Relocation

When dealing with an underperforming employee, a structured process can provide a framework that helps both the manager and employee walk through the necessary steps to increased engagement and productivity.

Getting to "Yes" and then documenting that "Yes" can be an exhausting experience. From provider identification through requests for proposal, evaluation of bids, selection of the ultimate service provider and contract negotiations and settlement, the road can be long and tortuous.

When a U.S.-based company opens an office overseas, is the best person to lead that operation (initially, at least) an American? Not necessarily, says New York-based international executive-search consultant Gary Klein, although that has often been the prevailing wisdom at American firms, he adds.

This is part of a special advertising section featuring case studies offering solutions to relocation challenges.

A recent global study by PricewaterhouseCoopers Tax demonstrates some of the business implications of having the right talent in the right markets at the right time, including:

This is part of a special advertising section featuring case studies offering solutions to relocation challenges.

Some call them "global nomads." Others say they belong to an "international cadre." Either way, they are expatriate employees who spend a decent chunk of time (three to five years or longer) on multiple international assignments, typically moving from country to country in the process.

With so many companies employing so many people around the globe, a question looms: Are the workers in smaller countries treated as full employees with access to the same information, policies and benefits other employees have?