3. INFORMAL LETTER READING ASSIGNMENT

  4. Letter template and its sending

  5. English video assignment about letter privacy

  6. LAW OF PROBATE ASSIGNMENT 2: LETTER OF ADMINISTRATION

COMMENTS

  1. International Assignment Management: Expatriate Policy and Procedure

    The transfer of employees between the various [Company Name] units, from headquarters to subsidiaries, between subsidiaries and from subsidiaries to headquarters, enables our company to better...

  2. PDF International Assignment Handbook

    An international assignment is generally initiated by the host country to serve a business need. The cost and complexity of an international assignment makes it essential that PepsiCo selects the most suitable candidate. If appropriate, you will be assessed against the requirements of the role in the host country, in addition to

  3. International Assignment Agreement

    9 November 2004 Strictly Personal Addressee Only Following our discussions, I am pleased to confirm the terms of employment, which will apply to your proposed International Assignment to Verizon Wireless (known as Host Company) in the USA (known as Host Country).

  4. Best Practices for Writing a Letter Of Understanding

    You may find sample templates online to help you draft a letter of understanding, but unfortunately, many of them begin like this: Dear Mr. Jones, This letter is to inform you that you will be transferred effective [date] to our location in…

  5. Managing International Assignments

    International assignment management is one of the hardest areas for HR professionals to master—and one of the most costly. The expense of a three-year international assignment can cost millions ...

  6. International Assignment Agreement: Definition & Sample

    An international assignment agreement is a contract between an employer and employee that formally assigns the latter to a position in a foreign country.

  7. Letter of Assignment

    Dear Zelko: This letter of assignment (the "Agreement") is to confirm a mutual understanding between you and Align Technology, Inc (the "Home Company") of the terms and conditions applying to your long-term international assignment (the "Assignment") to Align Technology Switzerland GmbH (the "Host Company") as outlined below:

  8. Expatriate Secondment Letter of Assignment

    A sample cross-border secondment letter to be used in the expatriate context when a US employee is temporarily assigned to work abroad while remaining employed by the original (actual) employer. This Standard Document has integrated notes with important explanations and drafting tips. Get full access to this document with Practical Law

  9. Assignment letter templates

    Our experienced Consultants are on hand to critique your company's assignment letters and, if required, create assignment letter templates in line with your policy, as well as offer expert advice and guidance on content so that your assignment letters accurately manage the expectations of the employee and the company. Next

  10. PDF How to Structure Global Mobility Assignments, Expatriate Postings and

    To resolve these questions, we address four threshold issues: (A) who is and is not an expatriate?; (B) four expatriate structures; (C) selecting the best expatriate structure; and (D) written expatriate agreements. A. Who Is and Is Not an Expatriate? Not all globally mobile employees are business expatriates.

  11. Short-term international assignments: How to achieve consistency

    The assignment letter should clearly spell out the compensation and benefits (per diems, reimbursements, serviced accommodation costs etc) that the employee would receive during the short-term assignment, thus making all parties aware of assignment entitlements and mitigating any dispute or retroactive negotiations in the future.

  12. Writing an assignment letter

    The answer is as detailed as possible. The assignment letter should be a legally binding document, confirming the agreement between the company and the assignee with respect to the terms and conditions of the assignment.

  13. Template International Assignment Agreement (Genie AI)

    IP. Commercial. 3. 28. 3. This legal template is likely to be an agreement that outlines the terms and conditions for an international assignment of an employee or contractor governed by US law. It could cover various aspects such as job responsibilities, compensation, duration, benefits, and other crucial details related to the assignment.

  14. Sending an employee overseas l Grant Thornton insights

    Getting it right when sending an employee overseas. 16 Jul 2018. Global businesses today use a wide variety of tools in their communications strategy to stay connected - intranets, emails, mobile phones, Skype, texts and instant messaging among them. Revolutionary as they may be for transforming how business is conducted globally, they still ...

  15. Short-term international assignments: How to achieve consistency

    The assignment letter should clearly spell out the compensation and benefits (per diems, reimbursements, serviced accommodation costs etc) that the employee would receive during the short-term assignment, thus making all parties aware of assignment entitlements and mitigating any dispute or retroactive negotiations in the future.

  16. Short-term international assignments: How to achieve consistency

    To Consultancy & Advisory staff can help you manage your short-term international assignees as effectively as allowable, whether you are looking for helps are the purpose or rating of existing policies, the creation of assignment letters, assignment cost projections or other support.. ECA's Short-term Allowance Calculator stipulates a choice of regional ground on which to create persistent ...

  17. International assignments: Key issues to consider

    Gareth Wadley 26 February 2015 · Features International benefits International employment law International assignments: Key issues to consider What legal issues do you need to consider when it comes to sending employees overseas? The number of employees working abroad is increasing.

  18. Posted workers abroad on short assignments

    Posted workers. Your employer can send you to work temporarily in another EU country. During this period, you will acquire the status of a posted worker and will benefit from the same basic working conditions and rights as workers in your host country. A posting can last as long as it is necessary to complete a specific task.

  19. Expatriate Assignement Letter

    Your annual base salary will be USD $325,000 and will be used for purposes of determining differentials and bonuses as described in this letter. Differentials will be adjusted to reflect the impact of any salary changes that occur during your international assignment.

  20. PDF Expatriate contract of employment template sample

    Download Expatriate Contract of Employment sample in Word format. Fill in the blanks and choose the terms of this international agreement that best suit your needs. This contract is designed to apply to the employment conditions between a company located in one country, which takes on employees (and particularly, those in management and senior ...

  21. Expatriate Letter Agreement

    EX-10.43 d257693dex1043.htm EXPATRIATE LETTER AGREEMENT. Expatriate Letter Agreement. Highlands Ranch, CO 80126. This Letter Agreement will serve to confirm our mutual understanding of the terms and conditions applicable to your assignment ( Assignment ) to London, UK (the Host Country ) where you will continue to serve as Executive Vice ...

  22. PDF Global Assignment Policies and Practices survey

    on numerous aspects of an international assignment program, including: assignee selection and assessment, assignment preparation and planning, talent and performance management, assignment compensation and allowances, administration and outsourcing, use of data analytics and robotics, as well as tax reimbursement approaches. About this report

  23. International Assignment Sample Clauses

    Sample 1 International Assignment. This letter agreement confirms the terms and conditions that are being presented to you in consideration of your international assignment to Zurich (" Host Country ").