How to Avoid Expat Limbo Land

Expatriate Limbo Land, that time when expatriate families know they are probably going to be asked to move but they have no idea where they might go, is not a pretty picture. There’s uncertainty, the feeling of a lack of personal power and agency and as time passes, so the sense of panic and fear for the future can set in. They feel isolated and adrift.

This is the time of year when the evidence of expat limbo land can most clearly be seen. As the original assignment period draws to an end so the employee concerned may find themselves waiting… and waiting for the news of what and where next.

It’s stressful enough if you are single, but if you have a partner and a family then the not-knowing is doubly stressful. Without a new destination agreed there can be no research of possibilities, no beginning stages of preparation, no positive anticipation as the antithesis to the sadness of having to say goodbye. And as the clock ticks towards the end of one academic year and the start of another in the Northern hemisphere, parents realise that for those schools starting a new school year in September the school options are diminishing by the minute.

International relocation is stressful in itself, expat limbo is worse.

But it is not only the expat and family that are under pressure, it is the assigning organization as well. There are significant challenges to be overcome and if organisation’s do not have processes in place to manage succession planning internationally then the relocation challenges can become an exercise in fire-fighting which is damaging for all concerned.

Longer term the lack of a coordinated response is likely to have the following implications:

• Poor retention and loss of valuable talented internationally mobile personnel: If the organization becomes known as poor in managing onward transitions then they will develop a reputation and find that international employees begin to plan their own independent onward transitions. Playing right into the hands of the hungry competition.
• Willingness to relocate: if the organizational perception of international relocation is that they are one-stop shops with no future progression and support, employees will simply steer clear and stay home so damaging the international employee pool.
• Families dissatisfaction, one of the most effective way to create mobility issues is to alienate the partner and family. Issues that impact negatively on the children and their education are the most emotive of all and are likely to get a reaction.

SO, how can you reduce the impact of Expat Limbo Land?

Notice that I didn’t say remove completely as we’re not naïve enough to think everything can be silky smooth, there are always surprises and even the best laid plans can go wrong. But our general perception is that expatriate succession planning is often left a little late in the day…

Here are our strategies for improving the strategic talent management process to avoid the perils of Limbo Land:

1. Make it strategic


The initial relocation abroad needs to be part of a longer term career development plan that links to the strategic direction of the company. If the assignment is three years at outset then everyone should know that this is the case and be consciously thinking about what makes strategic sense for the future.


2. Make sure someone is responsible


We often see that expat’s are no-one’s issue; global mobility is responsible for moving them, their overseas manager can’t drive their next move and for HQ, well, it’s out of sight, out of mind.  Someone in the organisation needs to “own” the issue, otherwise the poor expat is always someone else’s problem.


3. Communicate, communicate, communicate


As part of the plan there needs to be regular communication with the employee from the centre, or at least the person ultimately responsible for the expats career. Regular check in meetings will ensure that everyone knows what is going on and understands the challenges and career aspirations of the individual expat.


4. Involve the Partner


Involve the partner as well and understand their attitude to relocation, the challenges that they face. They are likely to be much more honest about the timing of relocation in relation to issues like their kids and important exam years for example. We see this happening more and more often, partners forced to live apart from the employee in order to support children through the last few years of school. Imagine the disruption and stress that adds to everyone, not to mention the pressure it puts on relationships. A bit of planning early on could avoid such horrors.


5. Show Empathy

Global Mobility is a complex task when it comes to salaries and benefits, tax, visa permission, housing and legal issues. We understand that and we see global mobility administrators who are efficient at resolving these tactical aspects of international mobility. What sadly is sometimes, no I’m going to stick my neck out here and say often, missing is the empathy and understanding of the relocation challenges which can lead to a combative relationship between GM and the expatriate.  Recognising that there are significant challenges and sacrifices for a family when they relocate internationally and that it’s a very stressful time can help to create a cooperative environment in which the challenges can be overcome together.

Implementing these no/low cost strategies can help to avoid the distress of limbo and help organisations meet the ultimate goal of mobility – employee retention and development.