The prospect of such overseas assignments for employees can present exciting opportunities, but ensuring their success from an HR perspective is no easy task. The potential pitfalls faced, particularly in terms of health and welfare, are many.
Businesses frequently have to contend with a variety of problems, from full-scale medical emergencies to employees who fail to adjust to the culture of foreign climes.
Consequently, booking plane tickets should be only the start for HR teams when making arrangements for staff. Good planning is imperative and precautions taken at an early stage can, quite literally, save lives.
One of the very first questions must be: "Are the members of staff in question fit to travel, both mentally and physically?" An in-depth psychological assessment can flag up potential stress points, while a pre-travel health screening may identify underlying medical conditions that could be a cause for concern. These can then be addressed before travelling, with medical care received from doctors in a familiar healthcare system without language barriers. The screening may also highlight any recommended working adjustments and reduce the risk of a secondment being cut short due to illness.
In addition, steps should be taken to avoid preventable illnesses, such as cholera, typhoid, hepatitis A or yellow fever. Vaccinations and anti-malarial drugs should be arranged where required, mindful of the fact that many vaccines take several weeks to become effective. In the case of yellow fever, some countries in Asia require a mandatory International Certificate of Vaccination ('yellow card') against the disease.
When sending staff abroad for more than six months, HR professionals should provide them with international health insurance – for some countries, particularly in the Middle East, it is mandatory. If an employee is being posted to Saudi Arabia or Abu Dhabi, for example, residency visas and work permits are dependent upon their having appropriate health insurance.
EHIC (the European Health Insurance Card), where valid, can’t be viewed as a replacement for an international medical policy. It is not normally available if you are living in another country; it will only provide access to emergency, state-provided treatment and it doesn’t pay for emergency evacuation or repatriation. Similarly, business travel insurance also has its restrictions and can’t be regarded as a private medical insurance replacement.
Industry analysts suggest that up to 40% of placements abroad fail due to psychological distress. Employees and their families often fail to adjust to foreign cultures, feeling alienated or isolated, but some simple steps can be taken to help ease the transition. Employee Assistance Programmes can offer employees access to confidential support, practical information and expert advice throughout Europe, Asia, Africa and North and South America. Studies show that for every £1 spent on an EAP, an organisation can recover anywhere between £3 and £20. For vital international placements, the return on investment may be even greater.
According to PMI Global research, a large number of UK companies are well equipped for sending employees abroad. However, for those that are not, the business and financial implications can be considerable.
Rachael Floyd is operations director at PMI Global, which offers insurance and healthcare support for employees abroad.
