Some companies have used them as a dumping ground for the mediocre, while others have made international assignments a country club for their star employees. Leading companies know that the right reason for an assignment is sharing knowledge to accomplish business and development objectives. The study found that three-fourth of U.S. firms sampled gave themselves below average to barely average marks when asked if they have a solid business justification for international assignments. The right reason for an international assignment should fit into the strategic plan of the organization, Gregersen said. The study found that successful companies use some form of a screening device to determine who should go on assignment abroad.
Some companies use formal tests for screening, others use informal observations.
Researchers determined that to be successful in an international assignment an employee must be culturally flexible, have the ability to resolve constant conflict, and have a leadership style that combines personableness with work effectiveness. However, it is difficult. Both the company and the employee need to do what they can to make the transition as smooth as possible. Employees should maintain contact with headquarters and have a clear understanding of the purpose of their assignment while they are away. Upon return, they also need training on how things have changed at home.