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Pros and cons of Virtual Assignments

In looking back at our pandemic experiences, it can be hard to pick out the positives. Yet there are one or two ideas and innovations coming to the fore with the potential to change the face of global talent development and global mobility. For the better – and indefinitely.

One of those is Virtual Assignments. Loved by some business leaders and mobility professionals, they are seen as a way to be nimble in the short term, with the rapid deployment of skills at low cost. They can offer long-term developmental opportunities as well. But by the same token, there is some skepticism around the potential for misuse and mismanagement. This occasionally stems from cost-conscious leaders and can often lead to employee burnout. Like any other assignment type, the successful Virtual Assignment program requires guidelines and structure.

Making sense of Virtual Assignments

Let’s start by looking at the basics. What exactly is a Virtual Assignment? A general consensus has emerged within our industry. The term describes a temporary assignment to fill a goal or job in another location, without the employee leaving their home location. This type of assignment can take different forms.

With a hybrid assignment, the assumption is that a physical move will occur after a period of Virtual Assignment activity. A second approach, born of necessity, is where an employee and their family experience delays in the home location due to travel restrictions or immigration processing but will eventually physically relocate. The third model is the purest form, where working from the home location is the only plan.

They all have two things in common. They are timebound and are for the benefit of a corporate geography other than the one the employee sits in. This separates virtual assignees from a pan-regional role or a “work from anywhere” employee.

The advantages of Virtual Assignments

The Virtual Assignment is being heralded as a flexible strategy that can be added to a Global Mobility wheelhouse of policies to expand developmental opportunities, open international experiences to employees who might not otherwise be able to travel for personal reasons, and as a means to backfill short-term staffing needs with a low cost and creative approach. This does not look to be a replacement of traditional assignment options, but an innovative addition to the strategy. More reason, then, for mobility professionals to build a clear and well-defined Virtual Assignment policy and process that addresses:

• Maximum assignment duration; typical durations range from 6 to 24 months
• Business case and justification processes that address role fit, value, assignment goals and home country / host country fit
• Candidate selection and preparation
• Funding assumptions – who pays the assignment costs?
• Payroll model (home or host) and any additional compensation (e.g. anti-social hours allowance if the time zone differences are big)
• Stipend or direct reimbursement for home office set-up (if needed)
• Cross cultural training / global virtual team training
• Employee reintegration into the home location organizational structure at the end of the assignment
• Creation and tracking of assignment and development goals within the performance review structure
• Upskilling the “receiving” manager to manage virtually across cultures

That said, organizations still need to weigh up the potential benefits and hazards of implementing Virtual Assignments.

How might you misuse a Virtual Assignment?

The biggest concern is that not every role or every employee is a good fit for a Virtual Assignment. A rigorous approval process should identify gaps in the role or candidate selection. These assignments are not right for everyone and not right for every home host country combination. It takes a specific set of competencies to be successful in virtual and multicultural settings, let alone both at the same time. Two stand out:

Curiosity is key to successful global working – always wondering “why?”

It is driven by sensory stimulation which is in overload during early days in a host country. But in a Virtual Assignment it is lacking. Natural curiosity, or the ability to build it up like you would a bicep, needs to be present or willingly adopted for success.

A Virtual Assignment may not be practically possible for all employees. It would be a mistake to underestimate the impact of working a schedule that is widely different from the cadence of home life. There is nothing motivating about working over an extended period of time when your friends / family are out or trying to sleep when everyone else is awake. Productivity will surely suffer if time zone differences are not a consideration.

Virtual Assignment fit

With some judicious choices about when and how to apply them, Virtual Assignments present great opportunities. As companies grapple with creating a more diverse mobility population that better reflects their company and country demographic, Virtual Assignments offer wider access to global skill-building opportunities where a physical assignment would be challenging. Maybe because of mental or physical health issues, timing, or family planning.

Also, as companies look to attract and retain early-career employees who are increasingly joining with higher aspirations for global exposure and experience, Virtual Assignments can be used as a means to initiate projects that satisfy that need. Moreover, with the varied waves of the global pandemic, the possibility that “health passports” will become commonplace puts a big question mark over extended business travel and short-term assignments, at least in the near future. Virtual Assignments may hold the key to providing just-in-time tactical support when traditional move types are not an option.

However you choose to use them, you should manage Virtual Assignments like any other policy such as a remote working policy – with clear “bright lights and guard rails” for consistency to ensure the greatest chance of success.

Want more information on building a clear and well-defined Virtual Assignment policy? Contact Joanne Danehl , Global Director, Global Skills, for Virtual Assignment support training options, or Lisa Johnson , Global Practice Leader, Consulting Services, for policy development. You can also contact us here for information on other services.

Crown World Mobility’s “5 standout talent mobility trends for 2021” exploring Virtual Assignments and other trends influencing our industry’s priorities can also be downloaded here .

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What is a Virtual Assignment?

Untangling Global Mobility’s COVID19 Buzzwords

Last week, we began to unwrap some of the words cropping up in global mobility’s COVID19 discourse, starting with the concept of dispersed employees. This week, we move to a similar trending terminology – virtual assignments .

Virtual assignments have actually existed for some time in the world of global mobility – mentioned as far back as 2001 in this article by Personnel Today. The rise of virtual assignments is largely thanks to the rise of technology, and escalating costs associated with some expatriate assignments since the 1990s. Although the pluses and minuses of the virtual assignment model have been frequently debated, it is undeniable that the travel and distancing restrictions of the ongoing pandemic has vastly increased the number of workers engaged in this way globally.

What is a virtual assignment?

Virtual mobility is fundamentally the assignment of an employee to work and perform tasks remotely for a location other than their current home country or country of residence. This could also mean permitting an employee to work in a third country other than their existing home/country of residence, or the country to which they are providing services. For example, a Spanish national could be responsible for business development in Mexico, but currently reside in Colombia.

Although there is some crossover, this term differentiates slightly from the concept of dispersed employees discussed last week in the implication that virtual assignments are somewhat more planned than dispersal of employees. Virtual assignments are created and implemented because they make business sense to the company, as well as benefitting the worker. Dispersed employment is often a sudden or unexpected response to a situation or challenge.

Why are virtual assignments becoming more popular?

This model has been gaining popularity in recent years as it can save costs related to physical relocation of an employee, helps optimise resources by assigning personnel to key locations, and is enabled by the implementation of new and efficient technology. Virtual assignments have been further sought after due to the entry to the job market of millennial and Gen Z employees who wish to work and travel simultaneously. Beyond its recent popularity, the model has seen a considerable uptick during COVID19 as a result of the following factors:

• Travel and immigration restrictions – borders closed due to COVID has reduced business travel.
• Employers’ desire to preserve worker wellbeing – employers are looking to offer location flexibility and new responsibilities to their workers to keep up morale and wellbeing.
• Evacuation from virus-hit countries – safety measures leading to the redistribution of workers’ locations.
• Family/homelife responsibilities – working from a different location to take care of sick family members or homeschool children.
• Cost or resource constraints – employees taking on roles of furloughed or redundant colleagues.

What are the challenges of virtual assignments?

Virtual assignments are not a one-size-fits-all solution to physical barriers – they can present their own set of challenges.

Firstly, this mechanism only suits roles where there is no requirement to be regularly on-the-ground. Similarly, certain elements of the position or company might need to be adjusted to accommodate a virtually-assigned worker. For example, if they will be managing staff in the third country, you may need to bring in software or human resources processes that ensure smooth and open lines of communication across the team.

Practically, not all organisations have the tools in place to implement and sustain virtual assignments – they may need to explore payroll arrangements, any employment law considerations, human resource processes and so on. Risks and red flags of virtual assignments can include tax and compliance issues. There may be unexpected local tax liabilities for the worker and organisation alike, including potential risk of permanent establishment if the worker is operating for the company in a third country. Look into how the worker is employed and whether the country for which they are providing services requires any special registrations for their employment and taxations. The conditions may be different to your organisation’s usual understanding.

Gauge the longevity of the exercise – is this what you and the employee want, long-term? Although it may be in response to the challenges of the pandemic, when considering a virtual assignment you should still ask yourself how it slots into your long-term plans. Is it a knee-jerk reaction, and does it make mutual financial sense to the individual worker and the business? Take into account the ways it might present an opportunity that did not previously exist – for example, opening you up to a business location that was previously inaccessible.

Another pitfall of the virtual assignment model is ensuring the employee does not feel isolated or detached while they are situated away from their main country of activity – in turn, impacting productivity. As many companies have learnt during the pandemic, it takes careful consideration to manage physical separations due to working from home, and ensure continuation of business. Earlier this year, we wrote about some ways workers and organisations can ensure productivity while remote working.

What mechanisms can support virtual assignments?

The challenges of virtual assignments can be minimised or removed altogether with the help of the right support system. A global service provider like Mauve Group will allow you to reap the rewards of this flexible mobility mechanism and strengthen your organisation’s resilience in a COVID work environment and beyond.

•   Global Payroll – Mauve Group can run payrolls for your virtual employees, ensuring they have local funds remitted in a timely manner, with detailed reporting and payment of tax/social security duties to the authorities.
• Global Tax and Compliance Consultancy – Our teams can assess fiscal impacts, liabilities or risks that may arise from adapting your in-country business to the virtual model – for worker and company alike. This can flag employment risks, risk of permanent establishment, tax liabilities and so on.
• Employer of Record – if your worker needs to be employed compliantly in a location where you do not have an existing entity, Mauve can step in as an Employer of Record on your behalf. You manage their day-to-day activities with the knowledge that they are compliantly employed in their legal location of work.
• Global HR Consultancy – if you need support bringing employment contracts in line with local regulations, or checking your existing HR policies are suitable for virtual assignees, Mauve’s experienced team and partner network can support.

Considering virtual assignments and looking for more information on how Mauve can help? Get in touch here for a free no-obligation call back from a Global Expert.

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Virtual Assignments: Considerations and Challenges

Updated from original post from December 7, 2020

Managing Virtual Mobility Assignments During COVID-19

The outbreak of the COVID-19 pandemic  has redefined how we live and work in more ways than we could possibly imagine. Offsite or “virtual” assignments have been utilised for decades. However, COVID-19 has accelerated the sophistication of these assignments and caused many organisations to expand their use as a way of dealing with limitations and challenges resulting from the pandemic. For many, this may be an unfamiliar type of employee assignment or the frequency may have become daunting. Though many businesses have resorted to local work-from-home scenarios for their employees, those with mobile populations are facing different challenges. As numerous employees are repatriated or sent to temporary locations, many are being asked to work remotely from their home countries, countries of origin, or from third (temporary) locations. To ensure business continuity, many employers are seeking assistance with “virtual mobility assignments” – how to manage how their mobile population should be managed while working remotely, while maintaining business goals and operations. In all cases, there are some key considerations and challenges that companies need to consider.

Defining Virtual Mobility Assignments

If the Merriam Webster Dictionary defines telecommuting (also known as remote or virtual work) as working from home “by the use of an electronic linkup with a central office”, how can we define virtual mobility? Virtual mobility assignments can be defined as arrangements in which an employee doesn’t commute or travel to a central place of work but, additionally,  works and performs tasks at a home or location other than in their originally intended destination location (e.g. their home country/country of origin, their country of residence, or in a third, temporary location). Examples can include:

• An employee that remains in or returns to his/her home country/country of origin while performing tasks and responsibilities for a place of business that exists in a different location.
• An employee that works in a third country of choice that is neither the home country/country of origin nor the country of residence or the location benefitting from the work being performed.

A virtual mobility assignment seeks to accomplish the same objective from an alternative location as it would have if the assignee/transferee had physically relocated to the host location. Outcomes and managerial treatment of a virtual mobility assignment could differ greatly from situations in which an employee continued to simply work remotely from home or in a destination location due to the coronavirus.

Considerations and Challenges: Managing a Virtual Mobility Assignment

Challenges and considerations associated with managing a virtual mobility assignment are numerous. Below, we’ll address some of the more common concerns:

Cultural Dexterity/Loss of Company Culture

Cross-cultural and language training is provided to employees embarking on traditional international assignments for good reason. Often, the relocated employee and/or accompanying family can find it difficult to adapt to a new culture, which could result in a negative employee experience, ineffectiveness when collaborating with colleagues who are operating through different cultural lenses and, ultimately, assignment failure. These considerations still exist in a virtual setting and may even be exacerbated due to the lack of observational learning and interpersonal contact.  If an organisation accounts for all the right logistics surrounding a virtual assignment – from communication technology to operations and processes – but fails to provide intercultural training, virtual assignments can fail due to cultural misunderstandings.

In addition, the nature of working remotely can also cause some employees to feel isolated or to develop concerns about being perceived as less productive. Not being physically present – on location – for an extended period of time can limit social and professional integration with colleagues in a host location, leading to undesirable outcomes.

Tax Compliance

Deploying virtual mobility assignments, rather than physically relocating an employee, could create a new set of compliance issues, such as cases in which work performed by the virtual assignee leads to the categorisation of permanent establishment in a country where the organisation may not have previously had tax liability.

Cost of Living Adjustments

Virtual mobility assignments may not always come with significant cost reductions, depending on the location the employee has been stationed in. As a best practice, relocation packages may need to be aligned with the cost of living associated with the location where the assignee is stationed; in some instances, for example, the assignee may be stationed in an area with a higher cost of living, greater amenities, or that requires better security measures – or that offers a more comprehensive and costly healthcare system. In all cases, the viability of virtual assignments should be weighed against taxability, payroll, and immigration compliance issues with the help of specialists in these areas of expertise.

Immigration Law

It is important to note that virtual mobility assignments do not eliminate immigration-related risks, and such risks should continue to be a top consideration for organisations. This includes ensuring that:

• Immigration is factored into the company’s virtual mobility assignments policy.
• Organisations continue to monitor and track immigration requirements as if the employee had physically gone on assignment, particularly when the employee is not in their country of passport or residence (e.g. they are located in a third country).
• Immigration considerations extend to the employee’s accompanying family members (if any).
• Any cross-border business travel, which we may see increase particularly as more travel bubbles are implemented, continues to be closely monitored to ensure compliance.
• Immigration planning is done well ahead of time to factor in extended processing time due to significant delays at the immigration authorities in several locations

Employment Considerations

An employee working virtually for one group may be subject to the employment laws of the country where they are physically located.  This may affect benefit costs, severance costs, overtime, social protections, and other employment rights end employer obligations.  Working hours may also be impacted due to time zone differences from the actual and host/work locations.            

Best Practices and Relocation Support

Organisations will need to consider each of the above factors when determining the best way to handle individual employee assignments. Additionally, employee perceptions and needs will need to be considered, along with their safety in the current pandemic environment.

Prior to asking an employee to take part in a virtual mobility assignment, companies should:

• Assess the true cost and risks of each virtual assignment on a case-by-case basis – and compare it to the costs (and any safety factors) associated with maintaining the employee’s presence at the office/original destination location.
• Assess the potential success of the virtual mobility assignment – factoring in the geographical location and its proximity to the host location, the time needed to be physically on-location, any technical constraints, etc.
• Evaluate compliance issues – both tax- and immigration-related.

If a virtual mobility assignment is chosen, companies should consider providing cross-cultural training to achieve the best results.    

Decision makers are encouraged to read SIRVA’s white paper, The Workplace of the Future , which further explores how work-from-home, hybrid offices and a more mobile workforce could affect mobility strategy as the physical and digital workplace of the future evolves.

Strengthen Organisational Resilience in a COVID-19 Work Environment

Not all jobs can be performed remotely, with senior management and technical roles being amongst strong examples. Some positions may be open to virtual assignment but still require frequent travel to the host location. Virtual mobility assignments can’t replace mobility so, preferably, they should be offered as a complementary strategy to support an organisation’s global operations. Before deciding how to approach virtual mobility assignments – and to what frequency – stakeholders should work closely with their relocation management company to assess whether a virtual assignment is the right fit. Additionally, they should consult their tax and immigration advisors, review tax compliance issues for each location in question, compare the cost of traditional versus virtual assignments on a case-by-case basis, and provide cross-cultural training and settling-in services, where appropriate, to ensure that assignees can either assimilate smoothly in a third country or integrate with their international virtual teams wherever they are in the world.

Contributors:

Jialin Chia, Senior Regional Marketing Manager, APAC & Middle East

Lisa Marie DeSanto, Content Marketing Manager

Maria Hrambanis, Visa & Immigration Services Leader, APAC

For more information please see  SIRVA’s Blog Disclaimer . 

9 Common Types of Assignments in Online Courses

Discussion boards, wikis and research papers are common examples of online coursework.

9 Types of Assignments in Online Courses

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In some instances, online students watch recorded lectures and respond at their own pace.

Students considering taking their first online course may worry about the types of assignments they will encounter.

In particular, those who are accustomed to face-to-face education may not know what coursework to expect before they start. Below is a list of nine common types of virtual assignments instructors generally assign in online classes.

1. Read or watch, then respond: This type of assignment closely mirrors the face-to-face lecture. Instructors provide video lectures, articles or book chapters and assign students a set of questions. Students can read or watch the material at their own pace, so long as they meet the deadline for their responses.

2. Research papers: Formal research papers remain a popular assignment in online classes . Writing about research is a required skill for many graduate degrees , and publishing original research is a measure of expertise in many disciplines.

There is little difference in completing research papers for online versus on-ground classes. However, online learners should ensure they have remote access to a university's library resources to succeed.

3. Exams: The often-dreaded tests and quizzes are also common in online courses. But the rules and testing environments can differ depending on the institution. Some will use proctoring services that monitor students through webcams and identity verification questions.

4. Discussion boards: Usually intended as a supplement to the weekly coursework, the discussion forum is intended to replace the in-class discussion or seminar. In the virtual classroom, students respond to a prompt and each other. Some discussions require students to submit responses before being able to see what classmates wrote.

5. Blogs: These keep a running public dialogue of students' thoughts and ideas about a topic. Students can add new insights to the blog throughout the course, and sometimes other students can comment. Blogs are particularly useful for online classes that require students to reflect upon life or clinical experiences and internships.

6. Journals: The journal assignment is usually a private way for online students to communicate with the instructor . Sometimes, journal topics are prescribed and formal, but usually these assignments allow students to express ideas, opinions, concerns and questions about course material.

7. Wikis: These are especially useful for group work . Students can comment on and edit a shared document to develop task lists, write research questions, document experiences or start discussions.

8. Case-based assignments: These are more popular in certain fields than others. Generally, an assigned reading or video vividly depicts a real-world example of the issues or concepts the class is learning about, describing all of the salient details and information. Well-constructed cases force students to analyze problems and research, test and present potential solutions.

9. Self-paced adaptive assignments: Adaptive learning is growing in popularity, especially in subjects such as math and science.

Learn how to

Usually, students watch short lectures, then answer a set of questions. Based on how they perform, new lectures follow and focus on areas the student needs help with. These types of courses generally don't have a class or cohort structure as each student moves at a personalized pace. There may not be one instructor for the course, but a team of facilitators is generally available in real time.

The takeaway: While these types of virtual assignments don't represent the total list of possibilities, they are among the most common. Instructors will choose which online coursework best fits the material and learning objectives. Each online class may be slightly different.

Tags: online education , students , education , technology

About Online Learning Lessons

Making the decision to pursue an online program can be intimidating for students. Online Learning Lessons offers tips and advice from online students and educators on everything from finding a program and paying for it to what happens after enrolling. Got a question? Email [email protected] .

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Virtual Assignments: Benefits, Challenges, and Best Practices

• October 29, 2024
• Stuart Beaty

Virtual assignments have emerged as a flexible solution for organisations looking to utilise global talent without the complexities of physical relocation. As global mobility evolves and remote work becomes increasingly prevalent, this approach allows companies to assign employees to international roles without requiring them to move. In an era where technology enables seamless communication across borders, organisations can enhance operational efficiency while tapping into diverse skill sets and perspectives from around the world.

This blog post explores the benefits and challenges of virtual assignments, along with best practices for HR teams to implement successful virtual assignment programmes.

What is a Virtual Assignment?

A virtual assignment is defined as a work arrangement in which an employee performs their job responsibilities remotely for a specific period while engaging with teams and clients in another country or region. Unlike traditional expatriate assignments, where employees relocate to a host country, virtual assignments enable professionals to remain in their home location while contributing to projects or initiatives abroad. This model is particularly appealing in today’s fast-paced business environment, where agility and adaptability are paramount.

Benefits of Virtual Assignments

Virtual assignments offer several advantages for both employers and employees:

Cost-effectiveness : By eliminating relocation expenses, housing costs, and other traditional assignment-related expenditures, virtual assignments can significantly reduce overall costs.

Flexibility : Virtual assignments allow organisations to quickly deploy talent to meet business needs without geographical constraints.

Expanded talent pool : Companies can access a wider range of skilled professionals, regardless of their physical location.

Work-life balance : Employees can maintain their current living arrangements while gaining international experience.

Diversity and inclusion : Virtual assignments can provide global opportunities to employees who may face challenges with physical relocation due to personal circumstances.

Challenges of Virtual Assignments

Despite their benefits, virtual assignments come with unique challenges:

Cultural integration : Without physical presence in the host location, employees may struggle to fully immerse themselves in the local culture and work environment.

Time zone management : Coordinating work across different time zones can lead to extended working hours and potential burnout.

Technology and infrastructure : Ensuring reliable internet connectivity and appropriate technology tools is essential for virtual assignment success.

Legal and compliance issues : Virtual assignments can create complex tax and legal implications that require careful consideration.

Employee isolation : Virtual assignees may feel disconnected from both their home and host teams, impacting morale and productivity.

Best Practices for Implementing Virtual Assignments

To maximise the benefits and mitigate the challenges of virtual assignments, HR teams should consider the following best practices:

1. Develop a Comprehensive Policy

Create a clear virtual assignment policy that outlines:

• Eligibility criteria
• Duration limits (typically 6 to 24 months)
• Compensation and benefits structure
• Performance evaluation processes
• Repatriation procedures

2. Define Clear Objectives and Expectations

• Establish specific goals and deliverables for the virtual assignment.
• Clearly communicate performance expectations and measurement criteria.
• Implement regular check-ins and progress reviews.

3. Provide Cultural and Virtual Work Training

• Offer cross-cultural training to help assignees navigate cultural differences.
• Provide training on effective virtual communication and collaboration. For further insights, check out these 15 Best Practices and Virtual Training Tips for Trainers .
• Equip managers with skills to lead remote, multicultural teams.

4. Ensure Technological Readiness

• Assess and provide necessary technology and tools for effective remote work.
• Offer IT support to address technical issues promptly.
• Implement secure data protection measures.

5. Address Legal and Compliance Concerns

• Consult with legal experts to navigate tax implications and compliance requirements.
• Establish clear guidelines for working hours and overtime to comply with local labour laws.
• Monitor potential permanent establishment risks.

6. Promote Engagement and Well-being

• Implement virtual team-building activities to encourage connection.
• Arrange regular video conferences to maintain face-to-face interaction.
• Provide resources for mental health support and work-life balance.

7. Carefully Select Candidates

• Assess candidates for key competencies such as cultural adaptability, self-motivation, and communication skills.
• Consider previous remote work experience and digital literacy.
• Ensure the role is suitable for virtual execution.

8. Implement a Robust Communication Strategy

• Establish clear communication channels and protocols.
• Schedule regular check-ins with both home and host country managers.
• Encourage open dialogue about challenges and concerns.

9. Provide Career Development Opportunities

• Integrate virtual assignments into broader talent development strategies.
• Offer mentorship programmes to support professional growth.
• Ensure virtual assignees have visibility for future career opportunities.

10. Regularly Review and Adapt the Programme

• Continuously refine the virtual assignment programme based on insights gained.
• Collect feedback from virtual assignees, managers, and stakeholders.
• Monitor key performance indicators and assignment success rates.

Final Thoughts on Virtual Assignments

By implementing these best practices, HR teams can create successful virtual assignment programmes that benefit both the organisation and its employees. As the global workforce continues to evolve, virtual assignments offer a promising avenue for international talent development and business growth. With careful planning and execution, companies can harness the power of virtual assignments to build a more agile, diverse, and globally competent workforce.

Speak to one of our experts  or  send a message  today and find out how we can add value to your relocation programme.

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The rise of virtual assignments

There is little doubt that virtual assignments have been one of the most widely discussed topics in Global Mobility (GM) over the past 12 months, and will continue to be throughout 2021. Virtual assignments have become a necessary response for many businesses and GM teams to the Covid-19 pandemic.

The results and findings of our recent Managing Mobility Survey have shed new light on the ways in which organisations have approached and implemented virtual assignments, and how they will likely shape policy and practice permanently in the future. For example, only 5% of companies had virtual assignment policies in place before the pandemic, but over 40% of those surveyed are now planning on introducing one. 

The results showed that organisations are using virtual assignments to manage different challenges. Many are understandably using them as a way to start an assignment before travel and relocation is possible, but we have also seen a large minority of companies using virtual assignments to allow assignees to continue working in a host location until repatriation is possible. Businesses are also initiating new virtual assignments in order to offer greater flexibility for assignees and to help better manage any safety and family concerns that they may have.

What is clear is that virtual assignments are here for the long-term and the compliance challenges associated with them will only grow for many organisations. Our infographic below illustrates the key findings on virtual assignments, but please get in touch to find out how our consultancy team can help you decide if virtual assignments are a suitable option for your company.