English equivalent: Foreign Assignment / International Assignment
A foreign assignment refers to a temporary, work-related stay abroad, increasingly common due to the globalization of business operations. These international assignments typically involve specialists and executives deployed by multinational corporations to work across borders—often in unfamiliar cultural and social environments.
Purpose and Duration
The goal of a foreign assignment is to transfer knowledge, fill critical roles, or lead international projects. While traditional assignments last three to four years, in English-speaking countries the norm is closer to two to three years. Recently, short-term international assignments, often project-based and lasting only a few months, have become more common (Kammel & Teichelmann, 1994).
Challenges in International HR Management
International human resource management (IHRM) faces greater complexity than domestic HRM, especially due to cultural differences. The unique dynamics of intercultural work environments demand a deeper understanding of intercultural competence, yet organizational psychology has largely underexplored this field.
Conceptually, an international assignment can be understood as a transition—a disruption in established routines requiring the individual to reconstruct their fit with the new environment. Previously effective behaviors may no longer suffice abroad, making adaptation and flexibility essential.
Phases of a Foreign Assignment
According to Kühlmann (1995), an international assignment typically includes four key phases:
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Selection
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Preparation and Training
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On-site Support during the Stay
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Return/Reintegration
1. Selection
Selection is often based on professional qualifications, under the assumption that domestic success predicts international performance. However, research shows this assumption may be flawed—especially for leadership roles. Characteristics critical to success abroad include:
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Tolerance of ambiguity
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Behavioral flexibility
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Empathy
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Goal orientation
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Sociability
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Cultural sensitivity (polycentrism)
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Metacommunicative competence (the ability to communicate about communication)
Crucially, effective intercultural communication is repeatedly cited as a key success factor (Kühlmann & Stahl, 1998).
2. Preparation and Training
Pre-departure intercultural training is vital for equipping expatriates with the tools to navigate unfamiliar cultural landscapes. This preparation increases their resilience and effectiveness in the host country.
3. On-Site Support
Support during the assignment—including language assistance, mentoring, and HR check-ins—is crucial for helping the expatriate and their family adjust. A lack of support can lead to disengagement or early termination of the assignment.
4. Return and Reintegration
The repatriation phase is often neglected. Employees returning from foreign assignments frequently experience reverse culture shock and may struggle to reintegrate or apply their newly acquired skills. Proactive reintegration planning can mitigate this.
Motivation and Family Considerations
Employee motivation is a key success factor. Assignments “pushed” from headquarters without employee buy-in can be counterproductive. Family support is equally critical: research consistently identifies family adjustment problems as the leading cause of failed foreign assignments.
Interestingly, some experts recommend sending employees abroad early in their careers due to greater mobility and lower costs (Kammel & Teichelmann, 1994). However, this may backfire if the employee lacks a strong connection to company goals or sufficient organizational experience.
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