Organisations spend insufficient time creating a well designed expatriate remuneration strategy and policy.  This is dangerous given that the highest employee turnover is at the beginning and end of international assignments, indicating a lack of integration of expatriate pay philosophy with the broader organisational pay philosophy.

The remuneration of expatriates often tends to be a rushed last minute decision due to urgent operational requirements.  The resulting implications often only arise after the expatriate arrives in the host country, and when the assignment comes to an end.  For example, the post assignment position back in the home country pays less than the expatriate earned on assignment.

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